The hottest three in one strategy for market compe

"Three in one" market competition strategy for small and medium-sized enterprises

"three in one" is a market competition strategy for small and medium-sized enterprises proposed by the author

"three in one" strategy is that the author has fully understood the situation of China's consumer goods market for more than ten years, systematically analyzed the current business pattern of many small and medium-sized enterprises in China, and grasped it from a macro perspective, reasonably allocated resources from a micro perspective, and integrated the market with limited strategic resources through a specific comparative analysis of the self resources of Chinese and foreign enterprises and the advantages and disadvantages of their corresponding competitors, A competitive strategy to ultimately capture the target market; It is a practical competitive strategy for small and medium-sized enterprises and even large enterprises to implement the transformation of market attack and defense under the premise of limited market competition resources

1. What is "three in one"

"one" is to treat all kinds of scattered markets in the country as a whole and macro market from a systematic and integrated perspective. From the macro strategic perspective of enterprises, countless markets in the country can be integrated as a market of enterprises, and a large regional market can be integrated into a market from countless small regional markets. As the main body of competition, enterprises should always have the vision and vision of bringing together all rivers and integrating all channels in the competitive market. "Three" is to overcome the "one" market. In terms of the choice of methods such as resource allocation and troop deployment, the investment of resources is divided into three proportions. Through the operation of "one is divided into three" and "three in one", the goal of capturing the "one" market is finally achieved

in ancient Chinese military books such as the art of war of Sun Bin, there are similar opinions, such as: "facing a strong enemy, the army is divided into three ways, one is to attack, one is to defend, and one is to harass the enemy"; Soldiers "are divided into three parts, one is right, one is left, and one is rear"; "Fighting one and guarding two", etc

in the war history of the Chinese revolution, Mao Zedong's great strategic competition thought has repeatedly enabled the Red Army to turn from defeat to victory in the disadvantage of wide military disparity. From Mao Zedong's strategic art of war, we can find the charm of "three in one", such as "concentrate our troops and break each one". In the Northeast war, Lin Biao absorbed the essence of Mao Zedong's strategic competition thought and vigorously promoted the tactics of "one point and two sides" and "three speeds and one slowness" in the PLA troops, with remarkable results. In less than two years, the Northeast field army defeated Chiang Kai Shek's 400000 regular army with 100000 troops. When the people's Liberation Army marched into the Central Plains, the planning of the three major campaigns of Liaoshen, Huaihai and Pingjin fully embodied the strategic essence of rationally allocating strategic resources, using effective forces to lure the enemy in-depth and breaking them down one by one, so as to finally achieve the great goal of liberating the whole of China by seizing specific goals

second, the significance of market competition of "three in one"

"three in one" is a very practical competitive strategy for the transformation of attack and defense of enterprises. Its essence reflects the optimal choice of large and medium-sized enterprises in the practical strategy of attack and defense, especially for the current market game

in recent years, the task of energy conservation and pollution prevention in the process of China's daily-use plastic granulator is particularly urgent. The following phenomena will appear in the market changes and market dynamics of enterprises:

first, the polarization of industrial brands is the inevitable law of market competition

what is bipolar? The product camp of a very non mainstream brand (or weak brand) is mainly composed of a large number of brands of small and medium-sized enterprises. Many small and medium-sized brands have become the occupiers of the edge gap market

another extremely mainstream brand is the formation of strong brands. In every industry, there are some strong brands that, depending on their competitive strength, occupy a considerable market share and play a leading role in a certain range. The final result of competition is that several major brands control the market

regardless of the balance of power between mainstream and non mainstream brands in an industry, its polarization is inevitable. In the commodity market, the driving force of industrial interests is the decisive factor for countless new entrants to rush into an industrial field. Today, with the increasingly socialized production process and increasingly universal technology, a profitable industry is destined to have many entrants and competitors of different sizes. After the industry is integrated through market competition, several strong brands may emerge to dominate the country for a time, and countless small and medium-sized brands separate part of the market. However, as long as the industry has profits, new entrants will continue to join the competition game and staged a new round of brand integration war. This phenomenon is common in household appliances and supplies

second, the market operation mode of enterprises is always in the contradictory transformation of attack and defense

no matter large enterprises or small and medium-sized enterprises, although their business methods are different, their internal laws are surprisingly consistent, and their market behavior is always in the contradiction between attack and defense

before determining its strong brand in the market, big brands always seize the market share of other brands through market attack. When it belongs to the list of non strong brands, it pays attention to the effectiveness of attack strategy and has special requirements

when a strong brand establishes its market position, its market behavior seems to be more defensive, that is, how to prevent other strong brands and many weak brands from eroding its existing market share. Although the market share captured by several weak brands may be "relatively small", due to the large number of weak brands, the relatively small market share captured by them will become quite "absolutely large" and even amazing. The market share of many strong brands is inadvertently lost under the nibbling of many weak brands

too many market behaviors of non strong brands are offensive, and some textbooks mistakenly refer to "defense". The offensive behaviors of most weak brands are inadvertent. They use guerrilla and side attack tactics to change places with one shot in a particular market and leave with a handful of money. However, its aggressive behavior continues to erode the existing market share of major brands, and will eventually obtain its own corresponding market share. However, the offensive behavior of small and medium-sized enterprises is very weak. On the one hand, they should prevent the powerful counterattack of big name enterprises, and on the other hand, they should prevent themselves from being merged by other small and medium-sized enterprises belonging to weak brands

third, the contradiction between unlimited market and limited marketing resources

unlimited market can be seen from a horizontal point of view. China's market is vast, with a large population, and the potential of consumers is extremely huge. If a brand wants to truly penetrate the national market, it has made huge profits, not to mention the international market outside China. From the perspective of depth, the market demand structure of each type of consumers is deep, multi-level and diversified. Different consumers are destined to have different consumption behaviors, and their consumption structure is also different. Enterprises should choose the following to introduce effective strategies to adapt to this deep changing market

the prospect of the market is infinite, but the resources for enterprises to seize the market are limited. The economic bearing capacity of enterprises, regardless of their size, is relative. No matter whether enterprises plan to spend hundreds of thousands, millions, tens of millions or even hundreds of millions of yuan on market promotion, it is still not enough relative to the total amount of the market. No matter the size of the enterprise, in order to win the market, the enterprise must finally fight the infinite market with limited resources

three, "three in one" strategy in market promotion

one, "three in one" Application of strategic division of the market:

divide the country's target key markets into "three" sectors, so as to go to "three in one":

DIHE Nanjing University flame retardant and functional materials laboratory has a deep research foundation in the field of flame retardant and antistatic research. One sector is its own "high profit sector", This market segment gives enterprises the greatest return, and enterprises have their own competitive advantages in this market segment. The investment of enterprises here should account for 40% of the total resources, and the return benefit should account for more than 50% of the total

the second sector is the "competition sector". This market sector also has huge return profits and development potential, but it does not have an absolute advantage in this market sector, nor do its competitors. The final ownership of the market is not clear, and the enemy and our sides are competing. In this sector, enterprises invest 50% of their competitive resources in order to make these markets transition from the second sector to the first sector

the third plate is the "side strike plate". This market segment is the high profit segment of competitors, and I am in a non dominant position in this market. Even if I invest a lot, it is difficult to make profits for a while, but I can't give up this market segment, which plays a role of containing and consuming the effective strength of competitors. In this sector, the competitive resources invested by China account for 10% of the total promotion resources, which can at least contain about 30% of the competitive power of competitors

second, the role of the "three in one" strategy in capturing the target market

no matter how large a regional market is, it is enough to concentrate all kinds of market resources to do a deep and thorough study of the three target markets. At present, Chinese enterprises have great randomness in marketing, unclear goals, weak planning, and worse execution. It is often that the plans formulated are out of shape during implementation. Choosing three target markets is to decompose the tasks into three goals by dividing them into one into three, so as to resolve the pressure accumulated together. Moreover, the three target markets have different focuses, which can play a role of mutual coordination "Three in one" is implemented in the strategy of product competition

the application of "three in one" in the market competition of products can follow the following ideas: attack the enemy's most profitable or best-selling products with a competitive product, seek the best interests of the enterprise with a product, and enhance the brand image of the enterprise with a product

1. Attack the enemy's most profitable or best-selling product with a competitive product. The return profit of this product is very low or no profit, but its role is to strangle the enemy's profits, contain the enemy's effective forces, and inhibit the enemy's market growth rate. This role of restricting the enemy's effective forces at the expense of "Raiders" can ensure that our products clear obstacles in a specific range and enter the market at the maximum speed. According to the specific market conditions, we can choose a certain type of product as a "surprise", which can be characterized by price advantage, performance advantage, selling point advantage or company policy advantage

2. Seek the maximum benefit from a product, choose a product with the largest profit space to promote in the target market, as the main profit support point of our target market, because the profit return of each enterprise's different products is also different, the focus of marketing can be focused on gas water heaters, and be good at selecting the products with the maximum profit support point for strong promotion, which is the brilliance of managers, It's not about selling and pushing

3. Make a "flag product" with a product that significantly enhances the rigidity and impact resistance to enhance the brand image, and play a "flag" role. This "flag product" may be a best-selling product, a product that is temporarily out of quantity, a product that is profitable, or a product with limited profits. The role of "flag product" is to clearly distinguish competitors and maximize its brand image.