Differentiation: The Market Appeal of Ceramic Enterprises

As we all know, with the intensification of competition in the ceramics market, each ceramics company is thinking hard, based on the reality of pottery enterprises, according to the similarities and differences of product demand unique business model, some seeking common ground while reserving differences, some of the pursuit of innovation, and some speculation Concepts, some advertisements are scattered, some try to integrate terminal resources.

In a word, everyone hopes to grab a piece of plump “fat” in the shrinking market share and seize the best opportunity. In this environment, the concept of differentiated market has gradually been regarded as a savior by many entrepreneurs. However, how to achieve differentiated development? How does the differentiated market philosophy do something? What is wrong? Under what circumstances, When and where are these details are all important issues that are worthy of sitting down and discussing carefully, and are also the fundamentals for Tao Enterprise Marketing to achieve differentiation and then maximize, and then create value.

Differentiation strategy, the pursuit of Taoqi Liu Xiaoliang, deputy general manager of marketing of Foshan Jintuolai Ceramics Co., Ltd. (Jin Aitao brand), said that in recent years, the ceramics market has become fiercely competitive, and many products have only faded out of the market after only a year or two. Tao enterprises continue to squeeze upwards, increasing competition pressure. In this context, they do not want to be laggards in the market, and are even less willing to be eliminated by the market. Therefore, these ceramic enterprises hope to find a differentiated development idea and find a new one from the current popular marketing model. Positioning points to promote the rapid development of ceramic enterprises.

As a ceramics company, sales of the same type of products are not rare. As the technology matures, the introduction of a new product will soon be followed up, which is already the norm in the industry. Therefore, many ceramic enterprises are taking a differentiated marketing path - cut into the ceramic market segment, to create a specialized strong brand, thus forming a three-in-one structure of brand, product, and profit.

However, some people in the industry have different views on this. From the perspective of ideas, some ceramic companies hope to create a specialized brand in a specific market with differentiated market positioning, and stand out from the homogenous competitive landscape. This is a correct direction leading to rapid growth. However, if we continue to use the same strategy to subdivide the market for marketing positioning and build the Tao Enterprise brand into a professional brand similar to other pottery enterprises, there is no doubt that it has not jumped out of the circle. There are four limitations:

First, the market is limited. The consumer behavior and attitudes of ceramic tile consumer groups are diversified. There are many products on the market, and it is difficult for the market to come out in the homogeneity competition, and a differentiated market strategy is needed.

Second, the scale limitations. Tile products with different decorative effects have obvious market positioning and segmentation. They have population-specificity and customer instability. Tao enterprises must scale and need differentiated product positioning in order to attract some potential consumer markets and increase overall profitability. .

Third, the competition is limited. The flagship brands and low-end products in the market will bring double pressure to the emerging ceramic enterprises. Faced with the former tigers' competitive pattern, the Tao enterprises must take the path of innovation and differentiation to get out of the trapped situation.

Fourth, the opportunity is limited. As the market is relatively shrinking and the ability to withstand risks is greatly reduced, Tao Enterprise has lost some favorable opportunities in the domestic and foreign market competition.

In fact, the capacity and development space of the Chinese ceramic tile market are considerable, but the industry brands are decentralized, the marketing operation system is still extensive, and the overall level of competition is still at a relatively low level, resulting in pottery companies still appearing in front of larger opportunities. . At present, the overall marketing and operation mode of Tao Enterprise mainly depends on the dealer's network system, and it is widely distributed through the wholesale circulation system.

The obsolete model and the single product, relying solely on price-driven, lead to the weak ability of the Tao enterprise to control the market. According to Li Guozhu, general manager of Zondao Tile Marketing of Foshan Hemei Ceramics Co., Ltd., in fact, Tao Enterprise can rely on systematic marketing operations to enhance its core capabilities without having to operate through a narrow market segmentation strategy. If we are positioned in a single functional market segment at this stage, only homogeneity and ignorance of differentiation will mean that we will confine ourselves to a limited market space prematurely and lose other more-capacity markets, and we will also lose rapid growth. Opportunity.

According to Pan Bingran, general manager of Yunfu New Diamond Tiles Co., Ltd., at present, some Tao enterprises hope to fully expand the strategic thinking of the subdivision tile market, and there is no direct correlation between the Tao enterprise brand as a professional brand and more Tao enterprise's regional and channel expansion strategy, as long as the establishment of a sound regional differentiated distribution system in the consumer market, rational design of the regional channel distribution structure, build a core dealer system, and strengthen the ability to control the distribution channels and terminal stores at all levels , it can promote the extensive distribution of tile products. Therefore, it is very important for Tao enterprises to win market opportunities and adopt a differentiated marketing model. It is important to accurately judge the current market environment and development stage of Tao Enterprise, and then adopt the most appropriate marketing strategy and operation mode.

Implementing a differentiated strategy to avoid homogenous competition Liu Xiaoliang stated that since the resources of small and medium-sized ceramic enterprises are limited, each side needs funds to support it, and it is impossible to “finish big bucks” in capital investment. The potters of the pottery and ceramics companies emphasized whether the use of money was in place and whether the input-output ratio was reasonable. They ultimately cared about whether the pottery and ceramics enterprises would eventually profit. Therefore, in the integrated use of propaganda means must emphasize the individual's positioning and differentiation of the appeal. In addition, regardless of the nature of the differentiation strategy, considering the resources, we must also consider competitors and customers. Because the fundamental purpose of adopting a differentiation strategy is to create a stronger advantage than the opponent and win the customer's approval.

However, in the Chinese market, many industries, such as the beverage industry, the sugar and tobacco industry, and fast-moving consumer goods, face the problem of homogeneity. Therefore, creating a distinctive marketing strategy and forming a differentiated market concept is a development model that conforms to the trend. In the ceramics industry, many ceramic companies look for differentiated strategies on the surface, hoping to find differences through the discussion of the strategy, in fact, the real difference strategy from the market.

Pan Bingran believes that product homogeneity is an inevitable process of market economy development. Many industries face the problem of homogeneity.

In fact, homogenization of products is the ultimate result of the success of Tao enterprises in their follow-up success. Because the newly-developed market is often the first to eat crabs as a big cake, and the entry threshold is relatively low, it is quite tempting. On the other hand, the ceramic industry's market competition order has not reached the level of standardization. Therefore, everyone moves forward blindly and follows blindly, the tactics have always been lack of innovation, let alone what differentiated strategies. Thus, from the product market sales to product packaging, positioning to the advertising content and form are highly consistent.

In this way, homogeneity of products is an external performance of the industry in the development stage. Opportunities to be completed and mature are yet to come. When the industry matures and the management strategy of the ceramic enterprises improves to a certain extent, this phenomenon can be Slow decline. With the gradual development of the domestic market in the direction of internationalization, the market segmentation between brands is more rational, and everyone has mastered the laws of survival and development in different markets, and there will be no blindly following or blindly differentiated situation.

Differentiated marketing focuses on decision-making and execution. Differentiated marketing can be divided into decision-making and tactical execution. Differentiation at the decision-making level is more of a concept of positioning. This differentiation is always persevering, and it is not afraid that other people will catch up with others and not catch up with others. The positioning of the big-name pottery enterprise series brands in the industry is the difference in decision-making level. Some small and medium-sized ceramic enterprises that are developing and expanding should invest a lot of energy and time in differentiation. The leaders of small and medium-sized ceramic enterprises should believe that they have the courage, self-confidence, self-reliance, not afraid of their own innovative things being rushed to learn by others, not afraid of competitors to imitate this strategy, not because the opponent to give up and give up this concept. The difference in tactical level is more the concept of implementation. This differentiation can be updated at any time according to the resources of the Tao enterprise, but requires each employee to follow the arrangement and comply with the company's rules and regulations. For example, learning and comprehending the product's functional differentiation can constantly grasp the product knowledge according to the timing, but it cannot conflict with the strategic differentiation strategy.

Whether it is an industry leader, a challenger, or a follower, talking about differentiation must fully consider the resources of Tao. The conditions allowed by the Tao enterprise resources can be differentiated, and leaders must do the same. There are also restrictions on the use of resources, and not all resources can be differentiated. Consider four aspects: consumer acceptance of psychology, strengths and weaknesses of competitors, pottery companies' own expertise, and operability. The conditions of any one of these aspects are either not available or are not mature enough to be effectively differentiated. For example, his own unique technology, but the peer has also been obtained, this difference is pale and powerless, it is difficult to introduce new and unique products. Also, if the product is not accepted by the consumer, then differentiation will not be discussed.