I. SME marketing strategy mode selection requirements
Small and medium-sized enterprises are thin, relying on their own single guns and fight with powerful opponents, but should be relying on their own advantages, we will take long supply; in marketing, ingenious adoption "avoiding", "borrow", " "Strategy.
1. "Avoid" is a small and medium-sized group to avoid positive conflicts with large enterprises, that is, avoid production and large enterprise fists products, avoid the strong market capital of large enterprises, avoiding large-scale business distribution channels, avoiding Promotion tricks using large companies Otherwise, the same marketing strategy as large companies will not only be taken from each other because they have hit each other, but they will always be difficult to develop because they live in the shadow of "giants".
2. "Borrow" is SMEs should make full use of large-scale resources to develop themselves. Large-scale enterprises have good goodwill and statute brands, SMEs can be wrong, large-scale companies have a broad fast marketing network, SMEs can borrow; large-scale companies have sufficient funds and advanced management technology, SMEs can also be wrong ...... As long as SMEs have a good ability to integrate resources, everything can be used for it.
3. "United" is the joint and support of SMEs themselves. In the absence of foreign aid, the SMEs hose each other, from small and large, stronger, will greatly enhance the ability to resist risks.
Second, the marketing strategic model for SMEs
1. "Gap Marketing" strategy
Small and medium-sized enterprises are thin, the competitiveness is weak, and it is difficult to carry out positive direct competition and counter-strength, otherwise it is tantamount to "egg touch stone". Before the SMEs have grown, it is best to protect the virtual, "clamping the tail", that is, first find that large businesses have not found, or large companies do not want to do not want to do without future and profits as their own target market. . In this way, you can avoid the huge threats of large enterprises, and wait for your forces to increase; after the time is mature, it will compete with large enterprises. Shanxi's Nanfeng Group's Qiang Laua powder positioning strategy is to first choose Shanghai Olympics, US Procter & Gamble and the United Kingdom, and the rural market that is neglected by large enterprises such as United Kingdom, and has developed into the national first in the country.
2. "Satellite Marketing" strategy
SMEs must develop themselves by helping the advantages of large enterprises. Many large companies have the advantages of product branding and market status, which are "star" in the market. These companies are not universal, and their development requires a lot of supporting projects, such as non-core related components, some services, etc. are required to be provided. SMEs can serve them for development opportunities for their services, first serve as their supporting role, namely the "satellite" rotating around the large enterprises. For example, the reason why SMEs in Wenzhou Hongqiao Town has been rapidly developed because they first take 32 national shares-based companies for "leading"; adopting a "entitlement processing, agreementary partition joint venture", and large enterprises The establishment of a stable processing and supporting service relationship, pulled 350 small enterprises in Hongqiao Town, making Hongqiao Town a bright pearl of Zhejiang.
Therefore, SMEs are supported by the large industry, both of the professional division of labor, and the reality of improving their competitiveness.
3. "Boost Marketing" strategy SMEs can also carry out international marketing, but they are different from large-scale companies in building international distribution channels. Large companies can establish a strong agent distribution network abroad and even establish a branch system, fully control and have their own product circulation channels. SMEs have some degree of shortcomings because they are in terms of funds, technology, or in terms of human resources and management experience. Therefore, the sales of SMEs, "borrowing ships" is not lost to a feasible strategy. One of the strategies of "Borrowing Ships" is "pig style" export, that is, SMEs reach exports through the production of export products produced by export products of large enterprises. Here, large companies are "weight", and SMEs are "player". For large companies, export products have additional products of SMEs, more competitiveness in the international market; for SMEs, while exporting in large-scale export enterprises, their products are also exported abroad. The second of "Borrowing the Ship Out" is the production of the production, which is the sales of some multinational big companies, and then, with the strong sales network of multinational companies into the international market. The third "Borrowing Ship Out" strategy is to cooperate with foreign companies, borrow foreign funds, technology, channels and management. 4. "Virtual Marketing" strategy
For SMEs, and large companies are relatively lack of enterprise resources. Therefore, SMEs should use limited resources on the blade. Virtual operation is a modern marketing model that overcomes the lack of resources. "Virtual Business" means that enterprises break through tangible boundaries, only the most important core features of them, such as production, marketing, design, finance, etc., and efforts to virtualize other features, ie Complete organizations for these features, while providing outside the enterprise. Therefore, for some small and medium-sized enterprises that have already mastered the core resources or core competitiveness, it is a great strategy that uses virtual operations. SMEs can virtual personnel, borrow enterprises outside human resources to make up for the shortcomings of their intellectual resources; they can virtually, the external power of enterprises, to improve the department of disadvantages; can also virtual factory, enterprise centralized resources, exclusive attached value Design and marketing, its production is entrusted by the company's regional business production. The development of Nike, USA is a model of "virtual marketing" success. Nike is an enterprise that is neither production workshop without sales networks, with only the core competitive sneakers design departments and marketing departments, production and sales, through external organizations. 5. "Symburo Marketing" strategy
"A chopsticks are broken, and ten chopsticks are broken." Although a single SME is a bit weak, it is indestructible for a small and medium-sized enterprise in a cohesive force. Symbiotic marketing is "with the contract to cooperate with the project with two or more companies independent companies." The first way is the combination of competition companies. For example, 323 low-voltage electrical companies in Wenzhou will join more than 320 large and medium-sized cities across the country, and 230 county-level administrative districts have been unified sales in companies, branches and the stores, and open in 18 countries. Diremarket, 53 sales companies, a huge and sensitive marketing network has been formed, which avoids self-conflict, and provides guarantees for the sales and corporate image of various enterprises, so that today's Delix Group , Zhengtai Group and Xinhua Group and other large enterprises; the second way is the combination between complementary enterprises. For example, the ceramics, bathroom, floor, curtains, lighting, cabinets, wallpaper and other industries will jointly become a unified propaganda, complementary advantages, complementary advantages, and service mutual home decoration "Joint Fleet".
