案例分析差异化聚集让销量倍增Case analysis differentiation and aggregation make sales doubled.docx
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案例分析差异化聚集让销量倍增Case analysis differentiation and aggregation make sales doubled.docx
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案例分析差异化聚集让销量倍增Caseanalysisdifferentiationandaggregationmakesalesdoubled
案例分析——差异化聚集让销量倍增(Caseanalysisdifferentiationandaggregationmakesalesdoubled)
Caseanalysis:
"differentiationandaggregation"makesalesdoubled
SouthernChinacustomerservice:
Threehundredandforty-twomilliontwohundredthousandthreehundredandfifty-five
NorthChinacustomerservice:
Fivehundredandfourmillionfivehundredandsixty-fivethousandsixhundredandfifteen
Hubeicustomerservice:
Fifty-eightmillionsixhundredandninethousandfourhundredandone
Thelatestinformation
Themedicinemarketingtopics:
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Caseanalysis:
"differentiationandaggregation"makesalesdoubled
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adminreleasedate:
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Caseanalysis:
"differentiationandaggregation"makesalesdoubled
"Youhave,Ihaveallhave,ah,""hero'ssong"thelyricslikespecificallyformanysmallenterprisesandwritegenericdrugs:
fromproduct,pricetomarketingmode......Butiftheenterpriseswanttomustachieve"talentshowsitself,youhave,Ihave,Ihave"
Case:
WangJinxue
Chinahasmorethan4700drugmanufacturingenterprises,thecompanyannualsalesincomeof50millionyuanaccountedforlessthan70%above.Many,small,scattered,low,homogeneouscompetitionwillstillbeChina'spharmaceuticalindustryforalongtimethepain.So,forsmallenterprisesintermsofgenericdrugs,howcanthetalentshowsitselfinthefiercecompetition?
Thebasiccompetitionstrategyoftheenterprisehas3kinds:
costleadershipstrategy,differentiationstrategyandfocusstrategy.Theenterprisemustchooseonefromthesethreekindsofstrategy,asitsleadingstrategy.Eitherthecostcontroltolowerthancompetitors;oroutoftheordinarycharacteristicsintheformofbusinessproductsandservices,sothatcustomersfeelthatyouprovidemorevalue;orenterprisededicatedtoaparticularmarketsegment,aspecificproductoraspecificgeographicrange.
Forthesmallenterprisesintermsofgenericdrugs,whatalmostnocostadvantage,theonlyviablestrategyisthedifferentiationstrategyandfocusontheorganiccombinationofstrategy,concentrationofresourcesandcapabilitiesthroughdifferentiatedcompetitiontoseekabreakthrough,atonepoint:
thedifferentiationfocusstrategy.
Generallyspeaking,thecompetitioncanbedividedintosixlevels,fromthepricelevel,qualitylevel,functionlevel,servicelevel,technicallevel,hasbeendevelopedtothebrandlevel.Forsmallandmedium-sizedpharmaceuticalcompanies,inadditiontoalreadyestablishedacertainbrandofsomeenterprises,allinprice,technology,quality,functionlevelwhatnoobviousdifference,therestcanonlyfight.
Inthelimitedresourcesandcapabilities,notmanyadvantagesofsmallenterprises,mustcarefullyanalyzetheresearchonthecompetitiveenvironment,andfullystudythecompetitors,tocarefullyassesstheirownresourcesandabilitytoconcentratesuperiorforces,findabreakthrough,blazeanewtrail.Thatistosay,wemustfindoutthestrategiesandmethodsdifferentfromothers,theonlyway,
Theenterprisecangetridofpassivesituation,onestepaheadofothers,thefirsttohavethe"off"stage.
[cases]
Zpharmaceuticalfactoryhasmorethan50years,intheproductionandsaleofOTCbasedmedicine,prescriptiondrugsalesrelyoninvestmentagencymode,themarketbasicallylimitedtotheprovince.Duetovariousreasons,enterprisesinbrandbuilding,researchandtechnology,marketnetwork,teamconstructionhasbeennobigbreakthrough,thescaleoftheenterpriselong-termhoveringinthethreeandfiftymillionyuan.Aftercarefulscreening,foundZpharmaceuticaltreatmentofstoneproductsTmanufacturersless,hasacertainproductsellingpoint:
pureChinesemedicine,goodresults.Atthesametime,theregionhasacertainadvantage:
Althoughthedevelopmentofthehospitalisless,butthedirectoroftheDepartmentofseveralhighdegreeofrecognition.Inaddition,thelocalhighincidenceofgallstonedisease,butthereisnoprominentbrand.Therefore,theenterprisedecidedtoincreasetheacademicpromotionefforts,andpriorityproductsT.
Expertsandenterprisesrelyingonregionalprofessionalsociety,inclosecooperationwiththeagents,byactivelyparticipatingintheconference,theprovincialhospitalpromotion,Department,clinicalobservation,professionalpapers,magazinesandotherformsofadvertising,sothattheoriginalhospitalsaleshasbeengreatlyimproved,anddevelopedanumberofhighqualityhospital.Atpresent,thesalesofTproductsintheprovinceofsimilarproductsinthetop,increasedfromabout20000000tonearly50million.
Duetolimitedresourcesandcapabilities,investmentpromotionagencymodelisthatmanysmallandmediumenterpriseshelplesschoice.Butmostoftheenterprisesinadditiontofightpriceespecially,ignoringthestrategiesandmethodsofagentmanagement,marketmanagementandotheracademicpromotion.Butinfact,simplepricewithlittlesuccess.Zenterprisestostrengthenacademicpromotion,notonlyclosecooperationwithagents,butalsogreatlyenhancethemarketshare.
ThesuccessofZpharmaceuticals,isthedifferentiationstrategy(marketingmodelfrominvestmentagencytosimplyincreasetheacademicpromotion,publicrelations,infactbelongstotheservicedifferentiationstrategyandcentralizedstrategy)(concentrateresourcesonaproduct,astrategyandaregionalmarket,productfocusstrategy,centralizedareathestrategyandfocusstrategy)strategycombination,namelythedifferentiationfocusstrategy.
[comment]
The"breakthrough"ofpower
JiWei(ShanghaiPachinkomediaoperationsdirector)
BroadsenseZpharmaceuticalsituation.Anditisthesame,manypharmaceuticalcompaniesarefacingthefollowingsituation:
nobreakthroughmarketingmodelhasbeenusedtoagentsystem,channelcontrolwasweak;varietyisfacingthehomogenizationproblem,thelackoffeatures;theoverallstrength,marketingsystemisunabletoformanationalfast.
Fromthepointoflong-termdevelopment,enterprisesmustgetoutofthispattern,inordertoenhancethecomprehensivecompetitivenessofenterprises.Otherwise,intheworkofstranglingthenationalbrandsandregionalbrands,enterprisescannotbeapartofthecountry,willbemercilesslygarrotte.
WhatshouldIdo?
Thisisambitious,aspiringentrepreneurshaveanurgentneedtoanswerthequestion.Especiallyinthepartoftheproductintothebasicdruglist","nationalhealthinsurance"or"Medicare",thisdesirehopemarketingbreakthroughandrapiddevelopment,intheheartcan'tstop"theheartofwuthering".
Zenterprisesolutions,isarelativelyidealandsafeway.Focuslesscompetition,sellingpoint,regionalmarketcapacitylarger,havecertainresourcesofterminalproductsT,thenaccordingtotheprescriptionoftheacademicpromotionroutine,doingdevelopmentinterminalpromotioninbreadth,depth,gainedsignificantmarketperformance.
Fromtheperspectiveofmarketcompetition,itisanagentofmanypharmaceuticalcompaniesUniversalmarketingbreakthrough"".Thisstrategycanbesummarizedas"focusingstrategybreakthrough",theinvestmentdirectionoftheinitiativetochangethemarketingresources,
Theconcentrationofforcesintheproduct,themarket,theformationoflocalcompetitiveadvantage,alsocanplaylightspeed,fastaccesstothebrandandsalespromotion,soastochangethepatternofsurvivalanddevelopmentofenterprises.
Weknowthatthebigcompanieshavescaleadvantages,buttheelephantnoseisafraidofdrilling,whichprovidesthebasisfor"breakthrough"strategyforvictory.Forthedevelopmentofenterprises,onlythefocus,inordertoallowenterprisestocontinuetoseizeopportunitiesoftheirown,haveacumulativeeffect.Thefirstadvantageandmaintainandcontinuetoexpand,letthefutureoftheenterprisesecurity.
Focusonasingleproduct,whichledtotheformationofchannels,fundamentalweaponpullterminalandenhancemarketandsalessystem;focusonminoritymarket,toexploretheformationexperienceaccordingtothemarket,setuptherearforalargerangeofcombat.Thisisasimple,effectiveandcommonwayofmarketing,buttobesuccessful,stillneedtodothrougheachlink.
Attheendoftheproduct.Onemustchoosetherightproduct.Selectionofproductsistochooseadestiny.Productselectionisnotgood,athanklesstask.Intheselectionofspecies,itisimportanttoconsiderthemarketcapacity,maturity,concentration,competition,brandsegmentationopportunities,productcompetitivenessandpolicystatusindex.ZpharmaceuticalproductT,isatypicalmarketnicheselection.IfthisisatraditionalChineseMedicineDepartmentofCardiology,themarketoperationisprobablydifficulttoobtainsimilarresults.Second,inbrandplanning,tograba.Discoverandseizethemarketgapconcept,rapidshare.Thepositioningofproductsorconceptsmustbesingle,sharp,buildbrandawarenessandacceptanceoftheconcept,advancedintothemind,andthenconsiderloyalty.Thepres
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