To be able to fight and win in business war should be the ability that all enterprises want to embrace most. However, how to do this is worth thinking of entrepreneurs.
from the big industrial competition, such as the o2o war, the online car Hailing war, and the competition of restaurants in shopping malls, everyone wants to kill their competitors and become the leader of the industry or region.
it should be the ability that all enterprises want to embrace to fight hard and win battles in business war. However, how to do this is worth thinking about for entrepreneurs.
as the industry leader, how to maintain its leading position through effective defense? As the industry’s second, third, Fourth… How to find a new way to find their own track? When confronted with a competitor, how to beat the opponent’s weakness and win the first opportunity? How can small and medium-sized enterprises keep their territory and wait for opportunities?
the market is constantly evolving, enterprises are constantly developing, and the ideas of entrepreneurs need to keep pace with the times. As the leader of an enterprise, he must have enough courage and wisdom to deal with the future competition.
obviously, we don’t know what changes will take place in business tomorrow. The more unpredictable the business competition is, the more enterprises will seek the essence of business war. The more entrepreneurs need to master the methods and tools to deal with the changes in competition.
we analyze and summarize the successful experiences of Xiaomi, wechat, Jingdong, Ali, Nongfu mountain spring, and tea Yan Yuese to find out the key to the success of brands.
during the “double 11” in 2014, facing the “price war” initiated by Taobao, Jingdong launched an advertisement of “same low price, buy a real one”.
JD competes with Ali in two aspects: first, it ridicules Ali for its slow logistics; second, it accuses Ali of having too many fake goods. These two points are really big defects for Ali.
Jingdong saw this point and attacked it: for the slow logistics of Taobao, it emphasized the logistics speed of Jingdong; for the large number of fake goods in Ali, it launched the advertisement of “same low price, buy a real one”. When attacking the opponent, it can be said that he is merciless.
after 2008, Yibao mineral water was burst out, and the water source came from tap water. At this time, Nongfu mountain spring timely put forward the concept of “nature’s Porter”. Not only beat the opponent, but also won the favor of the market.
at the same time, the advertisement caters to the needs of consumers for health and safety, passing the natural product attributes of Nongfu spring to consumers, making Nongfu spring different from other brands and establishing a good corporate image of Nongfu spring. Over time, a series of marketing strategies have made Nongfu mountain spring brand occupy the important mental ladder of two yuan mineral water.
Jingdong and Nongfu Shanquan tell us: when fighting against competitors, we should find the weak points behind the strength of competitors and launch attacks to seize the market share of competitors.
it sells mobile phones through its own website, without any intermediate costs. It saves 20% of the channel cost, arouses constant public attention and speculation, and saves 10% of advertising expenses. In this way, it has a 30% price advantage over its competitors.
at that time, smart phones just started to break out. The brand loyalty of users was not strong, and the price advantage was very attractive. Xiaomi mobile phone instantly exploded the market.
Xiaomi has successfully created a cost-effective online direct selling mode, and has enjoyed the benefits of model founders in the following years. From 2013 to 15, Xiaomi’s mobile phone market share in China was 4%, 10% and 11%.
after a lot of research, the intelligent Ali people step by step cut into the pain point of wechat office, swept away the haze of social failure of Tencent, and launched the b-end big killer “nail”.
with the halo of giants, relying on the promotion strategy of “spare no money and no effort”, it has become one of the few influential “out of circle” products in China’s SaaS market.
therefore, as small and medium-sized enterprises or follower enterprises, they should not blindly follow the boss in the business war, but should “find another way” to find differences and compete in the blank market, so as to have a greater chance of winning.
tea Yan Yuese, the leading tea drinker in Changsha, was once regarded as a strong competitor of tea lovers and Naixue. It is also one of the reasons why tea has not opened its monopoly position in Changsha.
Laoxiang chicken is a catering brand that has grown up in Anhui Province. Since 2012, it has been expanding rapidly in Anhui Province. Before 2016, he has been sticking to the development in Anhui Province and is committed to being the “largest fast food chain in Anhui Province”.
before going out of Anhui, it had already opened 600 chain stores in Anhui. After that, they began to go out of Anhui and lay out Nanjing and Wuhan. Why do we have to wait until we have 600 stores before we start to layout the surrounding and even the national market? There are two reasons:
one is that its own resources are limited, unable to support the layout of the whole country and develop in many places. On the contrary, they are in short supply and expose their own weaknesses, which may even lead to the loss of Anhui base camp;
the second is that their own brand potential is not enough, and the fast food competition is so big that if the rural chicken can not go out of Anhui with influence, it is bound to re-establish local cognition, This requires a lot of resources and time. It must be twice the result with half the effort, or even without success.
therefore, it worked hard in Anhui for several years, waiting for the opportunity to move. When the time is ripe, it will start to expand outside Anhui. Up to now, there are more than 800 Direct stores in the country, with rapid development.
for small and medium-sized enterprises, they need to accumulate and wait for opportunities before they start a broader layout. Don’t expand blindly until you are well prepared.
for industry leaders, the most appropriate strategy in business war is to fight defense. One of the most important principles is that the powerful attacks of potential opponents must be blocked.
Huawei has become one of the most popular brands in domestic mobile phones, and is the leader brand in domestic mobile phones. In the face of mobile phone price war of other brands, how does Huawei accept the bidding?
it adopts a comprehensive defense strategy. For various label groups – young people, women, game lovers, photography enthusiasts, business people, etc., Huawei has launched various series of mobile phones – glory, maimang, Nova, Changxiang, P series, mate, etc., with prices ranging from hundreds of yuan to tens of thousands of yuan, allowing mobile phone products to reach more potential user groups. This strategy has consolidated Huawei’s market position.
the same strategy has been successful in Taobao. In order to consolidate its leadership position, Taobao launched a series of platforms for potential competitors. Taobao launched tmall supermarket for No.1 store; juhuasuan for weipin Club; tmall appliance store for Gome and Suning; Taobao launched Taobao for rural Taobao and Taobao for low-cost Taobao, etc…
Taobao’s leadership position has been consolidated after multi-line sniping. Therefore, when an enterprise is a leading brand in the industry, the most suitable way of business war is to fight defense and consolidate its position.
compared with other third party payment tools, Alipay and WeChat payment can be said to have been a great success. However, both of them are not satisfied with the victory in front of them, and are still expanding their victory achievements: they continue to promote the application scenarios of their own payment tools – buying vegetables, charging telephone charges, paying water and electricity charges, shopping abroad…
more and more functions have been developed in their respective platforms, such as investment and financing, medical and health care, living expenses, food, clothing, housing and transportation, etc., and they provide users with one stop Service, attracting more and more users. While they continue to expand their victory, other third-party payments almost no chance of breakthrough.
so, when your brand is showing signs of winning in a certain market, you should add more investment, catch up with the victory, and constantly improve the market share and competitiveness.
the “bulging cheese La” cheese yoghurt developed and launched by JUNLEBAO is in place in this strategy. As the pioneer of the new category of cheese and yoghurt, the sales volume of cheese has exceeded 200 million in the first year. Beautiful sales report card, released the victory signal, so JUNLEBAO decided to pursue while winning.
from the second year on, this product began to put in a large number of advertisements and sponsored variety shows to dominate TV screens. Subsequently, the sales volume broke through the 1 billion mark, increasing by five times. In terms of market share, the market share of “yangzhila” in cheese yogurt category is as high as 82%, ranking first in China.
we all know a principle: if we beat a balloon with our hands, we may need a lot of strength to break it. But if we use a needle to poke a balloon, we can do it with little effort.
Huawei has always adhered to the idea of “centralizing superior forces and annihilating the enemy” in the process of technology development and market competition. In the early market competition, as the only private enterprise among the telecom equipment giants at that time, Huawei had no advantage.
in order to occupy a place in this high threshold industry, it is necessary to concentrate all the advantageous resources within the enterprise, aim at a field or a direction, concentrate on overcoming difficulties, and strive to be ahead of the competitors at a certain stage and in a certain aspect.
but Baidu doesn’t believe it. After listing in 2005, facing the pressure of Google, baidu began to implement the “diversification strategy” mode. Since then, Baidu’s product line began to be more rich.
during the period of 2005-2009, Baidu has successively developed 21 product lines. Within a few years, Baidu has rapidly expanded from a single search engine to a “Big Mac” company. During the period of
, in addition to launching community products such as post bar, encyclopedia, know-how, space and other community products around search, baidu coin and other related personal consumption tools were also launched in non search fields, including the later C2C e-commerce system “you ah”, instant messaging tool “Baidu Hi” and entering the online game industry, which undoubtedly confirmed that Baidu hoped to put its own tentacles into practice The ambition to extend to the wider Internet space.
However, under many layouts, there are not many that can blossom and bear fruit. At that time, everyone’s “Jifu” and “Baidu” almost all made money, no matter what it was.
but looking back on Baidu’s initial success, it relied on its focus in the field of search. We can’t help thinking: if Baidu also learns from Huawei and concentrates its superior forces, will the outcome be different?
as a founder, its own unique characteristics will become an advantage to enhance the competitiveness of enterprises. Therefore, before defining the corporate culture, we should first make clear our own positioning.
both musk and jobs are the world’s leading technology consumer goods and the world’s most influential business legends. In recent years, there has been a constant debate on whether musk can surpass jobs?
comparing the two gods, we can see that musk also has these two characteristics. But I left