Paint brands should seize the "crisis" bloom 2012

Faced with the continuous downturn in real estate, the paint industry has been greatly affected. In 2011, the paint brand grew slowly, even with negative growth! What will be the status of China's paint industry in 2012? Many people in the industry are pessimistic. In the past decade or so, the paint industry has made great progress, but it has also exposed many problems. The shrinking market caused by the slump in the property market has caused many paint companies to wake up from the "make money" dream! As the saying goes, “crisis” can always find coexistence of “crisis” and “machinery”. In the difficult period of the industry, the shuffling period just provides a new stage for new paint brands. What are the new paint brands to do during the crisis?

We must unswervingly take the brand road paint product competition, nothing more than quality, price, service, and other aspects of competition, consumers will directly or indirectly compare these factors. If paint manufacturers do a good job in these areas, they will naturally obtain more customers, thus occupying a larger market share and achieving a highly efficient cycle of reproduction. However, with the continuous changes in market structure and competitive behavior, the strength of these factors is not constant, but in an ever-changing state, but in the end, it will eventually be concentrated in the competitiveness of paint brands. on.

Once the paint market experiences single product competition, quality competition, price competition, advertising competition, service competition, etc., it will inevitably develop to brand competition. Brand competition is high-end competition in the commercial field. The paint industry has begun to enter the stage of brand competition. Whether it is the market, the enterprise or the consumer, the demand for the brand is growing. For consumers, this brand's competitiveness is perceivable and real. Without the brand, consumers' attention may be greatly reduced.

Differentiation can be faster and better break through the market For the new brand after the Jin, full of shortcomings, you need to use their own "long board" to attack the opponent's "short board", industry competition master Michael. Porter told us that there are three strategic ideas for disadvantaged enterprises to break through strong: First, differentiated operations, from products to services, completely run through differentiated business strategies; Second, low-cost leadership, market competition is in a white-hot state, the fight is the price And cost; third is the principle of centralization, and the concentration of superior forces is a quick breakthrough. Among these, the easiest and quickest thing to realize is differentiation, and the development of R&D around differentiating and launching markets and services can quickly break through the market.

Concentrating superior forces to attack the weakest part of the enemy is the most successful first-tier and second-tier brands that have already existed in the industry are currently powerful, but as long as you find a breakthrough and tear open a mouth, you can still have a place. The purpose of researching opponents is to avoid detours. New paint brands only need to find the enemy’s weaknesses, make conscious reparation in their own development, and fully tap their advantages to bring in the idealism and go to the dregs. .

One of the core elements of Mao Zedong's guiding ideology in the Red Army is to focus on superior forces to attack the weakest areas of the enemy. A team and a brand must have their disadvantages. This is a short board. Marketing experts are not going to make up short boards everywhere, but must fully understand short boards and find their own "long board", that is, their own advantages. The advantages are continuously enlarged and strengthened, and the short board can be concealed.

Dealers can't be limited to investing money but they also need to operate in the regional market. Distributors are always the protagonist, and paint companies are only supporting actors. Therefore, new brands often use the company’s strong financial resources to attract high-level support, and they even take advantage of free support or high support to snatch up dealer resources. For enterprises, through this strong support, more distributor resources can be obtained in the short term. However, with such a low investment, dealers can easily swap other brands for new brands, and they will also change their licenses under the policies of other new brands.

Coating companies choose dealers, professionalism, concentration, and specialization are the most important. Managing a brand is like running a business. It is hard to imagine that dealers who change brands often can become bigger and stronger. The company's high investment strategy will not only increase the investment pressure of the manufacturer's resources, but will also give rise to the dealer's “greed”, resulting in the distribution will focus more on the pursuit of corporate resources rather than sales!

Enterprises want to grasp the dealers, grasp the common needs of dealers while paying attention to the individual needs of dealers, and then give "reasonable, unexpected" targeted support in order to allow distributors to feel support and create distribution Merchants moved to stimulate the dealer's drive to the market! Reasonable: The clauses in the annual contract support policy for paint companies promise to give them; unexpectedly: each dealer faces different problems, what the dealer needs, taking into account the specific circumstances of the market within the scope of the company's permission. What to meet, even before the customer proposed to come up with the company in advance, the idea of ​​walking in front of the dealer.