What Is Business Marketing?

Corporate marketing strategy is a comprehensive reflection of corporate marketing management thinking, and it is also the basis for corporate marketing decisions. It is believed that the formulation of the correct corporate marketing strategy is the starting point for the study and formulation of the correct marketing decision. The choice of corporate marketing strategy depends on the size of each company and its position in the industry. In Michael Potter's Competitive Strategy, companies are classified as leaders, challengers, followers or niche players based on their share of the industry.

Corporate marketing strategy

Corporate marketing strategy is business

The market leader holds 40% of the market share, the company has the largest market share in the entire market, and the other 30% is in the hands of market challengers, and is working to gain more market share. Another 20% is in the hands of market followers who are trying to maintain their current market share and do not want to disrupt the market. The remaining 10% are

Market leaders occupy the largest market share in the entire market, and play a leading role in other companies in the industry in terms of price changes, new product development, sales channels, distribution channel seeing, promotion strategies, etc. Hongta GM,

Market challengers occupy second or second place in the industry and have the ability to take aggressive actions against market leaders and other competitors in the hope of gaining market leader status. Its marketing strategy is

(I) Determine strategic goals and competitors

This includes identifying strategic goals, selecting competitors, and analyzing competitors.

(B) choose a challenge strategy

Including 1 frontal attack, 2 flanking attack, 3 outsourcing attack, 4 roundabout attack, 5 guerrilla attack.

(3) Specific marketing strategies

Market followers imitate market leaders in products, technologies, channels, promotions, etc. They observe new products of market leaders to save money on product development, market development, and information collection. Reduce spending and market risk. According to the degree of following, it can be divided into 1 close follow, 2 follow distance, 3 select follow. Its marketing strategy is

(One)

Market niche players are companies that provide products and services specifically for small market segments that are not of interest to large companies. Due to their specificity, they can also form profits and development. Its marketing strategy is to achieve professionalism. include

User specialization

2. Vertical specialization

3. Specialization of customer scale

4.Specific customer specialization

5. Specialization of geographic market

6. Product or product line specialization

7. Service specialization

8. Specialization of product features

9. Specialization of sales channels

1. Lack of foresight in strategy and sudden failure to make cash

When the business environment is friendly, the owner of a private enterprise marries one Cinderella one after another with his extraordinary business vision. The speed at which the company grows is closely related to his business judgment. Judging from the business structure and management structure of the profit model just mentioned, his strategy is incomplete and even contradictory. But because he spotted the unique target consumer group in the business structure, a differentiated product, or a unique service method, other shortcomings were not trivial. The huge benefits brought by long boards far offset the losses of short boards.

And when private enterprises walk from behind the scenes to the stage and send out one or two cold arrows from the shadows, and become the competition leader in a certain industry, private enterprises that have always lacked strategic ideas will definitely lose their direction. Who are the real competitors? Which group of customers are their own goose that lays golden eggs? Does the business crisis start with the management structure or start with the business structure? Without the ability and courage to make decisions, a number of privately-held private enterprise teams emerged. When everyone saw money, everyone swarmed. Let others' heads make strategies for their own businesses, worry-free and worry-free.

Yeah, even if you do nt plan for great development prospects, it s so difficult to make some cash, why? Because from the pick-ups of the supplementary maneuver to the position battle of the tip against Mai Mang, there is no medium and short-term strategic planning and deployment, and it is difficult to obtain any favorable competition opportunities. Often it is a heavy loss in order to obtain a piece of business, so it is necessary to comfort itself with the excuse of exchanging scale for profit. The idea of small profits but quick turnover is deep-rooted. It is not that private enterprises are willing to make low profits, but in the absence of strategic foresight, they can only strive for perfection, survive first, and then develop slowly.

2. Brand communication and marketing strategy are disconnected, and market investment is difficult to accumulate

After the enterprise development has reached a certain level, private enterprises have also begun to focus on their own image building. One is to develop large customers. The evaluation system of large customers is relatively comprehensive. In addition to product cost performance and relationship operation, their hierarchical control system will put relatively complete requirements on the overall quality and performance of suppliers. The second is the pressure from competitors. In the industrial industry, there are many foreign giants, and domestic rivals have risen one after another. This has posed a difficult challenge to private enterprises with small scale and weak characteristics, and there is no chance to avoid them.

As a result, many private companies also donated funds, starting with VI, picture albums, corporate videos, product manuals, exhibition images, websites and other brand communication methods, and build their brand image bit by bit. This is a good thing. Companies pay more attention to the role of communication. It is much better than hanging on to gray relationship marketing. It is also more promising than selling only small profits and selling less.

However, there are still problems. When the brand image is first started, customers and their employees will shine and perception evaluation will improve a lot, but with the emulation of competitors and the in-depth development of competition, these original Beautiful tools did not play much of a role in substantive market development and customer transactions. Some private companies have begun to slack off brand communication. It is not uncommon for a picture book to be used for three years and a website content to be kept updated for a long time.

The landing of brand communication should be the achievement of marketing goals. Even at the strategic level of brand positioning, the company's overall marketing strategy should be the core. When most private enterprises make brand communication tools, they hire some professional design companies. They may not have a big problem in the planning and presentation of a single tool, but who can take care and understand an industrial enterprise? What about strategy and marketing plans? Pieces of beautiful clothes and jewelry, worn in inappropriate places, or cluttered together, actually reduced the taste and image of the owner. What's more, all brand communication tools are market inputs, without obvious marketing performance, then these inputs can only be regarded as self-packaging, and have no influence on target customers and competitiveness!

3. The phenomenon of "giraffe" after the omnipotent small organization management became larger in scale

The advantage of private enterprises is to make a good U-turn. The small organization is okay. A few key people meet every day and work hard together for the feelings and trust. The big things can be solved by a few people. The leadership team is capable, the staff cooperates with each other, and the work is enthusiastic. The middle level and the employees below will have the same learning style. Private enterprises rely on such strategic mobility to defeat superior and huge state-owned enterprises and foreign brands that are unconvinced.

However, once the scale became larger, these once proud peculiarities disappeared overnight. The general manager has become the chairman, and his brothers have to make an appointment with the secretary to see him. Entrepreneurial teams have become deserved benefits, and the new professional manager team feels like a high-level think tank for their lives. During the start-up of the boss, he was a leader, had insight into the market, and was a super salesman and a front-line manager. The subtle changes in the market could not escape their eyes. Today, after leaving the front line, he becomes a senior manager, losing his strengths, but his weaknesses are being enlarged day by day. Lack of management experience in large organizations is secondary. Without the talents of waiting for others, the view of talents that are worthy of others, and the incompetence of stimulating ordinary people are the key to the transition from a small organization boss to a general manager of a medium-sized enterprise.

The general manager in power retains the passion for work that was first-hand, but the complexity of the organizational structure exceeds his personal abilities. On the surface, middle and senior management personnel work in an orderly manner according to the company's established strategic plan, but each company management meeting will issue new instructions, resulting in frequent, multi-directional sharp changes in strategic plans. Just like some people evaluate Baidu, such a large enterprise is actually only Li Yanhong, a management decision maker. In the competitive environment of organizational duel, it is more difficult to keep the company ahead. Slightly important matters must be aggregated into one brain and then dispersed to the executive department to follow suit, which not only delays the timing, but also causes a large number of wrong decisions. Just like a giraffe, its brain is only known for a week!

4. Marketing obsessive-compulsive disorder caused by huge operating pressure

After the growth of private enterprises, if they are okay in large coastal cities, but in small and medium cities in the interior, they will become local industrial heroes. Various government departments will create attractive conditions to encourage them to expand their scale and strive for a new level in the industry. With the promotion of their own expansion dreams, some companies have desperately suffered from "big heads": the scale is large, The cost is reduced, and the impact is greater, and the company's profits will be greater.

This kind of fanatical expansion that only looks positive and disregards the negative can no longer be covered by the diversification strategy. The industry scope is flexible, the product line is diverse, and various branches are blooming everywhere. A prosperous scene has infected the boss himself and followed With. When the expansion has exhausted years of accumulated profits and the new industry is still at a strategic loss, the company is already in great risk. Due to resource constraints and the drag on new industries, the original strategic flexibility and fierce crackdown were greatly reduced. In the face of strong competition, only tolerance strategies can be adopted.

Strategic tolerance has led to the conservative nature of marketing strategies and the madness of cashing out. As long as it can be sold, the price is reciprocated, the commitment is higher than the one round, and the cash paid for the price is quickly consumed. Marketing has been abducted, so-called strategic deployment and strategic response must all give way to cheap sales, and the dream of a new industry is stranded. Marketing obsessive-compulsive disorder is a typical symptom of strategy failure.