In the specific operation of enterprise products, we often have a lot of ideas and carry out around marketing. Among them, a considerable part of it is to witness the success of similar competing products, and unconsciously produced something similar, and some of them are based on the enterprise perspective and integrate various ideas including R&D, production, management and other elements. We often say that through an effective and reasonable channel to achieve a jump from commodity to currency as soon as possible, then before the product becomes a commodity, the product must have a transformation process, and the corresponding idea must be a solution.
Why do you face the raging winds and waves of the market economy, and many companies are sloppy and sloppy? That is because although its products are developed and produced, it cannot be a commodity, and it will not be accepted by the market, so it will not have its place. In the usual sense, the quality of a certain product is not only the hard production facilities, the process flow, but also the marketing to speak to a greater extent. As far as the product is concerned, it has no right to speak. Market inspection and consumer demand identification. For Peking University's regenerative people, the huge difference between its strong products and its soft marketing has made its fate decay quickly, which is really regrettable! As a marketing veteran, I am often confused. The market economy has been in China for more than 20 years. The global economy has been integrated. Various Western advanced marketing concepts and local practical experience are constantly spreading and deepening. The numb, closed business owner, how can you think about your own products, it should have hundreds of millions, billions of broad markets, why not sell it, it is the macro environment is not perfect, consumers are not Mature and other objective reasons, but completely unaware of the shallowness of market awareness and the lack of marketing concepts at their own level. No, the relevant ideas for the future are very ambitious and magnificent, but – hey, I’m afraid to talk about two words, the concrete executable method, if too many good ideas can’t be an effective way, then What is it that is not a picture of a cake?
It is true that many products have died, and their bosses are also very reluctant. So good facilities, technology, talents, etc., why can't you become a commodity? Besides, the boss is also crawling over the market. Is it hard to eat? In fact, to say, you have more ideas, but there is no way to do it. Everything is in vain.
Marketing is often closely linked to the product promotion process. Especially in the era of excess economy, each company should make marketing as its core competitive advantage, so that it can achieve sustainable development in the market. Most of the ideas are quite normal, but if you put them in the small circle of the team, you will not only be able to form a way to implement it, but also delay the opportunity.
Speaking of it, Huang Hongsheng, chairman of Skyworth Group's board of directors, is an entrepreneur I admire. Mr. Huang has many ideas, but each one can quickly become a way of making him a market. Therefore, Skyworth’s market performance is a sizzle. I remember that in his writing he once divided entrepreneurs into two categories: a sly fox and a simple hedgehog. The fox-type person always pursues many different goals and sees the world as complicated. The hedgehog-type person always has only one big thing in his heart. It simplifies the complex world into a single system or basic principle, regardless of the outside. How the world changes, they can always find potential opportunities from complex appearances, they focus on the essence, and think that others are secondary. Therefore, hedgehogs can often use simple principles to make a company successful.
The big waves are sanding, and the winds are falling. Mr. Huang advised people to be hedgehogs and not to be foxes. I personally think that the similar principle is that there are ways to have ideas.
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