This is a marketing problem. Short answer questions. 1 What are the types of retail formats? 2 factors that enterprises should consider when choosing advertising media,

1. Retail format refers to the different modes of operation formed by retail enterprises to meet the needs of different consumers. Retail format is the product of the increasingly fierce competition of retail enterprises to adapt to the market economy, and it is the embodiment of the principle of survival of the fittest in the field of commodity circulation. China's retail formats include the following nine types: department stores, supermarkets, large general supermarkets, convenience stores, specialty stores, specialty stores, shopping centers, warehouse stores and home centers. In addition, grocery stores, farmers' markets, small commodity markets, clothing markets and other business models that are in line with China's national conditions and have China characteristics, widely exist in reality and play an important role, and are also important components of the diversified structure.

Two. When choosing advertising media, the following factors should be considered:

1. Media habits of the target market

Different audiences usually come into contact with specific media. It is an effective way to enhance the effect of advertising promotion to choose media that are easily accepted by advertising targets. For example, for teenagers, radio and television are the most effective advertising media; Enterprises that produce or sell toys will never advertise in magazines, but will only advertise on TV or radio with preschool children as the target.

2. Products

The choice of advertising media should be based on the nature and characteristics of the products or services promoted by enterprises. Because all kinds of media have different characteristics in display, explanation, credibility, attention and attraction. Industrial products and consumer goods, complex products with high technical performance and ordinary products should be advertised through different media.

3. Advertising content

The choice of advertising media is restricted by the content of advertising information. Newspapers, TV and radio media are the most timely if the advertising content is to announce tomorrow's sales activities. However, if there is a lot of technical information in the advertising information, it should be published in professional magazines or mail advertising media.

4. Advertising scope

When choosing advertising media, we must make the influence range that the media can reach adapt to the information dissemination range required by the enterprise. If an enterprise's products are sold nationwide, it should advertise in national newspapers, CCTV and China Central Broadcasting Station. For products sold in a certain region or city, you can choose local newspapers, radio stations and other media.

5. expenses

The cost of different media is also the basis for choosing advertising media. When choosing advertising media according to various media costs, the most important thing is not the difference of absolute cost figures, but the relative relationship between media costs and advertising audiences, that is, the cost per thousand people. Compared with the cost of thousands of people, we can get better results by considering the factors such as the speed, scope and memory rate of media.

Generally speaking, TV is the most expensive medium, while newspapers are cheaper. But if we use the cost per thousand people to calculate, it may show that advertisements on TV are cheaper than those in newspapers.

For a long time, television has occupied a dominant position in the combination of advertising media, while other media have been ignored. However, in real life, due to the increasingly crowded and mixed TV advertisements, the advertising effect has begun to decline. The advertisements on TV are getting shorter and shorter, but the number is increasing, so the effect of audience's attention tends to decline. Some store planners find that the method of combining print advertisements with TV advertisements is usually better than using TV advertisements alone. Therefore, retail planners must regularly check and evaluate different media to decide the best advertising media to buy.

Three. Reasons for the failure of new product development

The successful development and listing of new products is the key to realize the innovation performance of enterprises and embark on the road of sustainable development. However, the success rate of new product development is generally low. According to the research, only 1 of every seven new product ideas of science and technology enterprises has achieved commercialization success; Only 1 new product ideas can be commercialized by poor enterprises; And enterprises with strong innovation management ability can have 1 new product ideas for commercialization success. Reflecting on the causes of failure is often the premise of achieving outstanding innovation performance. Below, let's summarize the main aspects and root causes that lead to the failure of new product development in enterprises.

The new product has no features. Many new products listed by enterprises are similar to those of competitors, lacking competitive advantages, and even failing to reach the level of major competitors in some functional indicators. Enterprises can only gain some market share by fighting price wars, but often make money by shouting orders. The general manager of a security company in Shenzhen vividly summed up the competition in this industry with "four fights": one is to fight for products, the other is to fight for prices, the third is to fight for payment terms, and the last is to fight for strength. The result of desperate efforts is that both sides lose, and even similar enterprises in the whole industry do not make money. A similar situation exists in the domestic color TV and mobile phone industries. There are three fundamental reasons why the products developed by enterprises have no characteristics: (1) Business leaders think that imitation can take a shortcut and get new products on the market quickly, thus gaining a share in the market; (2) In the process of enterprise innovation, it is not clearly stipulated that new product projects must have unique customer value positioning, and many projects with no characteristics have passed the evaluation and entered the stage of development and listing; (3) Lack of effective market research methods and personnel, and I don't know what aspects should be differentiated in order to gain customer recognition. If the products of an enterprise have no characteristics, customers can only choose according to the price, and whoever has the lowest price will buy them. This led to peer companies to cut prices and promote sales until they were unprofitable and withdrew from the market. From the strategic positioning of the product, there is no feature, nothing!

Lack of insight into customer needs. Many enterprises' new product development is the result of engineers in R&D department "behind closed doors", and little or no investment in development comes from the research on customer needs. The business scale of a computer peripheral manufacturing enterprise is at the leading level in China, but the failure rate of its new product development is very high. In the words of the company's chairman, the company developed many new products, but received no money, leaving only a lot of plastic materials and inventory. The company's development engineers basically never leave the office when designing a new product. They just learn about the new products launched by major competitors online, synthesize the main advantages of these competitive products, listen to the feedback from sales staff, and combine them as input for new product development. Due to the short development cycle and great pressure on new products to go on the market, these new products are not only put on the market without consulting customers during the development process, but also rashly listed before going on the market without customer testing. Customers have not become an indispensable part of the new product development process. The main reasons why enterprises lack insight into customer needs are: (1) They think that customers don't know what they want, so they don't want anything; (2) think that market research is too time-consuming and laborious, and the timing of new products is more important; (3) We think that our competitors have done market research for us, and we only need to imitate our competitors' products for development; (4) Not mastering effective market research methods; (5) There is no special person in charge of market research; (6) In the process of development and listing, customers' needs were not understood in time and used as input for design and development; (7) Sales personnel and after-sales service personnel are the main sources of customer demand information; (8) The boss represents the customer, and we will do whatever the boss says. As the input of development, customer demand information is incorrect and incomplete. No matter how advanced the technology is and how well the development process is done, it will not help. Because the person who really pays the bill is the customer, the customer will not pay for what he doesn't want. Of course, customers don't pay the bill, but the company boss pays the bill!

The product definition is not clear. Many enterprises' new product development is "riding a donkey to see the books and wait and see", and modifying the demand while developing. At the salon of a product innovation seminar, the person in charge of R&D in an enterprise told him something that bothered him very much. The boss of the company thought of an idea to let the development team start developing a new product. When traveling on business, the boss often calls him and adds new ideas he sees and thinks to the product, which leads to endless product development, and no one knows what it will be like. Similar situations are not unique. Many enterprises are unwilling to do more work on product definition. The original purpose was to speed up the development progress and shorten the new product listing cycle, but the result was counterproductive. Not only does the listing cycle far exceed expectations, but the products listed are often freaks. The main reasons are as follows: (1) Company leaders hope that new products can be launched quickly and urge the development team to think while working; (2) The market demand is mainly transmitted to R&D personnel by bosses, salespeople or marketers, and the information is seriously distorted in the transmission process; (3) Lack of effective product definition methods.

Project analysis is not rigorous. In a training class of project initiation analysis, when we introduced the task of 14 needed for new product initiation analysis, the chairman of a company doing hydropower meter reading system sitting in the first row excitedly asked the training consultant: Do you really need to do so much preparatory work before new product development? After receiving the affirmative answer from the training consultant, the chairman sighed and said, I know the reason why our company has repeatedly failed in new product development in recent years. In the past, our new product development only carried out a feasibility analysis-technical feasibility analysis. When someone proposes to develop a new product, as long as the technicians say it should be possible, our new product project will enter the design and development stage. Indeed, a functional prototype can be developed as a result of technical feasibility analysis, but no one is sure whether the prototype can be manufactured and maintained normally after listing. More importantly, even if it is produced, no one knows whether the product is bought, how big the market is, and whether the company can make money. New product development is an investment behavior, not a technical project. As an investment behavior, before large-scale capital investment, strict project feasibility analysis must be carried out to reduce project risks and improve the company's return on investment. In order to catch up with the progress, I don't want to invest more resources and time in the feasibility study of the project in the early stage of project development. The result is likely to win the local progress and lose the whole project.

Decision review is unscientific. In many enterprises, the decision-making review of new product projects is decided by the boss alone or several senior executives. The decision-making evaluation of a project often lacks a unified evaluation standard. Usually, different people have different views on a project. Some people think it should be popularized, others object, and no one can convince anyone. Finally, whoever has the loudest voice will listen to him. Of course, it is often the boss who has the loudest voice, and the so-called democratic decision-making has finally evolved into "centralization". Due to the lack of scientific evaluation standards and methods, many unpromising projects have entered the development process. In addition, the decision-making review of many enterprises is only done once in the project analysis, and it is not repeated many times in the process of development and listing. Many projects with no prospects are not worth investing after listing. This not only affects the company's return on investment, but also wastes the company's precious R&D human resources on projects with no prospects, increasing the company's opportunity cost.

Too many projects are started at the same time. Some enterprises lack confidence in the prospect of new product projects because of unscientific decision-making evaluation, so they adopt the method of "planting widely and harvesting less" and launch many new projects at the same time. As a result, not only the development team is exhausted, but also the overall investment return of the company is not ideal. Regardless of the type and nature of new product projects, some enterprises "grab their eyebrows and beards" and do projects as long as they have them, putting outstanding developers in small projects that can achieve short-term results and ignoring the development of projects with strategic importance. Some companies clearly know that manpower is limited, and they don't give priority to the development of new product projects, so they let one development engineer take charge of 4-5 projects at the same time, hoping that the progress of multiple projects can be guaranteed by overtime development engineers. As a result, not only all projects have been postponed, but also the development quality of most projects is difficult to guarantee.

Improper development organization mode. Recently, during the product innovation management training in a technology enterprise, the consultant saw the company's new product development management system documents, and its organizational model is a typical functional development organization model. The new product project is put forward by the sales department, the R&D department is responsible for development, the testing department is responsible for testing, the engineering department is responsible for production, and then the sales department is responsible for sales, forming a "closed loop", but no one is responsible for the whole development project. As a result, the sales department always complains that other departments can't keep up with customers' needs, and the development project can be completed on time in less than 10%. Many enterprises are similar from manufacturing to creation, and the organizational model of new product development still follows the previous functional model. The assumption of functional organization model is that the finer the division of labor, the higher the efficiency. This model is very suitable for OEM and other manufacturing projects, but it is very inefficient for new product development projects. The reasons are as follows: (1) The information of new product development project is easily distorted when it is transmitted across departments, which will affect the quality and progress of the project; (2) The functional organization mode will not be transferred to another department until one department has completed relevant work. This series working mode has seriously affected the progress of the project, and many matters of new product development can actually be carried out in parallel in multiple departments; (3) Functional organization mode No one is responsible for the final result of the project. Everyone has a responsibility, but not everyone has a responsibility. It is very difficult to communicate and coordinate between departments, and it is difficult to find the responsible person if there is a problem.

Lack of the ability, skills and knowledge of the company team. In addition to the above reasons for the failure of new product development, the lack of ability, skills and knowledge of the company team itself will also lead to the failure of new product projects. For example, a company has found a good new product project, has a good understanding of customers' needs and has a good market prospect. However, the technology of the project is complex, and the company lacks technicians with relevant technologies and fails to find a suitable technology development partner. Finally, we can only give up this project. The lack of team ability, skills and knowledge of the company is mainly reflected in the following aspects: (1) The lack of leadership ability of the company's leadership team. For example, the leaders of some companies lack the ability of strategic planning, project decision-making and innovation atmosphere creation. (2) The functional team of the company lacks management ability. For example, the heads of functional departments lack the ability to cultivate professional talents and the ability to communicate and coordinate work between departments. The company lacks product managers and project managers who are responsible for the final results of new product projects. (3) The company's professional team lacks professional ability. The marketing department lacks people who master the research methods of customer needs, and the R&D department lacks system engineers and core technical backbones. It can be seen that innovative enterprises need not only professional and technical personnel, but also leaders, management personnel and other related professionals. Without suitable talents, the new product development of enterprises will only be water without resources and trees without roots.

To sum up, we know that there are many reasons for the failure of new product development. To achieve the success of new product development, enterprise leaders need to find out the key factors that affect the success or failure of innovation according to their own reality, learn and master the corresponding innovation methods, and constantly improve their innovation management ability.