How to Expand Market Channel for New Brand Enterprises in Instrument Industry

Hits:Updated:2020-04-15【Print】

The scale of enterprises in the instrument industry is generally small, scattered, and weak. It is not easy for many new brands at home and abroad to enter the market in today's fierce competition. Especially when SMEs start from scratch, it is even more difficult. How do new instrument brands make good market channels? The "Instrument Exchange" Enterprise Research Institute conducted detailed research and analysis to see how new brands in the instrument industry entered the market channels.
1. Lock in the "small" market and look for "big" development
 
The old brand A is always the technical director of the original state-owned enterprise. He has a deep understanding of product technology research and development. He also experienced a fierce ideological struggle when setting up a new enterprise in Xiahai. The fierce competition in the instrument industry is an indisputable fact. Haiguang, Jitian ... Plus the second and third brands can be said that there are countless brands, so how to enter? Which market to enter? In what way to enter? Brand A adopts the market follower strategy to follow up the general market.
 
Analysis:
 
1. The general analysis of Atomic Fluorescence has won the customer market with its mid-end product mass employee coverage and positioning. It has successfully opened up this market. Since the product is a general-purpose product, it is not risky to follow the footsteps of its predecessors. .
 
2. The market distribution is relatively concentrated in colleges, scientific research institutions, food and pharmaceutical, chemical and other industries. A single industry is selected to carry out breakthroughs. Although the competition is fierce, the products are relatively popular, and the market segmentation competition is highly differentiated, but due to insufficient competition, so The market has a relatively large capacity.
 
Inspiration:
 
For the new brand in the instrument industry, positioning in market segments is a more realistic strategy. Due to the high degree of customer relevance of the Focus Market, it has won the support of several benchmarking customers. Using the benchmark as an example, quickly establishing a brand in the industry can win the trust of more customers in the same field. Although the Focus Market is small, it is better than the mass market. Can not stand a hundred times. Many new brands in the instrument industry do not accurately position themselves according to their own strength and market conditions before entering the market, which makes it more difficult to enter the market. It is common to think that your technology is strong, the product is not worse than the benchmarking company, too confident, and the strong self-realization desire makes many SMEs overestimate their strength, vowing to become the leading brand in the market later Talking about what follows other brands is not "self-depreciating value", but I do not know that this determination and face psychology can not move the market competitors to open up, but it will arouse their unhappiness and powerful repression. Secondly, it only pursues a broad market space. Many small business products are not positioned in market segments, but think that these small markets have no "money" way to do it. They have to be a large market with a market capacity of billions or more. These The market is huge, but the opponents are stronger and the competition is fiercer. No matter how big the cake is, it does n’t make sense to eat your turn.
 
  in conclusion:
 
1. Choose market segments with few competitors.
 
2. Be a challenger or follower in the market segment.
 
Second, concentrated varieties, reasonable pricing into the market
 
When new brands enter the market, they often hit the market with low prices. However, if there is no detailed analysis of customers, the low price will often cause the market, the brand awareness is not established, the company's profit is too low, and it lacks lasting viability. Therefore, the "Yi Shang Hui" Enterprise Research Institute recommends that new brands design low, medium, and high product specifications on the product architecture, open the market with low-end entry-level products, win profits with mid- and high-end products, and find distributors by finding suitable regions. The dealer lays down channels to show the dealer's technical strength to the dealer. However, the disadvantages of this approach are also very obvious. The more product lines, the higher the cost of production, transportation and management, and the more unfavorable to form their own advantageous products.
 
Analysis:
 
1. Fewer products will be greatly simplified from production, distribution and management, and save costs; be able to concentrate on the product promotion; reduce the investment of shop and the capital risk of dealers.
 
2. The price keeps up with the old-fashioned enterprises, which can avoid the impact of the low price on the competitors and cause the competitors to suppress; keep the profit space for the operation of the channels.
 
Inspiration:
 
It is often seen that some small and medium-sized brand products are very rich, but none of the products have been recognized by the market. No matter how much investment is given, no choice for consumers will mean that they can establish a brand and occupy the market; impact mature brands with low prices to achieve The approach of entering the market has been used too much, can SMEs only make a fuss about low prices?
 
The reduction of profit space means the reduction of the enterprise price manipulation space. Therefore, when setting the market price of a product, one cannot blindly win with a low price.
 
  in conclusion:
 
1. Don't over-specify, highlight one or two items.
 
2. Prices follow market leaders, maintain the price system, and maintain reasonable profits.
 
Third, lower the channel threshold, multi-channel marketing
 
Usually new instrument brands will market in subdivided markets and choose distributors with equal resources in regional markets. Although the advantages of this model are obvious, they are not suitable for all products, especially small brands that do not have much publicity and advertising. Without advertising investment plans and terminal promotion support, there is naturally no way to require dealers to commit to bargaining chips for annual sales, but many SMEs ignore this, and are still very stubborn in hoping to find an ideal dealer, resulting in the development of channels slow.
 
Analysis:
 
1. Spend time and energy in channel construction to carefully select and find agents in the region that are truly suitable for their brand to carry out in-depth cooperation to ensure the short-, medium-, and long-term interests of the channel dealers, and free them from worries.
 
2. Transfer mid- and low-end products to channel dealers and quickly establish an enterprise's sales channel layout.
 
Inspiration:
 
For the instrument industry, channel construction for small and medium-sized enterprises has always been a difficult issue. Powerful distributors will disdain new brands. Smaller distributors have less customer resources and little influence, and companies dare not easily release agency rights. . In addition, the profit margin of small-brand products is not necessarily and will not arouse the interest of dealers. Mature brands have stable shipments, and dealers can profit by volume, while new brands must have sufficient profit margins and good market prospects. In exchange for the distributor's responsibility for taking on new product market risks.
 
  in conclusion:
 
1. At the initial stage of brand building, it will benefit channel dealers, encourage a small amount of test sales, and drive the market with multiple points.
 
2. Profit is one of the most important advantages of the new brand. The channel price should have enough profit space to stimulate dealers' nerves.
 
3. For new brands, do n’t think too much about channel standardization. For multiple channels to enter the market as much as possible, make it bigger and then standardize slowly.
 
Fourth, insist on low-end terminal publicity
 
Many new brands will encounter the same problem. If you do n’t invest in advertising to promote your products, you wo n’t be able to sell them. If you invest with only funds, it wo n’t work. Brand A chose a small amount of terminal propaganda to accumulate in order to win by quantity. Choose the corresponding keywords on Baidu for controlled placement, design and produce many low-cost gifts that are not easy for customers to lose, occasionally send poster advertisements and soft text advertisements in the WeChat group, do not set up booths, distribute materials and gifts at the exhibition, Establish multi-channel brand building online and offline, through multi-point display, so that customers can gradually understand and accept at different times and places.
 
Analysis:
 
1. The input cost of these terminals is low, but the effects of multi-faceted publicity cannot be ignored.
 
2. There is a multi-level marketing concept on the Internet and offline, which costs less and does more work.
 
Inspiration:
 
SMEs are most afraid of mentioning publicity and promotion. This is a bottomless hole, and having no strong strength is a taboo without mentioning it. However, without mentioning the dealers, consumers must also understand your products through publicity, so many companies can only treat terminal publicity passively, or endure painful investment of huge amounts of money. Without money, they ca n’t just do first-screen advertising. Building a special booth at the exhibition does not mean that you cannot publish products on the free platform on the Internet and distribute color page materials and small gifts at the exhibition site. Do not use "good for nothing", a keyword is placed, and a color page is better than anything. The propaganda is not strong.
 
Not having enough publicity costs is not an excuse for not doing publicity and promotion. From quantitative change to qualitative change, as long as all the hard work is accumulated, it will be reflected in the market returns.
 
  in conclusion:
 
1. Don't put the only money into the big media such as the special display booth of the large-scale exhibition and the first screen advertisement of the vertical portal of the industry if you don't have enough power.
 
2. Insist on doing "small advertisements" and put promotional materials directly in front of consumers.
 
Fifth, look for strategic cooperation and enhance competitive strength
 
Although the A brand always has excellent technical expertise, the popularity of new brands will always feel that they are not professional enough. Therefore, seeking the most powerful platform for channel marketing and service in the industrialization division of labor, carrying out strategic cooperation and enhancing competitive strength is the way for enterprises to survive and develop. .
 
Analysis:
 
1. Brand A has a better product guarantee. Strengthen its market position in terms of product quality.
 
2. Have more energy to engage in marketing and promotion work in the market.
 
Inspiration:
 
SMEs should concentrate on doing what they are good at, have a long-term perspective, rely on their own "hard work" and can no longer adapt to the brutal competitive reality, knowing that the use of other companies to cooperate together is an effective means to promote the development and growth of enterprises.
 
  in conclusion:
 
1. Looking for platform cooperation, don't be afraid that your profits will be shared by others, whether it is management, technology or joint influence, there will be quite good returns.
 
2. Put your energy into the marketing of the brand, and you can find more professional companies to do R & D and production. The value of brand management is much greater than that of OEM processing, so the input-output ratio of this energy is the largest.
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