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Feather Flag advertising strategic focus

Nothing is prepared, no do not widowed. “The essence of it translated into the language of today’s business, which means: the face of competition, companies which should gather resources, on one point, evasive, there are more chances of winning in this regard was undoubtedly the most classic case of Shulei P & G’s terminal block. then Shulei challenge P & G, P & G was spotted on a terminal Feather Flag advertising “strength”, concentrated force to the terminal block. Shulei tasted the sweetness, this model quickly enlarge, inadvertently Shu Lei became a daily chemical industry, a dark horse, Procter & Gamble sold more than once, so let known as the “godfather of the brand,” said P & G restless, so Shulei marketing innovation praiseworthy.

However, Shulei it is only short-lived, after struggling not to promote not pin. With P & G counterattack efforts to enhance Shulei business is worse, a success story suddenly became a negative example between. If a closer look from the perspective of the business model is not difficult to find, Shulei indeed somewhat inevitable failure.

Shulei evasive tactics of the terminal block, beginning not amount to anything, in Procter & Gamble’s eyes, is the industry Shulei at most a small spoiler from the eyes, it is this effect to the Shulei a chance, but That does not mean end it really is P & G’s weakness. When Shulei achieve explosive growth, transformed into a challenger from the spoiler, Procter & Gamble under pressure to hit back at the front, Shulei actually vulnerable, it also reflects the terminal is not P & G’s weakness. Shulei the temporary tactical success as a business development support Feather Flag advertising strategic model, the outcome of failure is inevitable.

The strategy and tactics as the failure mode is not Shulei real crux Shulei of Procter & Gamble, as small enterprises to large companies, if combined enterprise life cycle theory and the industrial cycle theory point of view, as the industry is gradually maturing , industry leaders from small and large, will generally have a certain experience from the elements of a competitive advantage to have a full competitive process. Big competitive advantage does not come from a resource elements have, but from the Feather Flag advertising strategic need for capacity of various resources and take advantage of flexible configuration, or that the system of Feather Flag advertising strategic management capabilities. This mainly includes Feather Flag advertising strategic management insight to market opportunities, strategies to develop and implement, the talent team to compete depends on the company’s strength, or rather the ability to use the reserve and talent, as well as knowledge of past operating experience accumulated heritage of knowledge management capabilities. Obviously, with the history of Feather Flag advertising strategic management capacity is often directly proportional to corporate management and enterprise scale, from this point of view, regardless of size or history, Shulei with P & G is not an equal magnitude.

Needless to say, as the world’s top 500 companies, Procter & Gamble is a company with a comprehensive competitive advantage, at least in terms of the relative Shulei it is that, as the industry Shulei challenger, but only one aspect has the advantage, even in scale growth will gradually improve their Feather Flag advertising strategic management ability, but to more than a formidable opponent, almost impossible in the short term. Moreover, with the growth of the scale, if the opponent as a direct competitor, would be a positive pressure. Only one aspect of a competitive advantage in business to face the competitive advantage of having a comprehensive enterprise, with predictable results. More deadly, in Shulei case, the size of the growth resulted in path-dependent effects, so it is difficult to avoid direct competition by Shulei Feather Flag advertising strategic transformation, eventually to be “stuck” in other words, the plight of homogeneous competition, although Shulei From marketing innovation, but eventually inevitably troubled homogeneous competition, all this is Shulei “Though focused but no differences” business model dictates.

By extension, that is a purely by SMEs in order to follow the way to a single-round superiority challenge advantages of large enterprises to become the dark horse come from behind, almost difficult to find compelling logic of development.

Difference is the lack of barriers to short-lived

Now follow the path difficult to go through, a natural idea is to seek differentiation.

For SMEs, differentiate marketing to customers by providing differentiated products and value to differentiate competitors, its meaning is self-evident, but this segment is often short-lived force, because of differences in product value regardless of how, as long as profitable, interest will drive up other companies to imitate, many of them powerful big business. A large number of followers to enter, not only diluted the industry profits, but also to make their differences vanish, into homogeneous competition again, even hard to cultivate their own markets, but also “for the whole wedding dress.”

Visible, SME development, more importantly, to avoid the follow-up competitors, that is to give potential entrants set up barriers to entry. The traditional way is to use the effective patent owner or exclusive monopoly of some resource elements, but there is always the patent expired, monopoly of resources will be depleted, and the vast majority of companies do not patent or monopoly of a particular resource, they terms, how to differentiate marketing, which not only differentiate existing competitors and potential competitors to circumvent it?

Forming a unique difference with the business model does not focus

With these problems, we first look at some unusual business enterprises (products) on how to quickly make an unusual performance.

First, let’s look at Sunco case. Although Sunco funding chain scission and later because of “committed” to others, but as a dark horse in the real estate industry, and its business model still has considerable instructive.

Sunco Property has been the dark horse of high-speed growth, Sunco home (second-hand housing agency chain) contributed. Sunco China (real estate development) and Sunco home (second-hand housing agency) to form an effective coordination, Sunco classic is precisely the business model:

1. Sunco home in need of housing in direct contact with a large number of customers, established a huge database of customer information, and the database is in real estate development projects located provides a very detailed market information and customer demand information and improve the real estate development Project pre-positioning accuracy (ie, real estate projects in product research), so Sunco Property closer to customer needs, and more targeted marketing;

2. Sunco home run during second-hand housing, a large number of customer deposits lying in the account, Sunco home you can use these funds to support the Sunco China to improve its cash flow situation, to some extent alleviate the Sunco Chinese financial pressure on real estate development, as well as Sunco home Sunco China realized the value of the deposit;

3. Sunco home in about 30 cities nationwide more than 900 second-hand housing agency chains, Sunco China is a great new real estate sales terminal, which is the other real estate companies is unparalleled.

Sunco This multi-service business models coexist, the opponent is difficult to imitate, especially when more and more large scale enterprises, but no one can shake, followers to imitate, it means that at least the two businesses have a considerable Cognition, which will undoubtedly increase the difficulty of investment management competition.

Visible, differentiated business model than a more differentiated product marketing differences, and does not require special features patent and monopoly of resources, etc., to the unique design concept.

Worthy of note is that the business model to emphasize here that excitement that found through a variety of portfolio development complementary business logic between endogenous growth forces.

Then management consulting business, for example, is more clearly demonstrated this ingenious idea attractive business model.

In consultation with industry, small consulting firms to catch up, the conventional thinking is so specialized and stronger in certain segments in order to create or to highlight their expertise, so as to gradually become bigger and stronger. Not necessarily so, many successful management consulting firm, have been or are still free between the publishing industry and consulting industry. Some may question the kind of professional consulting firm, after all, the operating characteristics of the two industries are fundamentally different, but some consulting firms is to it as a unique business model, as this expansion for the consulting business, and more We have a competitive advantage:

First, the publication of books is not only able to demonstrate expertise and shaping the company’s brand image, for example, known as the largest a consulting firm, published a book on how to do counseling, their slogan is to enhance the strength of the local consulting industry consulting, which enhance the professional image of the company and the leadership image of self-evident, and consulting firm specializing in image and help to improve their professional books of gold;

Second, the publication of books is a good spread of communication, imagine, issuing 100,000 books, its marketing effect should be stronger than the 100,000 DM single release, and the publishing industry is a business risk is relatively small industry, the company with Industrial business manner as a marketing tool, not only can make money, but also eliminates the need for consultation in a single business model had to spend money on advertising costs;

Third, the followers of this business model to imitate, you must be able to have the resources necessary for a variety of clients in the consulting industry and the publishing industry, it is clear, from the perspective of the probability theory, to have so few followers conditions, and easy to manage both business operators also less visible, this business model will belong to minority businesses.

In short, this is not focused business model, the business model is more focused than the segment power and growth potential.

Every business, even if it is indeed remarkable that business enterprises, which are owned and resources can have is not the same, there is a certain uniqueness, design business models no opponents, but in the design of business models, companies really need to think about:

1. I can use what resources?

2. What business can take advantage of these resources business?

The most logical mechanism of power and growth potential segment 3. how kind of business combination can be formed?

4. This business model is already fully utilize my resources?

For these four issues, if companies can find a more satisfactory answer, I believe we can form their own unique business model, because, basically no two companies can have almost the same resources.