Strategic choice of marketing ability

Student Name: Instructor: Rong Heping Kang Xiaoyun

With the rapid development of the national economy, China has bid farewell to the shortage economy, the people's demand level has gradually increased, and the price impact has weakened. Small and medium-sized enterprises without characteristics can hardly survive in low-level competition. This requires small and medium-sized enterprises to re-recognize their comparative advantages according to their own characteristics, so as to formulate appropriate marketing strategies. This paper analyzes the new situation faced by the survival and development of small and medium-sized enterprises in Shanxi Province, so as to make better strategic choices.

Keywords: SME marketing strategy

Introduction: Dairy industry is a new industry in China. In addition to the habit of raising dairy animals, drinking their milk and eating their meat, there is a certain basic self-sufficient dairy industry. As a commodity, dairy industry has a history of more than 100 years, with a weak foundation and a very low starting point. Since the founding of New China 40 years ago, with the development of national economy, the improvement of people's living standards and the introduction and popularization of animal husbandry technology, the dairy industry has achieved rapid development. It has a considerable foundation and scale in raising dairy animals, improving livestock varieties or processing and selling dairy products, and plays an increasingly important role in meeting market supply, providing people with nutritious and health food and promoting a virtuous cycle of agriculture and animal husbandry. The development of china dairy can be divided into four stages: restricted development period (1949- 1978), rapid growth period (1979- 1992) and structural adjustment period (1993-/kloc-). At present, China is in the fourth stage. After several years of adjustment, driven by consumption growth, china dairy has gradually entered the track of accelerated development. However, china dairy's marketing strategy is still in its infancy. Now, the marketing strategy of small and medium-sized dairy enterprises in Shanxi Province is briefly analyzed.

1. Development course of small and medium-sized dairy enterprises in Shanxi

Xiaodian dairy farm, Taiyuan farm and Jinsheng dairy farm carved up the dairy market in Taiyuan from the early 1960s to the late 1980s. Nowadays, some of these time-honored brands can only be sold in residential areas and stalls through retail channels, and some have completely disappeared in the market competition. The salesman of Pingyao Juxin Dairy who fled with money reflects a current situation of Shanxi Dairy-some local small and medium-sized enterprises are struggling to find market space in the face of the impact of well-known foreign brands, but they don't necessarily lose in product quality, but often because of marketing, management and other reasons, they smashed their own signs, leading to a crushing defeat. Many small enterprises in Shanxi are like this, eager to change the status quo, but lack long-term vision and scientific marketing management.

On April 8, it was rainy. Jiexiu street, people wrapped their clothes and hurried by. At this time, the Little Square near Jiexiu municipal government was crowded with people. They all have a small milk box in their hands. A red banner is particularly eye-catching in the rain-"Jiexiu City Administration for Industry and Commerce Rights Refund Conference". The protagonist of the "Refund Event" is Pingyao Juxin Dairy. Jiexiu has been the second largest consumer market of Juxin Dairy except Pingyao for a long time. However, from the second day of the first month, the milk subscribers of Juxin Dairy suddenly failed to receive milk. After waiting for a few days without any movement, milk orderers complained to the industrial and commercial departments one after another. After the industry and commerce intervened in the investigation, the cause of the matter quickly came to light. Juxin Dairy is located in Jiexiu's office. Two salesmen escaped with milk money and milk ticket stub and have not returned yet. Both salesmen are children of eighteen or nineteen years old, and the total milk is less than 5000 yuan. But for Juxin Dairy, which is operated by a small company, this money is not a small sum. Although the boss Xue Mou didn't want to pay what he thought was a "waste of money", considering the "future development of Jiexiu factory", he decided to give the user a refund first and then find two salesmen. Poor management, this is the deepest feeling when the industrial and commercial departments investigate and deal with it, and Xue also admits this. Money is refunded to each user, ranging from 60 yuan to at least 2 yuan. However, the impact on Juxin Dairy has greatly exceeded these. Users bring milk boxes when they refund. Although Juxin Dairy has repeatedly stated that there is no problem with the quality of milk, there is a problem with management. Although the old subscribers admit that Juxin's milk is really delicious, the fact before us is that no one wants to order Juxin Dairy's milk any more. This is undoubtedly a big blow to Juxin Dairy. This result is also undesirable to subscribers. After getting the refund, Ms. Qiang was somewhat helpless: "It is inconvenient to buy milk in the future." It turns out that in Jiexiu, most milk factories are small enterprises, and most products are sent to shops and markets, and home delivery service is not provided. Pingyao Juxin Dairy Company, on the other hand, has caught a good eye on this market gap and played the slogan of "delivering milk home every day", packaging milk boxes at the door of users' homes, and delivering milk every day by salesmen, which quickly won the welcome of users, especially elderly users. Now, after unsubscribing from Juxin's milk, many citizens gradually feel the inconvenience. In response to this sudden crisis of integrity, Juxin's boss Xue Mou is very worried about the future development. Restoring the lost market is undoubtedly more difficult than opening up a market. The events that Juxin Dairy encountered also reflected a current situation of Shanxi dairy industry-in the face of the impact of famous foreign brands, some local small and medium-sized enterprises struggled to find market space, but they did not necessarily lose in product quality, but often smashed their own signs and lost because of marketing, management and other reasons.

Second, small and medium-sized dairy enterprises in Shanxi try their best to break through.

Xiaodian Dairy Farm, Taiyuan Farm and Jinsheng Dairy Farm are three names that many people are very unfamiliar with now. But for the old lady, almost everyone knows. From the early 1960s to the late 1980s, they divided the dairy market in Taiyuan into three parts, occupying the markets in North City, South City and Hexi respectively for 20 years. Nowadays, the once majestic "princes" no longer exist, but are replaced by foreign brands such as Mengniu and Yili and local brands such as Hengkang and Gucheng. However, the two brands "Changfeng" of Xiaodian dairy farm and "Jinsheng" of Jinsheng dairy farm have disappeared from the supermarket. At present, some of these old brands can only rely on the retail channels of residential areas and stalls, and some have completely disappeared in the market competition of big waves. A dairy consulting expert believes that some small and medium-sized dairy enterprises are characterized by: insufficient technical ability; Poor marketing channels; Internal management is chaotic and corporate strategy is unclear. A small enterprise engaged in dairy production in Shanxi has limited funds and spent nearly 10 million yuan to introduce a very advanced production line with a daily production capacity of about 10 tons, but the task of this advanced production line is to produce two tons of high-temperature sterilized milk every day, because the enterprise can only sell two tons every day. At present, a few well-known brands occupy half of Shanxi dairy products market, while most small and medium-sized enterprises are defending smaller and smaller territories on their own land. It is understood that most small and medium-sized milk production enterprises in Shanxi are enterprises integrating production, processing and sales, and the daily output of raw milk of these enterprises far exceeds the sales of their own products. In the absence of a larger sales market, these enterprises have to supply undigested raw milk to some smaller processing enterprises without production bases. Other enterprises, with the market competition, have no market for their products at all, so they can only gradually change to raw material supply bases and supply raw milk to some large-scale enterprises. Another part of small and medium-sized enterprises, raw milk can not be digested, and can not be dumped in vain, and instead take the road of "making milk powder." In fact, since the "Fuyang poisoned milk powder" incident was exposed in May last year, the national milk powder market has been greatly impacted, especially by small and medium-sized milk powder manufacturers. After the reputation crisis, the market sales volume has been declining, and consumers are more and more inclined to famous brands when choosing, and dare not buy milk powder from small manufacturers casually. Therefore, the production of milk powder, for small and medium-sized dairy enterprises, this road is bound to get narrower and narrower. Whether making milk powder or becoming a raw material supplier, it can be seen that in Shanxi dairy market, small and medium-sized enterprises are constantly trying to break through and defend.

3. The marketing management concept of small and medium-sized dairy enterprises in Shanxi needs to be changed urgently.

The attack of first-class dairy production enterprises has made second-rate and third-rate local dairy production enterprises rise up in succession and build brand protection walls in order to protect themselves. In fact, second-and third-rate dairy production enterprises are not without market development space. As long as they can do a good job in market positioning, improve internal management, carry out correct market segmentation and avoid the competitive pressure of large enterprises, they can also grab a certain market share in the regional market. Unfortunately, many small enterprises in Shanxi are eager to change the status quo, but they lack long-term vision and scientific marketing management. Pingyao Juxin, before 2003, Juxin Dairy tried to occupy the market in Taiyuan, the provincial capital, but the fierce competition in Taiyuan dairy market made Juxin, which had no advantages in time, place and people, unable to stand on its feet. Juxin's operators soon realized the problem, decisively changed their marketing objectives and turned to Pingyao local and surrounding areas to find markets. Jiexiu City has become Juxin's market target at this time. After occupying the market blank of "delivering milk to the door", Juxin quickly entered the Jiexiu market and was recognized by consumers.

Fourthly, the choice of marketing strategy for small and medium-sized dairy enterprises in Shanxi Province.

At present, a considerable number of small and medium-sized enterprises in China have poor marketing performance due to low management level. It can be said that, to some extent, marketing has become the bottleneck of the development of small and medium-sized enterprises. A questionnaire survey conducted by a company in Beijing on June 5438+0998 1 1 to 30 small and medium-sized enterprises in five provinces of China shows that over 70% of them think that marketing plays an important role in their business activities, but only 21really takes "relying on market demand to analyze and improve products and services". As long as small enterprises make full use of their own advantages and carry out scientific marketing management, good performance of enterprises is not difficult to obtain. According to the survey, it is found that the marketing strategies of small and medium-sized enterprises in Shanxi Province are as follows:

1. In order to avoid direct competition with large enterprises and multinational companies, we should adopt the marketing strategy of filling the vacancy.

Small and medium-sized enterprises have limited resources, low marketing ability and management level, and weak ability to resist market risks. In the market, they should find another way to find market blind spots, especially to avoid direct competition with large enterprises and multinational companies. Therefore, for small and medium-sized enterprises, the effective marketing strategy is to make up for the vacant market, that is, enterprises take the vacant market with unsatisfied or insufficient demand and less competition as the target market through in-depth market segmentation, and then concentrate on serving this market, gain the maximum benefit through specialized operation, and bring infinite vitality to small enterprises. Generally speaking, small and medium-sized enterprises can find market blind spots from the following aspects, that is, to fill the market: first, emerging market areas where large enterprises have not yet set foot, or local areas where large enterprises have not actively marketed; Second, large enterprises are unwilling to set foot in it, and regard it as a small-batch, multi-variety and small-profit field in retail; Third, the market demand changes greatly and the competition changes very frequently, so large enterprises dare not set foot in the field. After finding a market suitable for business operation, small and medium-sized enterprises should provide valuable and distinctive specialized products and services according to customers' needs, form a competitive advantage, gradually expand customer resources and make the market bigger.

2. Adopt the marketing strategy of * * * to make the enterprise bigger and stronger.

* * * Healthy marketing strategy refers to a strategy that enterprises cooperate with each other, integrate their own resources and advantages, and jointly expand the market to achieve a win-win situation. This is actually a "supporting role" relationship. Once this relationship is established, the products of small enterprises will become an inseparable part of the products of large enterprises, and the market of large enterprises will become the market of small enterprises. In this way, small and medium-sized enterprises don't have to worry about ordering, financing, sales and other issues. They can use the sales network, technical strength and credit ability of large enterprises to effectively improve product quality, production management and corporate image, enhance their ability to resist market risks and get rid of operational difficulties.

3. Small enterprises establish SME alliances through cluster marketing and cooperation with peers and competitors.

This strategy is for some independent small and medium-sized enterprises. In order to seize and take advantage of the ever-changing market opportunities, they form an alliance through information exchange on the basis of equality and mutual benefit, * * * explore the international market, and * * * share the benefits brought by cluster marketing. For each member enterprise, it is essentially a strategy of taking advantage of the situation, integrating the external resource advantages of the enterprise in various ways with the help of external forces, realizing integration and creating extraordinary competitive advantages.

In Guangdong, Zhejiang, Jiangsu, Fujian and other coastal provinces, a large number of small and medium-sized enterprises gather in a certain area, forming great competitiveness. For example, in Guzhen Town, Zhongshan City, Guangdong Province, there are a large number of small and medium-sized enterprises specializing in the production of lighting products. By 200 1, the total output value of these enterprises will reach 6 billion yuan and the export value will be 250 million US dollars. Of course, enterprise cluster is not a simple enterprise cluster, nor can it be formed anywhere. It needs a certain political environment, economic environment, social environment and cultural customs environment as the foundation.

4. Attach importance to relationship marketing and stabilize the market position of enterprises.

Relationship marketing refers to the marketing activities carried out by enterprises in order to establish and maintain long-term and stable relationships with customers (including consumers and middlemen), maintain a win-win situation, and finally realize the strategic objectives of enterprises. While investing a lot of energy and resources to develop new customers, enterprises can't ignore the maintenance of old customer relations. If small and medium-sized enterprises can stay ahead of their competitors and establish a good two-way interactive relationship with customers, once customers get a high degree of satisfaction from the enterprise, they can buy the products of the enterprise with confidence without being poached by any competitors. Relationship marketing can help enterprises stand out from the competition and remain invincible forever. Because the stronger the relationship between enterprises and customers, the more stable the position of enterprises in the market.

5. Implement brand strategy and use the advantages of small and medium-sized enterprises to defeat large enterprises.

Challenges and dedication lurk in the enterprise all the time. Victory is temporary, but bad is eternal. Small and medium-sized enterprises need to adopt a set of effective countermeasures and reasonable competition strategies if they want to stand on the market, give full play to their advantages and win in brand competition.

In the process of implementing brand strategy, we should adhere to the principle of quality-oriented. Kōnosuke Matsushita, a famous Japanese entrepreneur, famously said, "The quality of products is either 100% or zero." In the fierce market competition, small and medium-sized enterprises must build excellent brands, participate in competition and establish brand image. Only high-quality brand products can create consumers' confidence and form consumers' brand preference and brand loyalty. In order to implement brand strategy, the high quality pursued by small and medium-sized enterprises must be the overall high quality of products that meet the market demand, including more than ten elements such as product function, quality, style, characteristics, packaging, brand, maintenance, installation, guarantee and transportation. Missing or ignoring any element is not a complete product. Product quality should be the core, form and additional overall quality of the product, not just the technical quality of product performance, life and safety.

Five, the marketing strategy of small and medium-sized dairy enterprises in Shanxi

At present, dairy enterprises are in a dilemma. On the one hand, limited by its own strength and scale, there is no advantage in scale and cost, so it is difficult to expand the region. On the other hand, the deteriorating market environment and the continuous promotion of big brands not only affect the survival of enterprises, but also erode their market share, which can be said to be a dilemma at home and abroad. The actual situation is not limited to these, and the lack of marketing innovation ability of enterprises is the root of the problem. However, the survival of some regional brands is relatively calm, even comfortable. This kind of enterprise generally has several characteristics: first, it is backed by a big market and has a high market share; Second, the old brand for many years has a high brand awareness and good reputation in the local market; Third, the products are mainly pasteurized products with short shelf life; Fourth, it is extremely cautious not to carry out regional expansion or expansion. Although it is difficult for such enterprises to develop greatly, they can maintain good operating efficiency.

Some of these regional dairy enterprises have done well, and they have found their own management mode by virtue of their own advantages. Through years of observation and experience accumulation, according to the resource conditions and advantages and disadvantages of different enterprises, the author divides dairy enterprises into four categories, and summarizes and analyzes the competitive strategies of different types of enterprises, hoping to bring some inspiration to peers.

(A) to avoid direct competition with large enterprises and multinational companies marketing strategy. Small and medium-sized enterprises have limited resources, low marketing ability and management level, and weak ability to resist market risks. In the market, they should find another way to find market blind spots, especially to avoid direct competition with large enterprises and multinational companies. Therefore, for small and medium-sized enterprises, the effective marketing strategy is to make up for the vacant market, that is, enterprises take the vacant market with unsatisfied or insufficient demand and less competition as the target market through in-depth market segmentation, and then concentrate on serving this market, gain the maximum benefit through specialized operation, and bring infinite vitality to small enterprises. Generally speaking, small and medium-sized enterprises can find market blind spots from the following aspects, that is, to fill the market: first, emerging market areas where large enterprises have not yet set foot, or local areas where large enterprises have not actively marketed; Second, large enterprises are unwilling to set foot in it, and regard it as a small-batch, multi-variety and small-profit field in retail; Third, the market demand changes greatly and the competition changes very frequently, so large enterprises dare not set foot in the field. After finding a market suitable for business operation, small and medium-sized enterprises should provide them with valuable and distinctive professional products and services according to customer needs, form a competitive advantage, gradually expand customer resources and make the market bigger.

(2) adopt the marketing strategy of * * to make the enterprise bigger and stronger. * * * Healthy marketing strategy refers to a strategy that enterprises cooperate with each other, integrate their own resources and advantages, and jointly expand the market to achieve a win-win situation. This is actually a "supporting role" relationship. Once this relationship is established, the products of small enterprises will become an inseparable part of the products of large enterprises, and the market of large enterprises will become the market of small enterprises. In this way, small and medium-sized enterprises don't have to worry about ordering, financing, sales and other issues. They can use the sales network, technical strength and credit ability of large enterprises to effectively improve product quality, production management and corporate image, enhance their ability to resist market risks and get rid of operational difficulties.

(3) Small enterprises establish SME alliances through cluster marketing and cooperation with competitors. This strategy is for some independent small and medium-sized enterprises. In order to seize and take advantage of the ever-changing market opportunities, they form an alliance through information exchange on the basis of equality and mutual benefit, * * * explore the international market, and * * * share the benefits brought by cluster marketing. For each member enterprise, it is essentially a strategy of taking advantage of the situation, integrating the external resource advantages of the enterprise in various ways with the help of external forces, realizing integration and creating extraordinary competitive advantages.

In Guangdong, Zhejiang, Jiangsu, Fujian and other coastal provinces, a large number of small and medium-sized enterprises gather in a certain area, forming great competitiveness. For example, in Guzhen Town, Zhongshan City, Guangdong Province, there are a large number of small and medium-sized enterprises specializing in the production of lighting products. By 200 1, the total output value of these enterprises will reach 6 billion yuan and the export value will be 250 million US dollars. Of course, enterprise cluster is not a simple enterprise cluster, nor can it be formed anywhere. It needs a certain political environment, economic environment, social environment and cultural customs environment as the foundation.

(D) Pay attention to relationship marketing and stabilize the market position of enterprises. Relationship marketing refers to the marketing activities carried out by enterprises in order to establish and maintain long-term and stable relationships with customers (including consumers and middlemen), maintain a win-win situation, and finally realize the strategic objectives of enterprises. While investing a lot of energy and resources to develop new customers, enterprises can't ignore the maintenance of old customer relations. If small and medium-sized enterprises can stay ahead of their competitors and establish a good two-way interactive relationship with customers, once customers get a high degree of satisfaction from the enterprise, they can buy the products of the enterprise with confidence without being poached by any competitors. Relationship marketing can help enterprises stand out from the competition and remain invincible forever. Because the stronger the relationship between enterprises and customers, the more stable the position of enterprises in the market.

(5) Implement brand strategy and use the advantages of small and medium-sized enterprises to defeat large enterprises. Challenges and dedication lurk in the enterprise all the time. Victory is temporary, but bad is eternal. Small and medium-sized enterprises need to adopt a set of effective countermeasures and reasonable competition strategies if they want to stand on the market, give full play to their advantages and win in brand competition.

In the process of implementing brand strategy, we should adhere to the principle of quality-oriented. Kōnosuke Matsushita, a famous Japanese entrepreneur, famously said, "The quality of products is either 100% or zero." In the fierce market competition, small and medium-sized enterprises must build excellent brands, participate in competition and establish brand image. Only high-quality brand products can create consumers' confidence and form consumers' brand preference and brand loyalty. In order to implement brand strategy, the high quality pursued by small and medium-sized enterprises must be the overall high quality of products that meet the market demand, including more than ten elements such as product function, quality, style, characteristics, packaging, brand, maintenance, installation, guarantee and transportation. Missing or ignoring any element is not a complete product. Product quality should be the core, form and additional overall quality of the product, not just the technical quality of product performance, life and safety.

Therefore, small and medium-sized dairy enterprises in Shanxi Province should pay attention to the choice of marketing strategy, so as to improve their marketing ability. In the current international market environment, small and medium-sized dairy enterprises in Shanxi should develop their own characteristics, establish their own brands, and always take strategic marketing as their development conditions. I believe that in the near future, we will see a brand-new small and medium-sized dairy enterprise focusing on strategic marketing.

References:

1. Wang Marketing was published on 200 1.

On Wednesday, Principles of Management in 2005 was published.

3. Ma Jiaohui's Choice of Marketing Strategy was published in 2006.

4. Ma Jiaohui's Development Prospect of Small and Medium-sized Enterprises was published in 2005.