"Made In China" Is Pushing Forward To New Track Of Brand Development.

"What happened recently" Vinci "Furniture incident", its follow-up effect has begun to appear, a survey of manufacturing industry. brand The upsurge of strategy and management mode has swept through.

The market competition under the current economic environment has developed from traditional price competition to brand competition. Chinese brands do not have the history of foreign brands and long term operation and accumulation of brands. At present, they still only stay in the visibility of building brands, and have not deepened to the level of how to build brand reputation and loyalty. For this reason, Li Guangdou, the famous brand strategy expert, Pei Kewei, publisher of world manager magazine, Feng Huanhuan, director of product development of Decathlon group, Liu Xiaofan, director of brand management center of Hongxing Erke group, are gathered together in Fujian Province to explore the brand strategy.

Viewpoint: avoid selling brand once and for all.

Li Guangdou said that 51 of the 100 most valuable brands in the world are American brands, so globalization tends to mean Americanization, while only 7 in Asia. Among these 7, there are 1 in Korea, and the other 6 are Japanese brands. Brand is China Economics But it is also a new growth point for Chinese enterprises.

"What is brand? When you can bargain, your product sells more, sells faster, sells more and sells longer than others, which is called brand." Li Guangdou further explained that price wars are not brand names, while Chinese enterprises are most fond of price wars. Therefore, in international markets, Chinese enterprises are not fighting brands, but they are "lowest, only lower".

China's manufacturing capability is very strong. If you order an apple computer in the United States, you may receive a product made in China, but the marketing ability of Chinese enterprises is very weak. So far, no real brand has been able to do marketing all over the world. In Li Guangdou's view, China does not have a brand like LV, because Chinese brands do not tell good stories and are not good at turning a local brand into a national and even global brand. "Chinese people buy leather bags and ask whether they are genuine leather, but LV just won't play with you. It tells a story that Napoleon made boxes for royalty from the time of his age, which is the power of the brand." Li Guangdou said.

Li Guangdou said that there was an entrepreneur named Shi Zhengrong in Taiwan. He said "crying curve" and "Smiling Curve". The "crying curve" is that everything is in the hands of others. If you want to turn into a smile curve, it is to find someone else to work, not necessarily to produce it yourself. "Da Vinci" can change a train of thought. "Da Vinci" actually walks on the "Smiling Curve". Now the reason for "crying" is that the boss's story is not good enough. In Dongguan, you may misunderstand it. It's not 100% fraud. Maybe only 10% of the stuff is made by yourself, then made in Dongguan, then it goes to Italy to turn around and come back again. Why do Chinese people treat it very hard? It is because it deceives everyone. In fact, a lot of foreign brands are made in Yangzhou, only the brand is its own, although its concept is international, but it is also made in China. Li Guangdou said.

At the end of the day, Li Guangdou said that there are three spanformations for Chinese enterprises to create brands: first, from selling products to selling brands; two, from homogeneous brands to differentiated brands; third, from selling disposable brands to selling loyal brands, because this is an unlimited market.

Point two it is difficult to build its own brand

Pei Kewei believes that the market competition in the current economic environment has been developed from the traditional price competition to brand competition, and the attention of buyers and consumers has shifted from the traditional price to the brand reputation. Without brand, enterprises lose the most profitable part of the value chain.

"The same is a T-shirt, printed on the" NIKE "logo, the value immediately increased 20 times, this is the value of the brand. One of the most important ways to move to the upstream of value chain is to build brand. The value added by the brand is far greater than the product value itself. Therefore, "made in China" urgently needs to find new sources of growth and value, from "made in China" to "Chinese brand".

"Many people think that brand is a LOGO, which is a misunderstanding. In fact, the brand is very complex, including product quality, customer experience, customer belonging, and innovative ideas, corporate culture, many factors add up is the company's brand." He said that having a brand is not equal to having a good brand. If Apple launches Ipad, no one will remember Cerative, and Apple will pay more attention to promotion and marketing. Cerative made major mistakes in Singapore. They thought they sold products and technology. Apple Corp recognizes that it sells a kind of experience. They sell their sense of belonging. Many people just buy their products just because they like this brand. "Brand sounds like magic." Pei Kewei said.

Pei Ke has released a survey of China's senior managers just completed by World Manager. The survey shows that the brand awareness of Chinese enterprises is constantly improving. 70% of the respondents believe that setting up their own brands is very important for the future development of China's manufacturing industry, and 58% of the surveyed enterprises are planning to adopt brand strategy in the short term.

Although brands play a significant role in many domestic bosses, there are many factors that restrict brand development. What are these obstacles? "First, many enterprises still focus on low price production, little innovation, lack of intellectual property protection awareness, self positioning still stays in the stage of traders or producers. Second, it is difficult to identify the brand positioning and can not grasp the real demand of consumers; the third is the difficulty of brand promotion strategy; fourth, the lack of brand management experience." For this reason, Pei Ke first suggested that Chinese enterprises should overcome their own institutional defects and establish an internal incentive mechanism.

In addition, the pressure of Chinese enterprises is huge, facing a series of problems, such as RMB appreciation, raw material prices, labor costs rising, and capital chain tension. Pei Kewei also reminds companies that brands need to be built and maintained, such as Nike and Adidas, which spend more than $2 billion a year on advertising. Therefore, it is easier for Chinese enterprises to change the status quo, build and upgrade their brands.

Point three. Identify product positioning and sales mode.

Ms. Feng Huanhuan is the product development director of Decathlon group, which is mainly responsible for Decathlon group's supplier development and product sourcing in China. In the past seven years, she has been an important position in the textile and foreign trade industry. She has accumulated rich experience in purchasing the industry, and has established and maintained close cooperation with many Chinese suppliers. At the same time, she has the experience of working with European and American terminal brands and has unique insights into brand building.

Why do you want to make a brand? Feng Huanhuan said, the first point is to build a terminal brand, the profit rate will be higher than that of manufacturing industry; the second is that the enterprise has a global development plan, not only in China, but also in the global development, what is the foundation of development, is to have a brand of its own. The third possibility is longitudinal long-term development. Now the cost of manufacturing industry has increased, or resources have dried up and the brand has been built up, so that enterprises can establish a sustainable product supply chain, so as to achieve long-term development planning.

The brand awareness of Chinese enterprises has been improving, and the process of building brands is also facing many pressures. What are these pressures? Feng Huanhuan said, the first aspect is the fierce competition in the same industry, for example, there are many domestic sports brands, and foreign brands are squeezing the market. How to overcome these brands and enter the market is a great pressure to compete. Second, there are a lot of input in the early stage, including advertising investment and laying of channels. Third, how to grasp customer loyalty and how to attract customers. Fourth, there are some sales channels that are not so perfect, which may give some pressure to everyone competing for the brand. Fifth, the level of R & D in China is still quite different from that in foreign countries. This is also a pressure for domestic products to go abroad.

What aspects of brand building should be done? Feng Huanhuan believes that the first is the market positioning and sales mode of products. Whether the product can be set accurately or not can be scientifically and accurately. This is a difficult point. The second point is the rapid laying of channels, that is to say, where the products are sold. This may involve a lot of capital, connections and so on. This is a difficult point. The third point is how to sell? Does the marketing department have the strength to do marketing? Is it suitable for positioning? This is also a difficult point. The next step is whether the product supply chain is complete and orderly, and when to sell. Since it is a terminal brand, where to buy, where to sell, this is to be laid in advance, not only laying the channel but also laying the product supply chain. There is also a professional marketing team and the dissemination of brand culture.

What functional departments do we need to build a terminal brand? Feng Huanhuan, taking Decathlon as an example, said: "the first thing is to have high-level decisions. This is something we must have. The second is the core Department of R & D. The third one is product procurement. Decathlon will have its own product sourcing brand, which is also a product purchase. The fourth is logistics and spanportation, followed by marketing, then channel expansion, and marketing and channel development must be separated. Next is quality assurance and customer service. These are indispensable sectors. "

"A good terminal brand in Pyramid is definitely the most grass-roots employee, has an excellent management team and excellent staff, on this there is a healthy sales channel, so that its products can be sold in different fields, on the above is a unique brand purpose. The end of the end is the identification of terminal customers, only customers agree with the brand can fight out. Feng Huanhuan said.

Viewpoint four: using the new management mode of manufacturing industry

Feng Huanhuan also introduced some new management modes of manufacturing.

　　首先是设计服务型，它偏重于ODM，自己有研发团队，它的卖点就是有自己的设计，不用再去增加一个设计团队，也可以帮别人做设计;效率提高型，会做一些经营生产，提高它的效率，降低它的单件成本;其次是产能主导型，盘子大，规模大，有大量的货可以来铺货;再次是节能环保型，有各项的措施去做一些节能的东西，这是可持续发展的必要条件;第四是供应链解决方案服务型，提供的是解决方案，就是把一件产品给他，他可以给你提供成品，还可以提供一系列的供应链;科技主导型，就是搞研发的，这个东西在市场上只有他能做，只有他拥有;第六是管理体系注入型，这种企业非常注重各项的管理体系，人们到他的工厂之后，会很清楚一切的管理都在流程中。 When a new person comes in, even one day, he will know what he should do, what kind of post he is in, and who is upstream and downstream, which is a perfect supplier of management system.

Viewpoint five brand maintenance is as important as brand creation.

Chinese brands do not have the history of foreign brands and long term operation of brands. At present, they still only stay in the visibility of building brands, and lack of relevant experience in brand management. Liu Xiaofan, director of brand management center of Hongxing Erke group, tells a case about brand.

There is an enterprise which has been accumulated for many years and accumulated for a long time. This enterprise brand has become the leader of the industry. Once the information on the Wenchuan earthquake is disclosed, the enterprise will act immediately. As the leader of the industry, the leaders of the industry think they have the responsibility to respond immediately. First of all, executives will meet immediately to discuss how to deal with them. At that time, the highest amount of their donation was one million yuan. If they were exceeded, they would have to go through meetings of the board of directors, and the meetings of the board of directors would take some time. So the enterprise donated one million to the Wenchuan earthquake for the first time and disclosed the news. According to their plan, they plan to donate 10 million yuan or more. Unexpectedly, the competitor who has been ranked second in the industry just caught this point, and immediately announced the donation of ten million yuan to the disaster area in Wenchuan. At this time, there are all kinds of arguments on the Internet. It is said that the first enterprises in the industry donated only 1 million yuan, which was a good thing, but now it turned into a crisis. Finally, the company donated nearly 20 million yuan, and launched a large-scale spread, and consumers still feel dissatisfied. "It can be seen that in the communication strategy and brand maintenance, though not as sharp as the sales channel, it is also breathtaking." Liu Xiaofan said.