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Differentiation is the only choice for 60,000 furniture factories to find the relative advantage
From 2009 to 2010, the country’s rising trend of “landlords†is still in the state of “vintageâ€. Under the slogan, you want to take a step back in the market. Manufacturers, dealers and stores are “harmoniousâ€. . However, at the time of the store, it was a good time to smash the land and flourish the flowers. With the mentality of "one party is big", where is the mood to calm down and listen to the voices from customers and third parties. Imagine a scene in which people push each other and are crowded. They want to find an exit but don't know where the direction is, but if you stand taller and look farther, you will know the crowds around you. In fact, it makes no sense to you. Because freedom is at a height. In the president's class, Mr. Xu Boming spent a whole day on the theoretical level from the strategic positioning to the framework setting to the implementation of the program, and detailed analysis of the Meikemeijia, IKEA, All the company examples, such as Quanyou and Mingzhu, let the students walk out of the dilemma of seeing the trees without seeing the forest, let the students take lectures on how to reposition their own enterprises, and teach you a set of tools, models and methods. Differentiation will be the only choice and slightly different from Qu Mei. He believes that strategic positioning is a two-way thinking process. It must fully consider the resources and genetics available to the enterprise, and at the same time grasp the market demand and determine the opportunity market. Interactions interact with each other. Many companies did not have a strategic positioning at the outset, and they were re-considering the strategic positioning problem if they were doing something wrong or had more retaliation. It can be said that a successful enterprise must have a clear strategic positioning. He said that the three coordinates of positioning: price and value drive, classic positioning and fashion positioning, product line width and product line narrow. The middle level of the market pyramid is in a day-to-day competition, and differentiation will be the only option. At the beginning of its establishment 50 years ago, IKEA carefully analyzed the position of almost every existing powerful company in the market, where it is crowded and where there are opportunities. The only blank spot found is the low-priced modern product, only the flou family. Although this segment has only 30% market share, the small market has achieved the current big IKEA. Differentiation to identify relative advantages from the latest findings of the market pyramid model shows that companies in the apex, such as Da Vinci, Meikemeijia, etc., are sporadic; low-priced products at the low end, such as Quanyou, Pearl Double Tigers found that there are not many brands that can be found. There are very prominent companies at the top and bottom. However, at the middle level, there are thousands of brands, and there are 60,000 furniture factories. The companies are in a state of competition and are inundated with each other in the Red Sea. “For companies at the middle level, differentiation will be the only choice, seeking comparative advantage, or absolute superiority.†Xu Boming said that only three needs can be differentiated in terms of demand, suppliers, and self. However, the family has its own special material attributes, and it is necessary to comprehensively evaluate the relative advantages through multiple evaluations such as low frequency of purchase, style, function, materials, environmental protection, and after-sales service. At the same time, because of the comprehensive evaluation of products, many companies are often lost in many comprehensive indicators. For enterprises to develop, it is not enough to have a strategy. It is necessary to seek a landing system, and the three modules of product service system, business model and brand are the foundation. Companies must have a clear strategic framework and detailed implementation plans, and evolve as the situation changes. “The transformation of SMEs with immature or insufficient strength is necessary to keep a low profile and darkness.†Xu Boming suggested that smaller companies can reposition themselves in today's market, try new models, and have long-term development plans.