How small and medium-sized high-tech enterprises break through the technical bottleneck

JP is a national high-tech enterprise, engaged in the research and development and sales of photoelectric direct reading modules in smart water meters. Due to its leading technology, the company has had business dealings with large smart watch factories in the industry, but in recent years, sales have fallen into a trough and customer loss has been serious.

After being invited as a director, the author visited clients with the founder, and found that these clients did not want the core module to be controlled by a small enterprise for a long time, so they used the advantages of capital, technology, talents and market to reverse research and development, hoping that they could control the core technology and try to get rid of the supporting relationship with the company module.

There are hundreds of traditional water meter factories in the industry, which only know machinery but not electronics. Facing the trend of intelligence, we must rely on the support of "intelligent core" and system solutions to avoid being eliminated. In particular, the watch factory under the Water Group has its own market, and the technology of JP can greatly reduce the procurement cost of the Water Group. Its watch factory can realize intelligent upgrade and double its profit. JP can also borrow a boat to go out to sea, give full play to its technical advantages, and have market resources through the "co-construction" model. When the time is ripe, we can also help the water group "build" a watch factory from scratch, help give birth to children and then sell milk powder.

After changing the customer orientation, JP jumped from the Red Sea to the Blue Ocean, and its competitiveness immediately changed from weak to strong, and it quickly obtained continuous orders from several market players such as China Water Group, and its customers quickly increased from single digits to ten digits, showing a good business situation and changing the passive situation of "rich one-night stand".

2. Channel innovation

ELETE is a high-end custom-made women's clothing brand in China, which is widely praised for its "fashionable design, excellent production, star-level customization and middle-level charging". At first, it was spread through the interpersonal circle of entrepreneurs, and later it was mainly through opening stores in high-end shopping malls.

After a period of time, due to the relatively low pricing, the design service cost is high, especially the shopping mall decoration, rent, labor and other expenses are high, the growth is weak, and the profit becomes meager.

After the introduction of classmates, the author analyzed the cost structure and income source of the brand and found that the channel cost was too high and the customer quality was not high. Therefore, it is suggested that brands should adjust their channels from high-cost shopping malls, street shops and other high-cost channels to cooperate with high-end beauty salons and adopt the "shop-in-shop" channel model. Because of the large space in the beauty salon, there is no need to pay extra rent, and the decoration is in place, beauticians can be trained as receptionists, especially those with stable and familiar high-consumption customers, as long as they are divided into beauty clubs, which greatly reduces the high fixed costs of the original channels, and has high-quality customers, and the business is booming.

forge an alliance

There are three magic weapons for our party to start a business: armed struggle, United front and party building. For startups, it is technology, cooperation and management. To do technical work well today, we must learn to find partners to "fight in groups", and it is already difficult to fight alone.

cartel

A company doing book printing used to be beautiful. Online reading on the Internet and the rise of corporate websites have led to a decline in the printing of books, periodicals and corporate promotional materials. Declining demand, oversupply and industry reshuffle. Listed companies in the printing industry have mastered the high-end market by virtue of their capital and technical advantages. Workshop-style small factories compete at low prices with cost advantages. As a medium-sized printing factory, its livelihood is difficult, and it faces artificial rise, paper and ink price increase, rent increase, electricity price increase and so on. And the order is seriously insufficient.

At this time, product transformation is considered, from making books and periodicals to packaging, involving equipment and technical input, and there is no customer base. And developing big customers and winning big orders also has the process of establishing relationships. How to solve the urgent need and make the order quickly? In the consulting service, we found that there are four workshops: prepress, printing and binding, and manual. Some workshops are busy, while others are idle. The peak season is obvious, the production capacity in the peak season is not enough, and the off-season is seriously surplus. Therefore, large printing enterprises that want to go public will also face the problem of uneven salinity. If you can work hard as an OEM, you can get a relatively stable big order. The customers of peer listed companies are usually high-quality customers, and attach great importance to factory inspection, quality control and delivery, which is beyond the capacity of those small factories in Bagualing. As soon as this plan came out, it just made good use of its strengths and avoided its weaknesses, and the order situation improved rapidly.

Horizontal alliance

A beauty chain is going to invite stars to perform for the celebration and promotion, but it only has a budget of 500 thousand. If we pay our planning consulting fee, there will be little left. The star appearance fee is 800 thousand Hong Kong dollars, not counting the venue fee and other expenses. What should we do?

The customer joked that we had taken away all the budget, so we had to come up with a plan to outsource almost all the costs, and we had to ensure at least 5 million sales returns three days before and after the event.

By analyzing the stock of customer resources, this paper puts forward a joint promotion scheme based on horizontal alliance. Named the star performance "China Bank Night", and presented 2,000 tickets to the bank to maintain the feelings of VIP customers, earning 1 10,000 yuan. Unicom 1 0,000 tickets were given, and 300 yuan was given a ticket if the phone bill was prepaid, and 500,000 tickets were recovered. We arranged for the stars to dine in famous local restaurants, agreed to take photos with the boss and chef, and provided 400 tickets. All 500 yuan was spent, 50 tickets were given, and the owner of the seafood restaurant sponsored 200 thousand. In addition, the wedding photo studio, flower shop and other joint promotions, including members of beauty institutions to send tickets, take photos with stars, chorus and other forms of promotion, the budget did not spend a penny, but also earned a lot.

As simple as possible.

For small and medium-sized enterprises with insufficient resources, subtraction is the most necessary but also the most difficult. For the boss who pursues survival as his greatest strategy, all he catches in the basket are vegetables, so what flavor do you want to choose? Therefore, customers can sell whatever they want, and it is easy to play as "small and complete", and the essence is "small and weak".

Mr. Yao, a student from Tsinghua, pointed out in the article "The Application of Three Elements of Force in Enterprise Management":

First, the role of exerting strength is the product market positioning of the enterprise, that is, focusing on who solves which problem. Enterprises can only form their own core competitiveness if they stand in a good position from their most "cow" place. Only by aiming at the core needs of specific customer groups and providing concise and powerful products can enterprises be strong because of their expertise and strong because of their strength. Only by taking the route of "small but refined, small but specialized, small but special, small but strong" can small and medium-sized enterprises have a chance to become bigger.

Second, the strength direction is the strategic direction, goal and path of the enterprise. Only by working hard in one direction can we form the greatest resultant force;

Third, strength is the key resource capability of an enterprise, including talents, technology and capital. In the case of relatively weak, it is more necessary to follow the principle of pressure, that is, to reduce the stress area. That is, subtraction or even division. Giving up requires courage and courage as well as insight and wisdom.

Focus on a certain field, shrink product lines, reduce customer types, focus on sales methods, streamline process links, etc. , are simple thinking points for subtraction.