Management channel divides and divides corporate culture sharing
Seeking the market entry point for the re-development of enterprises, seizing another refinement market, obtaining higher market profits, and covering a wider market are the ultimate goals of the implementation of “one product and many brands†operation, and also the enterprise “putting eggs†Put in a different basket, a wonderful idea. From the perspective of the entire company, multi-brand operations (including “one product and many brandsâ€) are shared compared to single-brand operations, but the risk is dispersed, so that the company's resources are dispersed because not all resources of the company can become multi-brands. The basis and operation of the operation. If the company does not reasonably and effectively allocate resources such as manpower and financial resources to the brands, the decentralization and imbalance of the resource structure will cause the company to lose sight of it and the internal consumption is serious, which will eventually lead to the "Domino effect" hidden danger and may break out at any time.
Therefore, having multiple brands is a big challenge for business operation and management. In addition to the company's more manpower, production, advertising, promotion, management and other costs, it also requires companies to pay more detailed and more than a single brand. There is macro control, after all, the actual operation and the assumption are two different things.
In the past two years, from the perspective of market performance and internal management, Zhenxiong and the dual-brand operation have been successful. Now with the birth of the third brand, Yarui, Murak Lighting Co., Ltd. has become a crystal light field. The first company to implement three-brand operations. How does Tongbu can operate and manage in the face of three brands? Can he succeed again? This is what people are concerned about.
Brand Relationship: Independent and Collaboration
Multi-brand operation, we must clarify the relationship between their respective brands. Tongbu can say, “Brand positioning determines brand relationships, and brand relationships determine the actual operation of their brands, so we must clarify the relationship between our brands.â€
The core competitive advantage of multi-brand strategy is to meet the needs of different consumer groups through different brand positioning. Therefore, the new brand and the original brand must have different brand positioning, so that they are differentiated in order to establish differentiation. Only differentiated brands can be separated in the market, avoiding the phenomenon of conflicts between “bringing brands†and “fighting†to achieve occupation of each sub-market.
Yari wants to interpret the aristocratic concept, occupying the top terminal market of crystal lamps, and the value concepts, grades and target consumer groups of the two brands, namely, Habitat and Zhenxiong, are very different, precisely because of brand positioning. Differences, each brand becomes an individual, they have a relatively independent brand relationship, and exert their greatest influence in each market segment. From a holistic point of view, Yari, Jushang, and Zhenxiong are three brands operating under the same company's structure. Their management involves the company's manpower, procurement, production, marketing, and finance. This determines that each other is related to each other and maintains a cooperative relationship in actual operation. “So, the three brand relationships of Yari, Jushang and Zhenxiong are independent and collaborative.†Tongbu can conclude this way.
Brand Architecture: Launching the third set of people
After determining the relationship between Yarui, Jushang and Zhenxiong, Tongbu can consider the issue of brand structure.
The brand structure is the composition of the corporate brands that implement multi-brand operation. Establishing a reasonable brand structure is conducive to the integration of resources. Without a clear brand structure, the interaction between brands and the integration of resources is difficult to achieve. Not good, the brand structure will be scattered, resulting in great waste of resources.
The differences in brand positioning and relative independence determine the layout of the brand structure and determine the actual operation of their respective brands. The two brands of Zhenxiong and Shangshang are in the process of production, management, market development and service. "There is now more than one brand of Jari, because the market is different, the customer groups are different, the access is different, the raw materials and design of the products are different, and the promotion is different, so we can't use both the typhoon and the people. , launched another set of people, set up a third department - Yari Brand Management Department." Tong Bu can say that the three brand management departments have their own responsible persons, whether it is internal management or market development management Independently operated, each brand management department has a product development, marketing, planning, and sales team to complete the company's business objectives for each brand. However, the three parties have intrinsic relevance, and they share and share in market information and experience exchange, personnel deployment, procurement platform, and finance. A good resource integration and sharing mechanism is formed because the resources and energy of any enterprise are It is limited, and the resources inside and outside the enterprise should be used reasonably and fully, thus forming the competitive advantage brought by the scale effect.
Obviously, Tongbu Energy's idea and execution goal is to achieve the management channel division and corporate culture sharing of each brand.
Actual operation: Strengthening the brand differentiation of Yari
According to Tong Bueng, in the three brand combinations, they all play different roles and are largely divided and ruled. Their main sharing is the management of the company's total back office, such as team management, brand structure management, brand property. There will be a sharing platform for mode and information management. Obviously, in the actual operation of the market, the three are completely different, especially the Yarui brand.
The Yarui brand is positioned as a top-grade crystal lamp. It has a high price. She is faced with a consumer with a high quality of life and a strong spending power. This determines that she is not using quantity but quality. Winning, it is different from Zhenxiong and the main reason to win by quantity. This determines that the channel target that Yarui has developed is not a medium-to-high-end crystal lamp dealer. Therefore, the three are strictly separated in the market, and the market is developed with different strategies. There is no intersection between the external execution processes. As Tong Bu can say, "Yari can't simply copy Zhenxiong and stay on the market to develop experience."
In the actual operation process, the difference reflected by Yari is very obvious. This is first manifested in the promotion of brand image, brand logo, vision, personality, style, proposition, etc. Secondly, in the product itself, from the appearance, There are differences in design, crafts, etc.; in addition, the storefront decoration grades and experience feelings from the channels should be different; in the delivery service, customer consultation, installation, maintenance and other service experiences, it is necessary to satisfy the feeling of "noble". The psychological needs of consumers; finally, to recruit and train higher-quality personnel, they develop and serve completely separated from Zhenxiong and the above-mentioned Yarui channels and markets, but in the market information and experience to be smooth Collect and communicate.
In short, in the actual operation process, especially in the external aspect of consumer perception and understanding, it is necessary to strengthen the distinction between brands by all means. Tongbu can think so.
Internal competition: identifying competition and coordination points
Multi-brand operation implements market segmentation, internal management is relatively independent, and cooperates with the outside world. However, among the entire company system, personnel between brands, especially managers, should also form moderate competition, improve morale and work efficiency, and enhance internal company. Benign competition.
How does Tongbu can promote this benign competitive environment? He believes that the relationship between competition and coordination depends on the amount of market target completion of each brand. He said that the company will publish the market performance of each brand every month, and regularly convene the management personnel of all three brand departments and even all the staff to get together, communicate with each other, learn from each other, and encourage each other. This will not only form a good inside each brand. The competitive atmosphere also creates a competitive situation between the brands.
In the operation of “One Product, Multiple Brandsâ€, even in industries other than the lighting industry, many companies often cross the river by feeling the stones and take a step by step. At the beginning of each new brand, Tongbu has already considered the positioning and operation of the brand very clearly.
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