Hardware Tools Industry: New and Foreign Three Forces
Foreign invasion, the status of China's hardware tool industry is "not guaranteed," and the fight is an inevitable result of the rise, it depends on the old hardware, hardware rookie and foreign companies how to start the three forces? Eventually grab the right to speak in the market.
The new changes of the old companies Many local old brands have a solid market share in China, but they are also constantly impacted by new brands. They generally need to constantly change and upgrade themselves to adapt to the impact of brutal competition in the market.
When it comes to old brands, it is virtually impossible to call the "old" word. The Great Wall, as a local old brand, is a representative of this group, and many others are just born-to-be more than 10 years old. These local operations and old brands that have been operating for many years have their own "earth" nature. They have experienced the "first development, post-standardization" business operation stage. After many years of operation, they have occupied a certain share in the market and their brand awareness. There are many improvements. Before the 21st century, these enterprises were basically in a stage of rapid expansion. In the years after 2000, enterprises continued this trend of development. Until recently, the macroeconomic environment of the market has undergone drastic changes, and the competition in the domestic market has intensified. The past extensive management The model, marketing strategy and operation team have been unable to keep up with the market development stage. Under the influence of foreign brands and new brands, sales performance of this group began to stagnate or slowly grow.
In order to change the status quo and get out of the predicament, some old brands began to comprehensively reflect on the operation and management of enterprises, conducted detailed investigation and analysis of the market environment and competitors, and put forward many new development ideas and strategies. For example, Bunker began to turn his sights to the interior of the company, to find problems from the inside, to mention the company’s cultural development in the next development strategy, and to enhance the company’s core competitiveness through cultural strategies. Effectiveness is the leader in the old brand. Its development speed has been called “myth†by the industry. Facing the competition of products and brands of the same grade, effective channel advantages have begun to weaken. In 2010, Deli began a new strategic attempt to drive a new round of development through the model of supermarket chains. At the same time to avoid direct confrontation with the opponent, to obtain a certain barrier space; Tongrun jack has been famous in the domestic market, in the face of market competition, they take the initiative to attack, began to re-examine the Chinese auto insurance industry market, successful interpretation of "the return of the king" .
The advantages and disadvantages of the old brand are obvious under the current market cognitive structure. The advantage lies in the existing brand and channel advantages. The disadvantage is that the market is not generally aware of domestic old brands and is basically in the middle and low grades. If companies want to obtain higher added value from the brand point of view, it is very difficult. Therefore, many domestic and old brands face some common problems. For example, the marketing strategies and strategies are not systematic, the homogeneity of products is serious, the team is unstable, etc. These problems are seriously plaguing the transformation of these companies.
The old brand new ideas and new strategies will be a kind of thinking normal. We will wait and see how this group of brands breaks through.
The new brand's hybrid thinking The new brand mainly refers to the export to the domestic-selling type of enterprises, this part of the company has the dual characteristics of Western thinking and local knowledge, the brand operation has some new ideas, their strength can not be ignored, but the lack of domestic sales experience.
In recent years, due to the pressure of renminbi appreciation and other factors that have weakened the export capacity of enterprises, coupled with the direct impact of the financial crisis, most of the export-oriented enterprises have started to smash the domestic market. Some of these enterprises have taken the initiative and passed. The system's planning, while others are passive choices, desperation can only sell the inventory of products to the domestic market.
The development patterns of domestic sales and foreign sales are very different. Although the total domestic sales volume has increased year by year, it is a very difficult issue to grasp the market environment, to open up channels, to operate the brand, and to form new teams.
In this group there is no shortage of Hangzhou superstars, the future super giant of the Chinese hardware tool industry. For many years, it has been difficult for China’s domestic hardware and tools companies to compete with Shida and Stanley’s foreign brands. There are many reasons, both for the market and for the company itself. With the accumulation of foreign trade, Hangzhou Superstar successfully went public, integrated a large amount of funds, and began to strategically develop the domestic market and carry out a large layout. Superstars are not short of funds. What is lacking is the maturity of talents and markets. Otherwise, it is difficult to implement a series of strategic layouts. Ai Weiboer, the brand's marketing plan can be described as an industry model, its marketing department director is the veteran of professional operating brand, many of the strategies are very standardized, emphasizing that the product will always be the first place, the tool into a fun. This long-term strategy that is not utilitarian is worth the industry to study hard. If it can truly achieve the core values ​​of a professional, dedicated, and shared brand, Aiweiboer’s domestic sales road will eventually win. The author's vigorous approach does not dare to agree that their domestic sales strategy is clearly incomparable with steel shields and Aiweiboer. Their slight incentives for dealer incentives are very old-fashioned and can be seen at a glance. Although China’s channel companies today are still somewhat utilitarian and shortsighted, they do not care less about brands and long-term development capabilities. Therefore, simple stimulus policies are not enough to impress partners.
From the operating tactics of the new brand, we can see that especially the companies with a little more strength, the adoption of development ideas are more pragmatic, they first solved the product problems, and then combined with the characteristics of the local market, make full use of advanced Western brand operations Concept, to achieve a certain height of marketing, the brand's feelings to be done, the brand's support points to find good, gradually allow channel providers and buyers to recognize brand positioning and core values, generate awe, complete the accumulation of brand value, and ultimately Get strategic success.
Therefore, although the time for these new brands to enter the domestic market is short, the timing may not be the best. However, some companies have strong capital and clear thinking. As long as they can form suitable teams and accomplish goals one by one, the results will naturally not be bad.
The new "wolf road" of foreign-funded enterprises
Foreign-funded enterprises have always been regarded as "wolves" by local companies. The days of foreign capital seem to be very good, but it is not always true. As local companies continue to wander high-end, foreign companies are also making new strategic deployments and changes. What is their current status in the end? It is worth exploring.
Foreign-funded enterprises have become somewhat "narrow" by local Chinese companies. They can only reflect the cowardice and evasion of local companies, and they dare not face it directly or watch it on the side. In fact, the operating practices of foreign capitals are not "wolfish", and they are far from the Huawei model that the domestic marketing community respects. The world's best-selling world-famous Shida has quickly opened up the Chinese market with the vague but well-matched characteristics of the market's demand. It has become China's most well-known foreign-owned tool brand. In recent years, Shida has faced new changes in the market, began to intensively cultivate the market, maintained the continuous increase in market share; Stanley has all the factors to become the first brand in mainland China, especially after the merger with Black & Decker, the strength is even greater, the product line Extremely rich, the rapid expansion of channels, and even can launch the store's model to operate. Stanley also began to enter the market strategically in the field of auto maintenance. This action will directly aggravate the competition situation in China's auto insurance market. The capital cooperation between Stanley and Blackknife is a global strategy. The operation in the field of auto maintenance in China is on the mainland. However, we can see that foreign-funded enterprises have entered a period of strategic breakthrough and are slightly different from previous strategies and are extremely chaotic in the industry. Under the circumstances, some foreign-funded enterprises have begun strategies such as capital operations, acquisitions, and mergers and acquisitions to quickly increase their overall strength.
In addition to their own internal adjustments, foreign-funded enterprises are gradually accelerating the pace of localization. The localization of foreign-funded enterprises is an old-fashioned issue, and it is also a question that foreign-funded enterprises must always pay attention to – strategic issues. In terms of localization, Noble is an expert. Although Noble is a foreign brand, it is always an old Taiwanese and understands the people of the mainland. Therefore, its marketing strategy is more localized and results in better results. The past experience of the Gidori brand to the market is very high-end, high-end, high-end marketing methods are very Western, and the market share in China has been developing slowly, but in the past two years, they are also paying attention to the issue of localization, taking the Chinese market " "More close to" thinking, strive to proceed from China's actual situation, adopt more flexible strategies in marketing, channel development, etc., rather than continue to adhere to the inherent Western model, with the change of strategy, their sales are gradually increasing .
The advantage of foreign-funded enterprises is obvious, both innate and acquired. Congenital for the Chinese market believes that the brand of foreign investment is good. The day after tomorrow includes product and experience advantages. However, disadvantages exist. The main reason is whether or not the brand can be operated according to the characteristics of China's market. The personal relationship is a major test. In fact, the localization of foreign-funded enterprises is mainly reflected in the communication with the Chinese people. They must listen to their voices and act according to their thinking habits instead of doing things according to their own inherent Western thinking characteristics.
The new changes of the old companies Many local old brands have a solid market share in China, but they are also constantly impacted by new brands. They generally need to constantly change and upgrade themselves to adapt to the impact of brutal competition in the market.
When it comes to old brands, it is virtually impossible to call the "old" word. The Great Wall, as a local old brand, is a representative of this group, and many others are just born-to-be more than 10 years old. These local operations and old brands that have been operating for many years have their own "earth" nature. They have experienced the "first development, post-standardization" business operation stage. After many years of operation, they have occupied a certain share in the market and their brand awareness. There are many improvements. Before the 21st century, these enterprises were basically in a stage of rapid expansion. In the years after 2000, enterprises continued this trend of development. Until recently, the macroeconomic environment of the market has undergone drastic changes, and the competition in the domestic market has intensified. The past extensive management The model, marketing strategy and operation team have been unable to keep up with the market development stage. Under the influence of foreign brands and new brands, sales performance of this group began to stagnate or slowly grow.
In order to change the status quo and get out of the predicament, some old brands began to comprehensively reflect on the operation and management of enterprises, conducted detailed investigation and analysis of the market environment and competitors, and put forward many new development ideas and strategies. For example, Bunker began to turn his sights to the interior of the company, to find problems from the inside, to mention the company’s cultural development in the next development strategy, and to enhance the company’s core competitiveness through cultural strategies. Effectiveness is the leader in the old brand. Its development speed has been called “myth†by the industry. Facing the competition of products and brands of the same grade, effective channel advantages have begun to weaken. In 2010, Deli began a new strategic attempt to drive a new round of development through the model of supermarket chains. At the same time to avoid direct confrontation with the opponent, to obtain a certain barrier space; Tongrun jack has been famous in the domestic market, in the face of market competition, they take the initiative to attack, began to re-examine the Chinese auto insurance industry market, successful interpretation of "the return of the king" .
The advantages and disadvantages of the old brand are obvious under the current market cognitive structure. The advantage lies in the existing brand and channel advantages. The disadvantage is that the market is not generally aware of domestic old brands and is basically in the middle and low grades. If companies want to obtain higher added value from the brand point of view, it is very difficult. Therefore, many domestic and old brands face some common problems. For example, the marketing strategies and strategies are not systematic, the homogeneity of products is serious, the team is unstable, etc. These problems are seriously plaguing the transformation of these companies.
The old brand new ideas and new strategies will be a kind of thinking normal. We will wait and see how this group of brands breaks through.
The new brand's hybrid thinking The new brand mainly refers to the export to the domestic-selling type of enterprises, this part of the company has the dual characteristics of Western thinking and local knowledge, the brand operation has some new ideas, their strength can not be ignored, but the lack of domestic sales experience.
In recent years, due to the pressure of renminbi appreciation and other factors that have weakened the export capacity of enterprises, coupled with the direct impact of the financial crisis, most of the export-oriented enterprises have started to smash the domestic market. Some of these enterprises have taken the initiative and passed. The system's planning, while others are passive choices, desperation can only sell the inventory of products to the domestic market.
The development patterns of domestic sales and foreign sales are very different. Although the total domestic sales volume has increased year by year, it is a very difficult issue to grasp the market environment, to open up channels, to operate the brand, and to form new teams.
In this group there is no shortage of Hangzhou superstars, the future super giant of the Chinese hardware tool industry. For many years, it has been difficult for China’s domestic hardware and tools companies to compete with Shida and Stanley’s foreign brands. There are many reasons, both for the market and for the company itself. With the accumulation of foreign trade, Hangzhou Superstar successfully went public, integrated a large amount of funds, and began to strategically develop the domestic market and carry out a large layout. Superstars are not short of funds. What is lacking is the maturity of talents and markets. Otherwise, it is difficult to implement a series of strategic layouts. Ai Weiboer, the brand's marketing plan can be described as an industry model, its marketing department director is the veteran of professional operating brand, many of the strategies are very standardized, emphasizing that the product will always be the first place, the tool into a fun. This long-term strategy that is not utilitarian is worth the industry to study hard. If it can truly achieve the core values ​​of a professional, dedicated, and shared brand, Aiweiboer’s domestic sales road will eventually win. The author's vigorous approach does not dare to agree that their domestic sales strategy is clearly incomparable with steel shields and Aiweiboer. Their slight incentives for dealer incentives are very old-fashioned and can be seen at a glance. Although China’s channel companies today are still somewhat utilitarian and shortsighted, they do not care less about brands and long-term development capabilities. Therefore, simple stimulus policies are not enough to impress partners.
From the operating tactics of the new brand, we can see that especially the companies with a little more strength, the adoption of development ideas are more pragmatic, they first solved the product problems, and then combined with the characteristics of the local market, make full use of advanced Western brand operations Concept, to achieve a certain height of marketing, the brand's feelings to be done, the brand's support points to find good, gradually allow channel providers and buyers to recognize brand positioning and core values, generate awe, complete the accumulation of brand value, and ultimately Get strategic success.
Therefore, although the time for these new brands to enter the domestic market is short, the timing may not be the best. However, some companies have strong capital and clear thinking. As long as they can form suitable teams and accomplish goals one by one, the results will naturally not be bad.
The new "wolf road" of foreign-funded enterprises
Foreign-funded enterprises have always been regarded as "wolves" by local companies. The days of foreign capital seem to be very good, but it is not always true. As local companies continue to wander high-end, foreign companies are also making new strategic deployments and changes. What is their current status in the end? It is worth exploring.
Foreign-funded enterprises have become somewhat "narrow" by local Chinese companies. They can only reflect the cowardice and evasion of local companies, and they dare not face it directly or watch it on the side. In fact, the operating practices of foreign capitals are not "wolfish", and they are far from the Huawei model that the domestic marketing community respects. The world's best-selling world-famous Shida has quickly opened up the Chinese market with the vague but well-matched characteristics of the market's demand. It has become China's most well-known foreign-owned tool brand. In recent years, Shida has faced new changes in the market, began to intensively cultivate the market, maintained the continuous increase in market share; Stanley has all the factors to become the first brand in mainland China, especially after the merger with Black & Decker, the strength is even greater, the product line Extremely rich, the rapid expansion of channels, and even can launch the store's model to operate. Stanley also began to enter the market strategically in the field of auto maintenance. This action will directly aggravate the competition situation in China's auto insurance market. The capital cooperation between Stanley and Blackknife is a global strategy. The operation in the field of auto maintenance in China is on the mainland. However, we can see that foreign-funded enterprises have entered a period of strategic breakthrough and are slightly different from previous strategies and are extremely chaotic in the industry. Under the circumstances, some foreign-funded enterprises have begun strategies such as capital operations, acquisitions, and mergers and acquisitions to quickly increase their overall strength.
In addition to their own internal adjustments, foreign-funded enterprises are gradually accelerating the pace of localization. The localization of foreign-funded enterprises is an old-fashioned issue, and it is also a question that foreign-funded enterprises must always pay attention to – strategic issues. In terms of localization, Noble is an expert. Although Noble is a foreign brand, it is always an old Taiwanese and understands the people of the mainland. Therefore, its marketing strategy is more localized and results in better results. The past experience of the Gidori brand to the market is very high-end, high-end, high-end marketing methods are very Western, and the market share in China has been developing slowly, but in the past two years, they are also paying attention to the issue of localization, taking the Chinese market " "More close to" thinking, strive to proceed from China's actual situation, adopt more flexible strategies in marketing, channel development, etc., rather than continue to adhere to the inherent Western model, with the change of strategy, their sales are gradually increasing .
The advantage of foreign-funded enterprises is obvious, both innate and acquired. Congenital for the Chinese market believes that the brand of foreign investment is good. The day after tomorrow includes product and experience advantages. However, disadvantages exist. The main reason is whether or not the brand can be operated according to the characteristics of China's market. The personal relationship is a major test. In fact, the localization of foreign-funded enterprises is mainly reflected in the communication with the Chinese people. They must listen to their voices and act according to their thinking habits instead of doing things according to their own inherent Western thinking characteristics.
Speaker Magner,Disc Magnet,Permanent Magnet
Yongze Magnet Co., Ltd. , http://www.nb-magnets.com