“What value can I recreate for consumers?” This is a question that companies should think about in the era of value marketing, and they have to ask themselves as a dynamic question: What did you offer yesterday? What should I, can, and must offer today? What about tomorrow? The process of answering is to discover the essential meaning and effective path of marketing innovation, that is, the process of enterprise becoming a long one.

How many of the enterprise models that have been hailed as ahead of the curve, but quickly become suspected because of the major difficulties in reality? Different people will have different answers in their heads. We need to re-examine the true meaning and connotation of the business model. The so-called innovation and marketing model of many Chinese companies still largely stems from the imitation of foreign companies. We should re-evaluate and explore the core and authenticity of business operations and marketing in an important turning point in the development of this market (that is, entering the post-consumption era of value, creativity, experience, and culture).

Management master Drucker has long proposed two core elements of business operations: innovation, marketing. In the post-consumption era, these two core elements of the enterprise are inseparable, and they have transcended the conceptual meaning and more fully integrated. Pure innovation and pure marketing are not enough to create and maintain high levels of customer value, because when social and cultural life begins to change frequently in a short period of time, customer value innovation is a complete substitute for simply catering to customer needs and becoming creative. And guide customer needs. In this process, innovation and marketing become a community of business operations, creating and defending the competitive position, long-term development and stability of companies and brands in the market.

Value marketing "forever next"

The integration of innovation and marketing is mainly reflected in the development and integration of two concepts: one is the popular long tail theory, Wikipedia economics; the other is the tipping point theory.

As long tail theory and wiki economics say, the niche market is becoming a rich source of income and development guarantee for enterprises, but this is only a level. This view regards the individualized demand popular in the niche market as The mass market has developed directly from the familiarity and exhaustion of hotspots. If we take our thinking to a higher level and the individualization requirements of several niche markets vary widely, it is impossible for companies and brands to create and deliver the products and services they need for thousands of niche groups. A number of niche markets must have their common characteristics. The book “Blue Ocean Strategy” refers to a wine brand named “Yellow Tail”, which is a good example. It pulls out various niche markets and then uses another hotspot to integrate these niche markets, creating an unexpected market ending, and the market pattern and industrial landscape of the entire American wine is rewritten. Whether it is a niche market or a niche market, they will all seek common value hotspots after the demand for differentiation. The demand for differentiation exists objectively, but the extremely fragmented demand is unlikely to allow a firm or brand to respond to the seventy-two variants. The main characteristics of the aggregate demand can create more powerful corporate and brand value, and then it is wise to carry out the coffering and cleaning of some niche markets in the case of enterprise resources.

Another important factor that people attach importance to the long tail theory is that the individualized demand of some niche markets is the characteristic of mainstream consumer demand. Focusing on the niche market may give us a huge market space in the near future. The niche market can provide “forever next” value re-engineering references for companies and brands, or direct market demand adoption.

The tipping point is the more immediate reality of "forever next". The three rules, the rules of individual characters, the law of adhesion and the law of environmental power are the necessary for enterprises to carry out the "everever next" brand value. Fully integrated.

From the core of the above two concepts, we can see that the individualization of the niche market and the mainstream trends and hotspots that the mass market needs must be organically combined in order to re-create the “everever next” enterprise and brand value in the post-consumption era. Form a benign relay.

In the process of “forever next” value re-creation, American 3M companies seem to have innate genes. This 105-year-old super-innovation star company has been reinventing the value of never-ending corporate and branded products since its inception. It has invented more than 60,000 products and launched three product inventions every two days. Half of the world's people are direct or indirect users of 3M.

However, in the next value re-engineering of 3M, many of them did not get a general consumer market at that time, but after continuous stimulation and temptation, the value of their brand products became the core choice and wider use of the consumer market. . For example, the prismatic glass light pipe invented 20 years ago, its liquid crystal display brightness became an important function of notebook computers and digital TVs 20 years later; the weak adhesive glue invented in 1968 was released after 1980. Splendid, "Post-it" post-it note paper is still popular around the world.

Three-fork life cycle model of value reconstruction

The result of the “never next” value concept and actual case is the reengineering structure of corporate brand and customer value – the three-fork life cycle model. It focuses on three dimensions of category growth, consumption adoption, and resource consumption, and re-engineering at its intersection.

Insight into the life cycle of a category can help companies analyze the current status and future direction of the entire category, especially the analysis of the current growth category of the category, to determine the possibility of the existence of derivative categories, because the derivative category can avoid competition of many similar products, but also become An alternative type of existing category. A comprehensive understanding and analysis of the various stages of the product life cycle (initial, development, maturity, and recession) and their key features can help to discover new areas of value reengineering.

The next step is to analyze the consumption adoption life cycle. In the whole process of consumer adoption of brand products, there are two situations that need to be analyzed. One is the natural life cycle of customers, and the other is the life cycle of consumers in the stage, that is, consumers in adolescents, adults, adults, middle-aged At a specific stage, trial, purchase, experience, change, and abandonment of a certain brand of products. These two situations together determine the value choice guide formed by the customer in the actual consumption adoption. It is impossible to deconstruct the consumer market based on these two situations. It is difficult to obtain the value reconstruction of the enterprise and the brand based on the category. At best, only It is category innovation, and the success of category innovation is extremely risky.

In addition, analyze the life cycle of corporate and brand resources. The excessive reuse of resources will cause companies and brands to gradually depreciate in the market. The value of resources can only maintain the competitiveness of the moment. When the market, consumption and competition change, the timely replenishment of new resources becomes extremely important. Siemens has certain resources in the field of communications and has a good performance in the initial market, but the consumption of the same resources makes each node of the Siemens communication business life cycle directly affect its market performance and brand value in the communication field. The negative effect, the closer to maturity and recession, the greater the depreciation of its resources. At this time, even if Siemens re-injects resources, it is difficult to make the communication business come back because it misses the better timing of docking market demand. To analyze the resource consumption life cycle of enterprises and brands, we must pay attention to the reality of resources, actively evaluate the corresponding characteristics of resources at each stage, and take the lead in making strategic planning for new resources. A strong brand in any industry has basically done this.

In China's range hood market, Fangtai and Boss, who once became strong brands in the industry with strong production and design resources, have been unable to continue their stable market position in today's market because their production and design resources have been continuously Consumption, new resources are not enough to be timely and sufficient. In contrast, Siemens' high level of technology has made it the mainstream brand in the range hood market in the past two years. With this lesson, Fang Tai and other companies have begun to develop and fill technical resources to form a value reengineering of enterprises and brands.

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