About the "appropriate" theory of marketing

1. Give examples to illustrate the application of various market segmentation standards

Answer:

Du Fu, a great poet of the Tang Dynasty, said in a poem: "Specialty is based on personal elegance. "A metaphor for using creativity and creating a new style. ? In product marketing competition, operators must proceed from reality, select appropriate market targets, formulate the best marketing mix means to enter the market, design products that are very different from competitors, and satisfy various markets and customers. needs to be different from the other party's sales strategy, use the lowest cost, and strive for the greatest sales effect, thereby breaking the stalemate and taking a step forward than the opponent. ?The essence of this strategy is to achieve the market goal of seeking differences in similarities through market segmentation when the competition between enterprises is in the "zero difference" stage. Through analysis, we can discover those blank markets and potential markets that have not yet been occupied by competitors, seek new market opportunities for enterprises, and adopt effective competitive strategies and marketing methods to defeat competitors and achieve better results. The competition between Japan's two larger candy factories: Morinaga Confectionery Co., Ltd. and Meiji Confectionery Co., Ltd. vividly reflects the practical effect of this strategy. ?At first, the two companies had roughly the same strength, both producing chocolate candy tablets of the same specifications, and their performance was similar. ? Later, Morinaga Confectionery Co., Ltd. was innovative and launched a large "high crown" chocolate product priced at 70 yen per piece for the adult market. Since it was very suitable for adults' taste and consumption needs, sales increased significantly, and it once took the lead. . ? Seeing that its rivals were leading the way, Meiji Confectionary Company was not to be outdone, and further segmented the customer market, and very cleverly designed two specifications (ingredients) of chocolate called "Alfa", one priced at 60 days. Yuan/block, another pricing is 40 yen/block, and the combined price is 100 yen/block. ?In this way, on the one hand, it can compete with Morinaga Confectionery Co., Ltd. in terms of price, and at the same time, it can segment three markets: ?The sales target of 40 yen per piece of chocolate is junior high school students aged 13 or 14; The sales target of the 60 yen chocolate is high school students aged 17 or 18; the two types of chocolate are combined into one portion and can be consumed by adult customers. This greatly broadens the market coverage, so that the company's benefits surge, and it quickly surpasses its opponent. ?The key to this strategy is the word "different". Morinaga Confectionery Company found a new way to carry out creative marketing, so it became a winner in the market. This business method is indeed worth learning from many companies. ?During the Spring Festival of 1999, the sales war in the liquor market became fierce. Various gods and gods fought against each other, which was really beautiful to watch. Among them, there is a kind of "Erliangzhuang Jianzhuang" wine, which is very popular. Wuliangye Distillery changed its previous practice of bottling large quantities of wine and launched "two-pack" Jianzhuang liquor, which suddenly became a hot-seller in the southern market. ?Why are consumers interested in the "two-pack" Jianzhuang? As far as alcoholic products are concerned, this small package seems to reduce the price, and is obviously more popular with low- and middle-income people for one-time consumption. Moreover, the small package of two or two is easy to carry, making it more popular among young people who have a wide range of activities and frequent activities. Obviously, this kind of ingenious small packaging caters to the psychology of consumers. ?Thus, 2-packs of Jianzhuang Baijiu have become one of the best strategies for Wuliangye Winery to surpass other competitors. ? "Separate tailoring for the body", the emphasis is on "different tailoring", that is, to discover new competitive strategies through market segmentation. Today, when market competition has shifted from "mass marketing" to product differentiation marketing, and then to highly personalized "target marketing", it is even more important to come up with new ideas. ?Because people have different needs and desires, and they have strong personalities, each consumer may constitute an independent market. Therefore, highlighting "personalization" has become one of the best strategies for "originality". ?For example, in order to emphasize that their products are highly personalized, large companies like Boeing only serve a few large airlines and customize different products for them. ?In order to more effectively discover blank markets and establish their own target markets, merchants can classify target consumers. There are many classification standards, for example: According to age, they can be divided into young children, teenagers, young people, middle-aged people and the elderly. ?Divided according to gender, it can be divided into men and women. ? According to the income level, it can be divided into the poor layer, the subsistence layer, the moderately prosperous people and the wealthy layer. ?In addition, it can also be classified according to religious beliefs, education level, interests and hobbies, etc.

?For each category of consumers, we can "uniquely" provide corresponding products or provide corresponding services, thereby winning more market share. ?For example, the toy market can be segmented by age and gender. ?From an age perspective, babies under 1 year old like brightly colored toys that can move. Children aged 3 to 4 prefer intellectual toys that are challenging. ?From a gender perspective, male dolls are more interested in toy cars and toy guns, while female dolls are more interested in toys such as rag dolls and kittens. ?Another example, in the cosmetics market, you can also use the method of market segmentation to be "unique" and find blank spots in the market. ? The Japanese company Shiseido has conducted an in-depth investigation of the Japanese female cosmetics market and divided them into the following four categories according to age: The first category is women aged 15 to 17 years old. They are in their blooming season, pay attention to dressing up, pursue fashion, and have a strong awareness of the demand for cosmetics, but they often buy a single cosmetic. ?The second category, women aged 18 to 24. They are also very concerned about cosmetics and are active consumers. As long as they like the products they like, they will not hesitate to buy them even if they are expensive. ?The third category, women aged 25 to 34. Most of them are married and the use of cosmetics has become a daily habit. ?The fourth category, women over 34 years old. Their needs for cosmetics are relatively simple and single. ?Based on such segmentation results, Shiseido will launch different products in a targeted manner. As a result, market efficiency greatly exceeded that of peers. ?In fact, this is indeed the case. Today, as the market competition becomes increasingly fierce and product homogeneity becomes increasingly serious, the only way to win is to be "ingenious".

2. Basis for product positioning and positioning strategy

Those who have read "History of the Chinese Revolution" must still remember "Jinggangshan, Hunan, Hubei and Jiangxi, Yan'an, Shaanxi, Gansu and Ningxia" etc. The names of the "red revolutionary base areas" in different historical periods of the Chinese revolution. The Communist Party of China, headed by Comrade Mao Zedong, relied on these "base areas" to not only preserve the revolutionary fire, but also strengthen the revolutionary force. The base areas are also like sparks of fire, "burning" all over China, realizing the great victory of Comrade Mao Zedong's strategic idea of ??"encircling the cities with the countryside and finally seizing the cities". This is a shining example of the revolutionary forces using less to control the many and the weak defeating the strong against the reactionary forces. It is one of the magic weapons for the success of the Chinese revolution.

This is how the Chinese revolution succeeded, and so is the reason for winning in market competition!

The market has similarities and differences in terms of its essential characteristics, and in terms of its spatial distribution There are two types of markets: overall market and regional market. If each "red revolutionary base area" is compared to a regional market, then the development principle of "creating local advantages where there is no overall advantage" in the base areas can be interpreted as a winning strategy for modern enterprises in regional market competition: instead of In the overall market, it is better to create advantages in regional markets than to compete with strong competitors; instead of occupying a very small market share in a broad market, it is better to increase market share in certain regional markets - this is true for large enterprises, but also for small and medium-sized enterprises. This is especially true for enterprises!

However, not every enterprise can understand this principle or consciously apply this principle in marketing practice. The author has analyzed and studied the reasons for the marketing failures of many small and medium-sized enterprises (especially consumer goods manufacturers), and found that most enterprises have not yet established a clear and stable regional market, the basis for their survival, to expand the overall market. (i.e. national market). Its market expansion activities have neither clear ideas, strategies, nor specific and feasible measures and methods, and are very arbitrary and blind. There are two tendencies in product sales: one is the "guerrilla warfare" style of "dragonfly tipping water" - selling wherever and however much can be sold; the other is the "sprinkling pepper" style. "All-out war" - casting a wide net and sowing seeds everywhere, striving to "sow widely and harvest abundantly". The above approach may be able to achieve a certain amount of sales to a certain extent, but its disadvantages are obvious: without a clear regional market target, it is like a ship sailing on the sea without a course, and it is difficult to achieve various business indicators of the enterprise. Second, without a stable market base and strong market support, it is difficult to form a competitive advantage, which will eventually lead to the ending of "Huang Chao and Shi Da". This is an irrational marketing behavior that is eager for quick success or quick profit or greedy for perfection, and is extremely harmful to the medium and long-term development of the enterprise.

As we all know, the market economy is essentially a competitive economy.

If enterprises as market entities, especially small and medium-sized enterprises with weak comprehensive strength, want to achieve steady development in the competition among strong players in the homogeneous product market, they must first establish a base for survival - a clear and stable base. regional market. "Survival first, development second". This is a market strategy that aims to create local advantages in a limited space and win a larger market share, thereby effectively resisting competitive attacks, preserving and growing oneself, and is a powerful tool for enterprises to win. Therefore, for those enterprises that are still in the "guerrilla warfare" type of marketing operations, it is a good idea to quickly change the "guerrilla warfare" and "all-out warfare" in sales and establish a clear and stable regional market in order to develop. It’s a smart move, and companies should work hard to do it.

So how should enterprises (especially small and medium-sized enterprises) establish a clear and stable regional market?

The author believes that in order to successfully establish a clear and stable regional market, it must be " "Think before you act", make marketing plans in advance, that is, make decisions in the following six aspects:

1. Correctly understand and divide regional markets

Why do some companies fail to establish clear and Stable regional market? One of the reasons is the lack of basic understanding and correct understanding of the regional market.

Regional market, in short, refers to the regional scope of product marketing. The interaction of its constituent factors creates market characteristics with similarities and differences, so its market characteristics have different manifestations.

It first manifests itself in differences in geographical span. There are differences between east and west, north and south, coastal and inland, inter-regional and intra-regional, local and foreign. This will manifest itself in differences in market size. Large, it can be as big as a province, a region, a country, or a top city with a population of millions or tens of millions; small, it can be as small as an area of ??a city, or a town with a population of less than a few hundred thousand. Third, it is reflected in the differences in market characteristics. Due to the differences in the economic, political, cultural, natural and other market environments of various regions, each region has its own marketability, just as the Chinese food culture shows "sweet in the east and salty in the west, sour in the north and spicy in the south". Fourth, it manifests itself in differences in consumption characteristics. Due to differences in consumption conditions such as population distribution, consumption levels, and consumption patterns in various regions, different regional consumption characteristics are bound to form, such as urban consumption patterns and rural consumption patterns, which are ultimately reflected in differences in the degree of commodity marketing. Because of differences in market environments, consumption conditions, product characteristics, and marketing strategies of various regions, even the same product has different sales potential in different regions. For example, sales of double-tube washing machines are large in cities, but sales in rural areas are small.

Understanding the above characteristics of regional markets will help enterprises establish the following understandings:

l. Not all regional markets are suitable bases for the survival and development of enterprises;

< p>2. Not all regional markets can be entered at will or need to be entered immediately or with all efforts;

3. Regional markets are different in size, which means whether a company's marketing resources can adapt to it. Question;

4. Regional markets have different market characteristics and consumption characteristics, which also lead to different marketing methods and marketing strategies.

Understanding the above principles, enterprises can at least know that they should choose regional market targets that are suitable for their current actual conditions. However, regional markets are diverse and diverse. Which ones are suitable goals for enterprises? This requires dividing and classifying the overall market, finding out the differences, summarizing the similarities, and providing a correct and reliable basis for the final selection. The division method is as follows:

1. Based on the distance from the location of the enterprise, it can be divided into:

Local market: that is, the market area centered on the province (city) where the enterprise is located;

Other market: that is, the province where the enterprise is located Market areas other than (city);

2. Based on regions with similar or similar market characteristics, it can be divided into:

Northeastern market (Heilongjiang, Jilin, Liaoning, Dongmeng) , Southwest market (Yun, Gui, Sichuan, Chongqing), East China market (Jiangsu, Zhejiang, Anhui, Shanghai), South China market (Guangdong, Qiong, Fujian, Guangxi), etc.

3. Based on the size of the city, it can be divided into:

Primary market (such as top cities Beijing, Shanghai, Guangzhou, Wuhan, Chengdu, etc.);

< p>Secondary market (such as provincial cities Zhengzhou, Jinan, Nanjing, Kunming, Shenzhen, etc.);

Tertiary market (such as regional cities Baoding, Luoyang, Wenzhou, Foshan, etc.);

Fourth-level markets (such as Shunyi County, Fengrun County, Tangyin County, counties, townships, towns, etc.).

2. Clear selection and positioning of regional markets

Why do some companies fail to establish stable regional markets? The second reason is that the regional market target is not clearly defined, and clarifying the regional market target is the key to the success or failure of a company's market expansion, so corporate marketing decision-makers should choose it carefully.

Clearly defining regional market goals is actually a question of accurately selecting and positioning regional markets, and also a question of whether the company's current marketing resources can adapt to specific regional market conditions.

So, what kind of regional market is the current more suitable market target for the enterprise?

Generally speaking, the selected regional market target should meet the following conditions:

1. Large market capacity and potential (large population, high purchasing power, high demand, etc.);

2. Obvious location advantages (complete economic infrastructure and sound market development);

3. The competitive situation is relatively clear (competitive products, good competitive environment, etc.).

At the same time, the selected regional market target should also meet the following requirements:

1. Maximizing market share means that the selected area can make the enterprise's input and output proportional, and strive to achieve the largest market share under the premise that subjective and objective conditions are compatible, and produce better economic and social benefits.

2. Equalization of marketing resources, that is, the company should fully consider its current reality (product characteristics, capital reserves, personnel quality, etc.), measure what it has, and do what it can; the number of target areas should not be appropriate Too much, the geographical span should not be too large, and the scope should not be too wide.

According to the above conditions and requirements, the selection of regional markets can be carried out according to the following ideas:

1. Choose an area where your product is likely to be marketable. The so-called marketability means that the product characteristics can meet the material and spiritual needs of the target customers, and the distribution channels can be highly smooth. This requires companies to look for regional targets based on the characteristics of their products. For example, "China Jinjiu" has achieved great success because its product characteristics have adapted to certain consumer needs of target customers in Southeast Asia and the southeastern coastal areas. Therefore, at the beginning of its market expansion, it first entered the Guangdong market.

2. Select an area with similar market conditions. The so-called similar market conditions refer to different geographical spans but basically similar regional external environments and internal constraints. Similar market conditions help companies find the target market for their products and possibly implement successful marketing experiences. For example, Red Bull functional drink has chosen major and medium-sized cities with accelerated life pace and advanced lifestyle as its target areas, establishing a "market leader" position among similar products.

3. Choose the nearest and most convenient area. As the name suggests, it means nearby convenience. The most convenient area is the local market and its surrounding markets. Because it has the advantage of "timing, location, and people", many companies regard it as a "base area" and focus on developing it when they first expand the market.

After the regional market target is selected, it needs to be accurately positioned based on the status and role of the region to clarify their respective market positions and prioritize:

1. Position the areas where the product is likely to be marketable as the entry field and serve as candidates for final selection; some may be selected, some may be unselected, or even not selected;

2. In the access market, the districts and cities that the enterprise's current marketing capabilities can enter are positioned as preferred markets:

3. Position the areas in the preferred markets that may create local advantages as key markets, and enterprises should make every effort to develop them;

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4. Position areas in key markets that can play a radiating and driving role as central markets, and companies should give full play to their advantages and strive to develop;

5. Position areas other than the above markets as central markets. For secondary markets, companies currently do not need to fully develop them, but they can cultivate the market in a targeted manner and select customers.

Finally, based on the above-mentioned selection and positioning, a clear strategic policy for regional market promotion should be formed to guide marketing practice.

"Based on the local area, focusing on XX, first inside and then outside, from point to surface, focusing on both ends (terminals, channels), with both hands (promotion, management), proceeding steadily and advancing step by step."

3. Reasonable deployment and allocation of regional markets

Why are the regional markets of some companies unstable? One reason is the lack of coordination between regions.

No matter how wide or small the regional market is, once it is determined, the enterprise should establish the strategic thinking of "one game of chess as a whole" and proceed from the overall situation to rationally "strategize the layout".

From a macro perspective (overall), the following can be adopted:

1. "Break it into parts" method: Divide a certain regional market into several interrelated "war zones", and each "war zone" is further divided into several "battle points" that respond to each other, and each "battle point" can be connected into The purpose of several closely connected "fronts" is to sort out the market context, highlight key points, seize the key, and drive the overall situation.

For example, the East China market can be divided into three war zones;

①Yangtze River Delta war zone (flat distribution)

Battle points--fronts; Zhenjiang--Changzhou- -Wuxi--Suzhou (along the railway); Yangzhou--Jingjiang--Zhangjiagang--Nantong (along the highway)

②Hangjiahu Theater (triangular layout)

Battle Points-- Battle line: Hangzhou-Jiaxing Huzhou (along the highway).

③The lower reaches of the Yangtze River theater (in a strip-shaped layout)

Battle points--fronts; Anqing--Ma'anshan--Tongling--Wuhu (along the main stream of the Yangtze River).

2． "Point-to-surface response" method: The layout of each war zone should be centered on a central city in a certain city group (belt), and the distance from the logistics to the customer within one day as the radius to conduct point-to-surface integration to form a radial, Market patterns such as concentric circles, sectors or triangles.

For example, the Hubei market western front theater can be centered on Jingsha, connecting Jingmen to the north, Xiangbei to the south, Xiantao and Qianjiang to the east, Yichang, Jingsha, Jingmen and Xiantao, Tianmen and Qianjiang to the west. Two triangular patterns, one large in the east and one small in the east, echoing each other.

3. "Threading threads through beads" method: taking the main railway lines, highway lines, and water transport lines within or between each war zone as the main lines, connecting the transportation hub cities into lines, forming a vertical and horizontal interweaving network pattern .

For example, the Central Plains Market can be centered on Zhengzhou, with the Beijing-Guangzhou Line and the Longhai Line as the vertical and horizontal coordinate axes, connecting Xinxiang and Anyang in the north, Xuchang, Luohe, and Xinyang in the south, starting from Xi'an and Luoyang in the west, and ending in Kaifeng and Xuzhou form a "cross-shaped" connected market pattern.

Micro (action) can be adopted:

l. "Go cloth piece" method: When it comes to launching a market in a certain urban war zone, if the company adopts the marketing method of "direct sales or direct sales + distribution", it can simulate the method of playing Go and implement the strategy of "surrounding by partition, slicing and contracting". Divide the urban area into several areas according to natural features (such as mountains, rivers, railways, bridges, landmark buildings), and divide the areas into several residential areas according to administrative divisions; select a certain area as a breakthrough point, and gradually launch management and marketing operations to cover a wide area, "nibbling away in pieces, one by one" Defeat" until the entire city is captured. For example, the shopping mall in Wuhan City can be divided into the Yangtze River and the Han River, dividing Wuhan into three major areas: Wuchang, Hankou, and Hanyang. Then Qiaokou District is selected as the key breakthrough point, and divided into residential areas according to streets, and divided into small groups or detachments. Break through one by one.

2． "Tic-shaped or bow-shaped point distribution method": When launching a market within a specific marketing operation area, you can choose a certain business district to distribute points (retail points) horizontally (=), and then vertically (||), or press The "bow"-shaped folding points are chosen every 10-20 meters to stimulate the comparison mentality of retailers and encourage them to obtain loans, so that the products can be quickly put on the market.

4. Effectively enter and radiate regional markets

Why are some products not launched after being launched for a long time? One of the reasons is the poor way and timing of corporate product entry.

Entering the regional market is actually a question of entry methods, entry timing and strategic issues.

First, choose the appropriate entry method:

1. "Self-operated business, self-built network" - direct assistance (excluding MLM)

This is an independent way to establish a market based on the company's own capabilities.

Its advantages are: it can establish its own channel network, take the initiative in the market, and respond proactively to any changes in the market. Its disadvantages are: large marketing expenses, high quality requirements for marketing personnel, and market expansion based on its own strength alone. The success rate is small. If the company is strong, you can choose this method. This method is suitable for entering local markets and key markets.

2． "Rely on middlemen" - distribution (or agency)

If the market development is difficult and the company's strength is not timely, the company can choose a powerful and reputable dealer for distribution (or sales agency) , on the one hand, it can use its distribution network to quickly cover the market with products; on the other hand, it can reduce investment and reduce sales costs. Its disadvantages are: once a dealer obtains distribution rights, the company has almost no control over the market; there is a lack of market information feedback loop. If the company improperly handles the relationship with the company or changes personnel, it may lead to inconsistencies in dealer fees and failure to withdraw loans in a timely manner. This requires companies to have smart "riders" and "driver" dealers. This method is suitable for entry into foreign markets.

3. "Walking on two legs, keeping pace with each other" - direct sales + distribution

This method combines the advantages of direct sales and distribution, focusing on direct sales, which can not only make use of the dealer's distribution network, but also Can take the initiative in marketing, but must handle the relationship between the two. Pay special attention to the interests of dealers, otherwise there will be a "chaotic market" situation. This method is more suitable for entry into local markets or key markets.

4． "Integration and penetration, first survival and first prosperity"--Marketing partnership system

This method is that on the one hand, the company selects a reputable and powerful dealer in the target market as the exclusive general marketing agent , on the one hand, dispatching capable and reliable business representatives to work with them, and jointly develop the market under the guidance of the manufacturer, forming a "partnership" in which benefits are shared and risks are shared, so that market conditions and competition can be reliably grasped. Dynamic, and can use the dealer's distribution network, which not only reduces the risk, but also increases the transparency of marketing. This method is more suitable for entry into foreign markets.

Whether to use the above methods or not depends on the actual situation of the enterprise and the market.

Secondly, you should choose the right time to enter the regional market. The right times are:

1. Before the peak sales season;

2. When major events occur or important holidays arrive;

3. When the total market demand increases;

4. When there is a gap or break in the market.

Entering regional markets should also focus on the use of strategies, such as:

A. Off-season marketing, peak season sales

Most products have sales in off-peak and peak seasons. . The peak season is often the time when advertising and promotion wars for similar products are in full swing, while in the off-season many companies appear to be doing nothing and business is bleak. How to make a difference in the off-season and make things prosperous in the off-season is a question worth exploring for enterprises. Enterprises can use the off-season to go deep into the market, conduct research, or select new customers to consolidate old relationships and strengthen distribution channels to get off to a good start in the next peak season. You can also mobilize the market during the off-season (activate consumption with exciting themes, novel and unique methods, and attractive selling points) to make the slow season prosperous. Advertising and promotional activities with distinctive themes can also be launched in advance during the off-season to pave the way for peak season sales.

B. Fishing in troubled waters and taking advantage of the opportunity

Any regional market environment has uncontrollable factors for corporate marketing. Strong brands or competitors will inevitably encounter or appear in one way or another. difficulties and mistakes, and even market chaos. At this time, if a company seizes the opportunity to enter, attack its weakness, hurt its energy, and seize its share, the latecomers will definitely be able to take over.

5. Rational marketing and mobilizing regional markets

Why do some companies fail to start or establish regional markets? One of the reasons is that corporate marketing concepts fall into misunderstandings and lack of marketing skills .

The establishment of a district-city market is a purposeful and planned long-term activity, rather than a short-term behavior that happens overnight. The entire marketing process must be carried out under the radiance of rational marketing thinking.

Rational marketing is based on reality, specific market, specific analysis, and specific treatment.

The basis of rational marketing is market research. Without on-the-spot investigation and research, there will be no correct decision-making.

As far as specific regional marketing is concerned, enterprises must conduct scientific and effective market research at the beginning of entering any regional market to understand the market, customers, and themselves.

l. To understand the market is to understand the total population of the selected city, the total number of target customers, market capacity and potential; market purchasing power, consumption level, consumption behavior; distribution channel model, market competition status, economic infrastructure; analyze the demand for similar products and the market acceptability of new products; predict the market share, consumption and sales trends of this product, etc.

2. To understand customers is to understand the consumption needs, consumption psychology, consumption preferences and consumption capabilities of target customers in the selected area.

3. To understand yourself is to discover the strengths and weaknesses of the company through research.

Then conduct accurate market segmentation and positioning based on the above research results.

1． Find the right customers: Select the target consumer group for which the product is marketable:

2. Find the selling points: Seize the interest points that best meet the needs of the target consumers:

3. Reasonable pricing : With the goal of consumer acceptance, taking into account the interests and competitive needs of enterprises and intermediaries, adopt flexible and diverse pricing strategies and methods.

4. Effective distribution: adopt reverse thinking. Design distribution channels and select middlemen according to the bottom-up idea of ??"consumers-retailers-middlemen-manufacturers". The distribution channel model must be in line with market reality to facilitate in-depth distribution in the market.

5. Integrated marketing: It can create marketing events, integrating advertising, public relations, promotions, and sales management to "bomb" the market in an all-round way, striving to launch the market in a short period of time.

As far as marketing in various districts and cities is concerned, rational marketing is also reflected in the use of tactics and strategies in the process of market establishment:

A. Concentrate advantages and defeat them one by one. In the initial stage of establishing a regional market, enterprises should adhere to the principle of "act within their capabilities and follow up simultaneously", concentrate all resources, give full play to their overall advantages, go all out, and break through each one, and avoid "putting one egg in ten baskets". Fight quickly and achieve victory in one battle, and never make a fool of yourself.

B. Avoid the real and use the weak to attack the unprepared. Enterprises should fully consider the competitive status of the selected regional market, assess the situation, and wait for opportunities. If the largest share of the market is already occupied by competitors, either the market should be abandoned and a new area established, or the market segment or marketing weak point ignored by the competitor should be found, and the company should approach step by step until it wins a place and a certain share.

C. Stick to the local area and cultivate intensively. You can eat the "grass on the edge of the nest" at the beginning of market expansion and cultivate it intensively on the three-thirds of an acre of local market within a certain period of time to make it full, strong and outstanding. When the comprehensive strength increases, you can then look for opportunities to expand outside. .

D. Flowers bloom inside the wall and bear fruit outside the wall. There is such a market phenomenon that some local products are difficult to market in the local market, but are very popular in other markets. The main reason is that local consumers have certain prejudices or misunderstandings about local products, and they always feel that they are "distantly fragrant and near smelly". In this regard, companies may wish to engage in "curve marketing", starting from foreign markets first, and then "returning to their hometowns" after the product has gained a certain degree of popularity and reputation. The sales situation is likely to change drastically.

6. Comprehensively consolidate and maintain regional markets

Why are the regional markets that some companies have worked so hard to establish for latecomers? This is because companies have not comprehensively consolidated and maintained them.

As the saying goes; "It is easy to conquer a country, but difficult to defend it." The same applies to the establishment of district and city markets. After a company conquers a certain regional market, its market followers will follow in its footsteps and invade it. If companies want to hold on to the market, they must use strong and effective means.

One of the most effective means of consolidating the market is to penetrate the market, that is, to fully penetrate the existing market.

l. Network penetration. By offering profits to the vast number of middlemen, increasing advertising and promotion efforts, and increasing the sales volume of middlemen.

2. Product penetration. Expand the scope of product use (such as Master Kong instant noodles, from eating out to eating at home), increase product varieties (added braised beef noodles, Manchu-Chinese dinner), expand product utility (dry noodles that can be eaten dry), and improve product quality.

3. Customer penetration. According to the different needs of different customers, new products (such as instant rice, instant porridge, microwave food, etc.) are developed to meet the needs of different levels.

The second most effective means to consolidate the market is to maintain the market, that is, to comprehensively maintain the existing market.

Above, the author has elaborated on the basic ideas and methods of district and city market planning, but these are still frameworks and need to be planned in conjunction with specific market conditions in order to be highly operable. I hope that the thoughts in this article will be of benefit to enterprises, especially small and medium-sized enterprises, in establishing the regional market.

3. The necessity and importance of product understanding of product positioning for modern advertising planning

Today, our country's market is in an unprecedented and fierce "Warring States Period". The continuous emergence of many brands, especially the increasingly smaller differences and higher homogeneity between products, makes market competition increasingly difficult. At the same time, it is becoming increasingly difficult for consumers to choose among the "vast ocean" of products, and they are at a loss in front of more and more brands. As a result, many companies are even more troubled because they cannot win the favor of "God". In the end——

How can we stand out in the competition and achieve success?

The answer to this question must be explored from the perspective of consumers. Faced with these different brands, consumers do not have time to identify them one by one, and often only choose those brands that occupy a certain position in their hearts. From a strategic point of view, the smart competitive strategy is to "attack the heart first and attack the city first." To stand out, you must hit the hearts of consumers and occupy a position in their hearts. The question is -

How to hit the hearts of consumers?

There is an award-winning photo that can give us inspiration: the entire photo is covered with densely packed cows , these hundreds of cows are very similar in shape, but only one is unusually eye-catching. When the other cows are looking down for food, it looks up and looks back, looking at the camera curiously with wide eyes, with a strange and cute expression. Everyone who sees this photo will be attracted by that cow and leave an indelible impression on it, while other cows will have difficulty leaving a memory. This illustrates a truth: things that are different and unique can easily attract attention. Similarly, if you want your brand to attract consumers and not be overwhelmed by the vast sea of ??products, you must try your best to create differences and pursue distinctiveness so that consumers can easily distinguish it from other brands, and then in the future. It occupies a certain place in my heart. This work is called positioning in marketing theory. Positioning is pass

Answer: kiyupiao