Where does the brand's core competitiveness come from?

First, the core competitiveness of enterprises-the premise of brand competitiveness

Brand management experts from the United States and the Asia-Pacific region agree that the recent economic recession in the United States and the weak growth of the global high-tech market have cast a heavy shadow on enterprises seeking cross-regional development. The past successful experience is not enough for reference. We must re-evaluate and create new brand competitiveness to retain and develop new customers and consumers.

Brand competitiveness can not be ignored. The seminar gave us a clear conclusion: under the increasingly turbulent market conditions, brand has become the key to win customer loyalty and the long-term survival and development of enterprises. In this case, enterprises should re-examine their own brand management strategies. Especially for domestic enterprises, the pressure of economic globalization and the continuous innovation of new technologies force local enterprises to raise their competition level to the international level instead of "fighting".

In the global environment, the core competitiveness of modern enterprises has been more and more linked with the competitiveness of product brands, and the two are mutually restrictive and interdependent, which is a point that China enterprises must keep sober after joining the WTO.

The core competitiveness of an enterprise refers to the key elements on which an enterprise depends for survival and development, such as certain technologies, skills and management mechanisms. A continuously successful enterprise must have its core competitiveness, which needs to be developed, cultivated, constantly consolidated and updated, because even if it is established, it may collapse again. How to maintain the competitiveness of enterprises has become an important issue in enterprise management. Brand competitiveness is the expression of commercialization of enterprise competitiveness in the market, and it can also be said that it is the expression of materialization of enterprise competitiveness.

On October/February/February 1 2, 2002, at the 4th Guanghua New Year Forum in Peking University, Professor Zhang, vice president of Guanghua School of Management of Peking University, said that in the past, the competitiveness of China enterprises was mainly reflected in four aspects: First, they could bear hardships and stand hard work; Second, it has cheap resources; Third, the product advantage is limited; The fourth is the advantage of network. At present, the competitiveness of enterprises in China can only be maintained for 3-5 years. After joining WTO, the life cycle of enterprise brands will be greatly shortened, which is a great threat to the survival of local enterprises.

From this perspective, compared with multinational companies, what local enterprises lack most is brand competitiveness. Whether a brand can gain a foothold in the market determines the profitability of enterprises within the scope of globalization. To establish the core competitiveness of a brand, we must first establish the competitiveness of enterprises. What becomes the core competitiveness of an enterprise must be unique. According to Zhang's point of view, it means "can't buy", "can't steal", "can't open", "can't take away" and "can't slip away". In other words, the core resources owned by enterprises should have the following characteristics: there is no market to buy; Must have legal protection; Resources and capabilities are complementary; Organized, not personal; Have sustained competitiveness.

As a unique intangible asset, brand has special added value. It belongs to an organization and is protected by corresponding patents and laws. Therefore, in this sense, brand competitiveness also represents the core competitiveness of enterprises.

Second, meet customer needs-the core of brand competitiveness

Paul is a brand management consultant and scholar from Singapore, and the author of two best-selling books, Brand Strategy in Asia and High-tech and High-touch Brands.

At the seminar, Dr. Temporal put forward a distinct point, that is, the future competitive advantage will come from customer-centric organizations, not marketing. In fact, the essence of customer relationship management (CRM) is to maintain the relationship between consumers and products, and its ultimate goal is to make the brand of enterprises continue and last. Paul

Dr. Temporal pointed out that brand, as a relationship, is based on the mutual trust between enterprises and customers, so the strategy of brand management should be emotional, not rational. To cultivate and shape the emotional and personalized brand relationship with customers, we need to go through such a process: first, we need visibility, so that customers can get enough information and fully understand the brand; Secondly, we must gain customers' respect for the brand, establish friendly relations with customers, and then win customers' trust; Finally, trust produces loyalty to the brand, and the relationship between customers and brands is transformed into a harmonious partnership.

Brand equals customers, and owning customers means owning brands. The ability to meet customer needs and maintain customer relations is an important indicator to measure the brand competitiveness of enterprises. According to the internationally renowned PricewaterhouseCoopers index, whether an enterprise has the ability of customer relationship management (CRM) can be measured from six aspects: (1) Does the enterprise manage customer information as a strategic resource? (2) Does the enterprise evaluate the continuous value of customers? (3) How do enterprises define and meet customers' expectations? (4) Does the enterprise's development strategy match the customer's value? (5) Is the enterprise integrated across departments? (6) Does the enterprise actively manage the customer's experience and feelings? Obviously, this ability is consistent with the degree of meeting customers' needs, which is ultimately reflected in the competitiveness of corporate brands.

Why does the core competitiveness of the brand turn to meet the needs of customers? Now every competitor has the ability to imitate competitors' products, services, systems and even the whole process. Maintaining a brand's differentiated market positioning is no longer as simple as improving product quality, reducing costs, and distributing and promoting, let alone maintaining a brand's image by advertising for a long time. That is, the traditional and single marketing strategy has been difficult to work, and the cultivation of customer relationship is unique and irreplaceable.

CRM management has just begun to be popularized in China, and IT only stays in the stage of extensive publicity and market cultivation in the IT industry. Some enterprises have gradually realized the close relationship between CRM and brand competitiveness. Our traditional concept of separating customer service from brand management will change with the popularization and application of CRM software, especially the promotion of overseas multinational companies. Whether CRM can be used to meet customer needs will be one of the indicators to measure and enhance the competitiveness of local brands and multinational brands.

Third, keep the promise-the key to establish the brand competitiveness of China enterprises.

How to establish credit for a brand, and then turn it into intangible assets of enterprises, so that consumers are willing to pay several times higher prices than their competitors? Asia-Pacific region (enterprise), a world-famous brand and identity consulting company.

IG) CEO Mike

Murphy thinks that your customer is your brand, and brand is a feeling, an intangible asset in people's minds, not the product itself. Consumers are increasingly inclined to buy the added value of products, rather than the monetary value of goods. Nowadays, brands are becoming more and more important. On the one hand, brands in commercial society have natural ownership attributes, which can be transformed into intangible assets of enterprises, while products cannot; Besides, in the information society, brand has become a necessity, not a luxury. In the e-commerce environment, only strong brands can survive, and strong brands can create brand loyalty. The foundation of building a strong brand dependence is credit.

How can newly developed local brands ensure consumers' loyalty to our brand, and how can they avoid customers' resources being plundered by multinational brands to the maximum extent? Reflecting on the growing brand of China, its fatal weakness is "lighter than the promise, but more unwilling to keep the promise". After China's entry into WTO, local enterprises must first follow the basic rules of commercial games in order to enhance the competitiveness of their own brands, which is the first step for Chinese enterprises to connect with international enterprises.

American President Franklin wrote a sentence in his advice to a young businessman: "Remember, credit is money". The core of market economy is credit economy, and the core of brand competitiveness based on business commitment must also be credit. After China's entry into WTO, the China market is finally an endless contest between reputation and brand. Professor Zhang has repeatedly mentioned that the lack of integrity is the biggest challenge facing Chinese enterprises.

Fourth, management-the main means to enhance the brand's core competitiveness.

A remarkable change of modern enterprise brand is from a single brand structure to diversification, because the brand living environment faced by enterprises is already a complex and changeable market, which is difficult to predict and control. Hong kong enterprises

Deborah, managing director of IG company

Ms. Chatwin pointed out that the new challenges of marketing and brand make it inevitable for enterprises to reposition their brands and re-formulate their brand strategies. We see that many domestic enterprises have completed the transitional stage of establishing brand awareness and single brand growth, such as Lenovo, Haier, TCL, Kelon, Hisense and Midea. The brand based on a single product structure has expanded to a diversified product structure, forming a brand structure with parent brand as the main body, and the original brand identification system and management system have also changed accordingly. Every enterprise is trying to find a suitable management model, so it is more meaningful to re-establish and supervise a new enterprise brand architecture system. Including changing the brand concept of enterprises, according to the future development strategy of enterprises, clarifying the relationship between enterprise brands and professional brands, enterprise brands and product brands, and realizing the maximization of brand assets value on the basis of integrating enterprise resources.

Although these deep-seated problems of brand management have not yet become the focus of China's brand strategy, Deborah

Ms Chatwin used the case of multinational professional companies to predict that after China's entry into WTO, the focus of corporate brand management will shift from vision to core subject. From the theory of core competitiveness, this is a long-term test of the competitiveness of enterprises in China. The fundamental factor of long-term prosperity of enterprises is their own quality, and internal conditions are more decisive than external conditions. The key for enterprises to obtain excess profits and maintain long-term competitive advantage by relying on strong brands lies in the accumulation of enterprise capabilities, resources and knowledge.

The core competitiveness of China enterprises, or the promotion of brand competitiveness, determines that our enterprises need a comprehensive and balanced development in passive core resources such as core technology, core products, capital and production scale, which is beyond doubt; But more importantly, scientific decision-making and scientific management have not really taken shape in enterprises in China. According to a survey data from abroad, China ranks 29th in international competitiveness and 36th in management level among 47 countries and regions in 1998. Management is the most scarce dominant core resource for enterprises in China, and the lack of management ability, especially the lack of brand management experience and theory, leads to low ability, which is the key to hinder the formation of brand competitiveness of enterprises in China.

Verb (verb's abbreviation) specialization-the way to enhance the core competitiveness of brands

After the arrival of the information age, enterprise brands are faced with the management task of how to reposition and integrate resources. According to the statistics of Fortune magazine, among the top 500 enterprises in the world, there are 140 enterprises with single product sales accounting for more than 95% of the total sales, accounting for 28% of the total number of top 500 enterprises; The leading product 194 accounts for 70% ~ 95% of the total sales, accounting for 38.8%, and the related product 146 accounts for 70% of the total sales, accounting for 29.2%. This shows that the core competitiveness of the top 500 corporate brands comes from the industries they are best at, rather than diversified brands covering all aspects.

Of course, this has gone through a process. It was in the 1960s that American enterprises diversified on a large scale, but this did not bring satisfactory results to these enterprises. In fact, many Fortune 500 companies have been in crisis because of blind diversification, such as Chrysler Automobile Company, Sony America Branch, Sears, Whirlpool and Xerox.

Diversified development leads to scattered resources, increased operating span and expenses, and more mistakes in industry selection. Leading the company to pay attention to one thing, the core competitiveness of the brand is greatly reduced. In the 1970s, 94% of the 500 largest industrial enterprises in the United States were engaged in diversified operations. However, this period is also the weakest stage of the competitiveness of multinational brands.

Since the late 1980s, some famous companies have changed their ways and started to adjust their development paths. It was at this time that Welch took over as the president of GE and began a series of major reforms to GE, one of which was business restructuring, that is, reducing diversified fields, returning to specialization, doing the best in the fields to be done, and establishing a world-class brand competitive advantage. In the 1990s, due to the rapid expansion of global economic integration, the relative shortage of resources, especially the acceleration of the upgrading of high-tech products, and the rise of the trend of mergers among enterprises, enterprises in various countries no longer simply pursue diversification and expand their business scale. On the contrary, by splitting and reorganizing, they sell unrelated businesses or become independent companies, narrowing the business scope of enterprises, making their businesses specialized and their brands single.

So is China. In the 1980s and 1990s, almost all enterprises invested in diversification. For example, Vanke Real Estate, known as the first brand in the domestic real estate industry, took real estate as the leading industry from its inception to the end, and once set foot in more than a dozen industries such as trade, model brokerage, advertising, exhibitions, clothing and wine. We can see that after diversified development, the brands that survive in China are already brands with unique competitive advantages in a certain professional field. Therefore, whether it is the emerging Haier and Lenovo, or the century-old Tongrentang and Changyu Wine, their experiences and lessons tell us that it is the only choice for most of our small and medium-sized enterprises to compete with multinational enterprises at their own doorstep and enhance their brand competitiveness. China specializes in western boxing.

Six, long-term development interests-the source of maintaining brand competitiveness

Any enterprise must choose between short-term interests and long-term interests in the initial stage of brand. Of course, the most ideal situation is to take into account the long-term interests of enterprises under the premise of ensuring the survival of enterprises, that is, to handle the balance between products and brands. But in fact, it is often difficult for enterprises to resist short-term temptation, coupled with institutional problems, the separation of ownership and management rights will inevitably lead operators to pursue the maximization of short-term interests at the expense of long-term interests of enterprises. Compared with western corporate brands, China's brand is just a decent coat or luxury for most enterprises.

Besides eradicating the incentive factors from the system, China enterprises should gradually establish a corporate culture based on long-term development and social progress. This culture is rooted in corporate values. Rand Company of the United States has spent 20 years tracking 500 world-renowned enterprises, and found that all the enterprises that have survived for a hundred years have a common feature, that is, they always adhere to four values: first, the value of people is higher than the value of things; Second, * * * equal value is higher than personal value; Third, social value is higher than profit value; Fourth, the user value is higher than the production value. This is an important "focus" to build the core competitiveness of enterprises, and also an important "fulcrum" to play the core competitiveness of enterprises. With the development and changes of enterprises and the test of success or failure of business activities, these values have accumulated into corporate culture and transformed into the source of corporate cohesion and vitality. Without certain corporate culture support, it is difficult for small and medium-sized enterprises to grow up. What makes Siemens, Hewlett-Packard, Sony, Nestle, IBM, HSBC and other brands among the top 500 companies in the world? It is neither capital, scale and technology, nor specific excellent employees-these factors change every day, but an intangible corporate culture. These cultures are integrated into the long-term strategic management policy of enterprises, penetrate into every link of enterprise management, and with the continuous continuation and renewal of enterprise culture, finally form their own unique brand competitive advantages in the market through products and services.

In short, in the 2 1 century, the focus of modern enterprise strategy is to create strong brands to the maximum extent, thus ensuring the long-term fundamental interests of enterprise investment. After China's entry into WTO, it is not the price, the product or the transnational competitors that ultimately determine the fate of the enterprise brand, but ourselves.

Transfer from the network, for reference only, hope to adopt, thank you.