Analysis of marketing strategy of small and medium ceramic enterprises

First, the choice of marketing strategy for SMEs

1. "Shelving" is a way for small and medium-sized ceramic enterprises to avoid head-on conflicts with large-scale enterprises in the weak stage, that is, to avoid the production of ceramic products that are the same as those of large-scale enterprises, to avoid the strong market of large-scale enterprises, and to avoid the traditional distribution of large enterprises. Channels, to avoid using promotional tricks used by large companies. Otherwise, adopting the same marketing strategy as that of a large company will not only lead to the death of each other due to collisions with each other, but will also be difficult to develop due to the fact that they always live in the shadow of the “giant”.

2. "Lending" means that SMEs should make full use of the resources of large enterprises to develop themselves. Large enterprises have good reputation and resounding brands. Small and medium-sized enterprises can make mistakes. Large-scale enterprises have a broad and fast marketing network. Large enterprises that SMEs can borrow have abundant funds and advanced management techniques. Small and medium-sized enterprises can also make mistakes. .... As long as SMEs have the good ability to integrate resources, everything can be used for it.

3. "Linkage" is the cooperation and support of SMEs themselves. In the absence of foreign aid, small and medium-sized enterprises themselves are clustered together, small and large, large and strong, and will greatly increase their ability to resist risks.

Second, the selection of marketing strategies for SMEs

1. "Gap marketing" strategy

Small and medium-sized enterprises are weak and have weak competitiveness, and it is difficult to compete directly with big companies in direct competition and countermeasures. Otherwise, it will be tantamount to "impacting eggs." Before the expansion of their power, SMEs are better off guarding against the truth and “creating their tails to behave”. That is to say, they first find the market segments that large companies do not find, or large companies do not want but do not have no future and profits as their target market. . In this way, you can avoid the huge part of large companies, and wait for their strength to increase the time to compete with large companies. The positioning strategy of the Nanqiang Group's Qi Qiang washing powder in Shanxi is to first select the rural markets overlooked by big companies such as Shanghai Mystery, U.S. Procter & Gamble, and Unilever UK, and adopt the strategy of “surrounding cities in rural areas” to develop into the nation’s first.

2. "Satellite marketing" strategy

Small and medium-sized ceramic enterprises should be good at using the advantages of large enterprises to develop themselves. Many large companies have product brand advantages and market position advantages. They are the radiant “stars” in the market. These companies are not all-powerful. Their development requires many supporting projects, such as non-core related parts and components, and some services need to be provided externally. Small and medium-sized enterprises can serve them to gain opportunities for development when they are relatively weak. They first act as their supporting role, that is, the "satellites" that revolve around these "stars" of big companies. For example, the reason why small and medium-sized enterprises in Hongqiao Town in Wenzhou have achieved rapid development is that they first adopted the method of “commissioned processing, agreement processing, and equity joint ventures” as the “leader” of 32 large-scale national joint-stock companies at the upper level, and established large companies. The stable processing and supporting service relationship has promoted the joint development of 350 small enterprises in Hongqiao Town, making Hongqiao Town a shining pearl in Zhejiang.

Therefore, supporting the development of large-scale industries by SMEs is not only a requirement for professional division of labor and collaboration, but also a realistic way to improve their competitiveness.

3. "Parasite Marketing" Strategy

SMEs can also conduct international marketing, but they are different from large companies in building international distribution channels. Large companies can establish strong distribution networks for their own agents abroad or even establish branch offices and can fully control and own their own product distribution channels. SMEs have some degree of deficiencies because of their own capital, technology, human resources and management experience. Therefore, the sale of SMEs' products and the "borrowing to sea" are a feasible strategy. One of the “borrowing-to-sea” strategies is the “pig-style” export, in which small and medium-sized enterprises achieve the goal of exporting through the production of related products for the export of large enterprises. Here, large enterprises are "weight-bearers" while SMEs are "boarders." For large-scale enterprises, the export products have additional products for SMEs, and they are more competitive in the international market. For small and medium-sized enterprises, the products of large export companies are exported to foreign countries along with their products. The second strategy of “Boeing Off to the Sea” is the production of subcontractors, that is, the production of certain large multinational corporations. Then, they use the powerful sales network of multinational corporations to enter the international market. The third strategy of “Boating to the sea” is to cooperate with foreign investors and borrow foreign capital, technology, channels and management.

4. "Virtual Marketing" Strategy

For SMEs, the difference from large companies is the relative lack of corporate resources. Therefore, SMEs need to use limited resources. Virtual business is a modern marketing model that overcomes the disadvantages of lack of resources. "Virtual management" refers to the breakthrough in the organization's physical boundaries. It only protects the most critical and core functions, such as production, marketing, design, and financial functions, and strives to virtualize other functions. Organizations that fully perform these functions are provided externally through the enterprise. Therefore, for some small and medium-sized enterprises that have mastered core resources or have core competitiveness, the use of virtual management is an excellent strategy that can do more with less. SMEs can use virtual personnel to borrow external human resources to make up for the inadequacies of their own intellectual resources. They can also use virtual functions to believe that external departments can improve their disadvantages. They can also virtualize factories, concentrate their resources, and specialize in the design with the highest added value. Marketing, the production of which is entrusted to OEM companies in areas with lower labor costs. The development of Nike in the United States is a model for the success of “virtual marketing”. Nike is a company that has neither a production shop nor a sales network. It only has a sports shoe design department and a marketing department that are globally competitive. It produces and sells all of its virtualization, which is accomplished through external organizations.

5. "Sympathetic marketing" strategy

"A broken chopsticks breaks and it is difficult to break ten chopsticks." Although individual SMEs are a bit weak, a cohesive SME fate community is indestructible. Symbiosis marketing is "using contracts as a link through two or more independent companies to cooperate on resources and projects." The first approach is the union of competing companies. For example, 323 low-voltage electrical companies in Liuzhou, Wenzhou, united and established a unified sales company, branch offices, and retail sales offices in more than 320 large and medium-sized cities and 230 county-level administrative regions, and opened in 18 countries and regions. 53 direct sales outlets and sales companies, a large and sensitive marketing network has been formed, which not only avoids mutual killings, but also provides guarantees for the sales of various products and the establishment of corporate image, resulting in the development of today's Delixi Group. The second way for large companies such as Zhengtai Group and Xinhua Group is the integration of complementary companies. Such as Wenzhou City, ceramics, sanitary ware, flooring, curtains, lighting, cabinets, wallpaper and other industries more than 10 well-known SMEs to unite, spontaneously formed a unified promotion, complementary advantages, services each other supervision of home decoration "joint fleet."