What are the concepts of core values and positioning?

In corporate culture theory, core values are often mentioned, but people's understanding of core values is often very different. The core value is an exotic product, which comes from Collins and Boras' monograph Evergreen Foundation published in 1994. In the book, the author puts forward the concept of "vision-oriented enterprise", and holds that keeping the core value and mission unchanged while adapting the business objectives, strategies and actions to the changing environment is the reason for the enterprise to constantly innovate itself and achieve long-term outstanding performance, and the key to success is to establish and implement an effective corporate vision.

The author believes that "core values and core mission are used to define the basic concepts and reasons for the existence of enterprises, which are long-term unchangeable things." Core value refers to the most basic and lasting belief of an organization, which is inherent and valued by the members of the organization, independent of the environment, competition requirements and management fashion, and is generally 3-5. According to this explanation, the concept at that time should be translated into "core values" or "core principles" because "value" has the meaning of "principle" and "values" in English, but in Chinese context, "value" has no meaning of "values", "principles" or "beliefs". Since then, many similar works have directly translated "value" with the meaning of "principle" or "belief" into "value", which further expanded the confusion.

Positioning is only one step in the process of effective marketing. Effective marketing begins with the marketing research of local market by marketers, in order to find the market segments whose customers' needs have not been met. After that, the enterprise chooses the target market segment that can provide it with excellent products and services. Next, it is the turn of positioning, that is, the enterprise will communicate the product characteristics developed for the target market segment to consumers through communication. Note that there must be two steps before positioning: market segmentation and target market selection. For example, Volvo Car Company found that among car buyers, consumers who pay attention to car safety constitute a considerable market segment, which was not noticed by car companies at that time. Therefore, Volvo adopted the "safest car" as its positioning. But it is not enough to declare such a position. Volvo must actually produce such a car, otherwise competitors and customers will think that this positioning is just a slogan and a lie, not only to produce such a car product, but also to make it look and feel safer than similar products on the market. Volvo also needs to constantly convey the safety theme to users in advertising and promotion activities. Al Ries believes that enterprises with different products should not be merged because of different product positioning. What do you think of the merger of large enterprises? I think Arlies' concern about the same company producing and operating different products and services is a bit worrying. Procter & Gamble produces hundreds of kinds of goods, and its performance is equally excellent. I am more worried about whether the merger between enterprises has a good starting point. Can merger reduce double costs? Are the two sides complementary in production and operation activities and technology? Can the merger bring practical benefits to related enterprises? I don't agree with those enterprise groups that make enterprises bigger rather than better through merger. The concept of positioning was put forward by AL Ries and Jack Trout in business practice. 1972, Advertising Times, the authoritative American marketing communication publication, published Ai? Rees and trout's series of articles "The Coming of Positioning Age" brought the concept of positioning into people's field of vision. The original intention of positioning is to "determine the position of the brand in the eyes of customers". It points out that marketing and business wars will not happen in any streets and shops, but in the minds of customers, which is the final battlefield of competition. Since positioning was put forward, it has gradually become the key source of industry standards and strategies in the marketing field. Mike Porter, a master of competition, admitted in On Competition that the motive force of his strategic thinking comes from positioning. 200 1 year, positioning was rated as "the concept with the greatest influence on American marketing in history" by the American Marketing Association.