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From a certain perspective, lighting manufacturers have brands, lighting dealers have a market; brands do not necessarily have a market, but the market must have a brand. Therefore, in the current fierce market competition, as a manufacturer wants to make its own brand grow and develop in a certain regional market, it must take the initiative to attack the market, so that the market can not be separated from its own brand. So, how should lighting manufacturers strengthen their markets, so that dealers can not do without their brands?
Scientific product segmentation generally believes that the brand is the product. Therefore, in order to develop a brand, it is first necessary to solve whether the quality, performance, materials, and use of its products conform to the local market. For those who seek for the world, you must not find a domain. In fact, many brands are developed from the regional market. Therefore, to develop a regional market, it is necessary to subdivide the product.
There are many ways to subdivide products, such as by type, structure, model, and so on. Even some manufacturers will first grade high-end, mid-range and low-end products from the price. In fact, any kind of product segmentation, a better approach is to start from the local regional market, do a good job in the early stage of market research, analysis, induction and summary, and then according to the habits and methods used by local consumers, Not only is it accurate, but it also helps local consumers pick the products that meet their needs.
Under normal circumstances, any product segmentation will have its own defects, so manufacturers will continue to develop more and more products to meet the different levels of consumption, consumer demand, which will also be to some extent Making product segmentation more and more important is becoming an important condition that restricts the development of the brand in the local area.
Therefore, before the product is subdivided, the manufacturer also needs to subdivide according to the order of production. This is what we usually say, manufacturers generally eliminate products that are not selling well in the market, and develop products that are constantly rising in sales. However, for the regional market, although some product series will not sell well in the local market at a certain time, before the manufacturer decides to withdraw the product series from the market, it must infiltrate the new product and complement the original product. Only after the demand for the product can we make a decision, otherwise the brand will be eliminated by the market faster!
Therefore, product segmentation is largely the first weight of manufacturers to strengthen the regional market, and must be paid enough attention by manufacturers, especially in the era of current homogenization of products, scientific and reasonable product segmentation can Make the brand take root in the market and develop.
One of the important results after properly handling customer segmentation product segmentation is the birth of new customers, or distributors or agents (this article is collectively referred to as distributors). In general, there will be many dealers in a regional market, and there will be many brands. Therefore, when the manufacturer subdivides the product, it will definitely create a new dealer. Of course, the products that are subdivided may also be distributed by the original dealers. However, this dealer will inevitably produce new and even more competitors. Therefore, from a certain perspective, this dealer also Should belong to the new dealer!
At the same time, this new dealer may face a break-in period with the previous dealer. After all, after the product is subdivided, the competition between dealers will become more intense, which is an important moment to test the strength of dealers. Whether as a manufacturer or a new and old dealer, it is normal to have competition. The key is whether you dare to deal with competition. However, as a manufacturer, it is necessary to do the ideological work between the old and new dealers, and try to make the two get along with each other. Of course, this kind of harmony is that the products that are subdivided are preferably complementary. Products are either products that offer consumers more choices than direct competitive products. Of course, to do this, we must test whether the manufacturer has differentiated the structure and performance of the product!
Therefore, when the product is subdivided, the manufacturer must assist the new and old dealers to rationally segment the consumers in the market, and find different consumer markets and consumers according to the consumption demand, so that the products after the subdivided can be Rooted in the regional market and developed.
Properly responding to regional segmentation With the development of product segmentation and the deepening of customer segmentation, it will inevitably lead to the development of the brand in the regional market to a certain extent, and the consumer groups will become increasingly fragmented, fragmented and uncertain. Turn. At this time, it is also this time, as a manufacturer, it is necessary to keep telling yourself that it is necessary to properly arrange the regional market, that is, the appropriate regional segmentation in marketing.
Still take milk as an example. Where do young people who drink yogurt live in areas and where do they stay? Where do young and middle-aged people who drink pure milk live and where do they stay? By analogy, the consumerization of the subdivided milk products can be divided into many, very fine and very fragmented. As a manufacturer, in order to do a good job in marketing, to better make the brand deeply rooted in people and continue to make these consumers continue to buy milk, it is very necessary to manage these markets, do a good job, and deepen the brand.
Therefore, from a certain point of view, for the regional market segmentation, to a large extent, from the geographical location, combined with the development of logistics to properly segment the regional market. Of course, this kind of subdivision must take into account the degree of development of product segmentation, the location where customers live, and the convenience of purchase.
At the same time, when subdividing the region, it is more important to consider the scope of the economic strength of the manufacturer. After all, in the era when the current market competition is almost fierce, with the surge in channel operating expenses, the regional market segmentation must be considered comprehensively. It cannot be blindly followed and copied, but must be carried out in a controlled and conditional manner. Otherwise, An irrational expansion of a manufacturer will be like a grain dojo, and once the capital chain is broken, nothing will be lost!
Positive response stage segmentation As mentioned above, any manufacturer can blindly follow and copy the regional segmentation model for brand operation, but must moderately and conditionally carry out regional segmentation. In fact, this It is the development of manufacturers that must develop the brand development of regional markets in a phased, scientific and rational manner.
Perhaps many manufacturers have their own corporate strategies, and they have done a good job in research, analysis, induction and summarization. At that time, it was not always suitable for each regional market. In fact, this is because the products of the manufacturers are not necessarily suitable for all markets. All products are suitable for subdivision. At least, not all markets can do it all at once. Therefore, the segmentation of our products, customers and regional markets must be carried out in stages and rhythmically. However, this does not mean that we are afraid of our feet and stop.
In fact, we are all very clear that when developing the market, manufacturers will think that they will do a good job in the regional market step by step according to their own strength. Only when product segmentation, customer segmentation and regional segmentation appear in the regional market, it is found that many of their own support for dealers, dealer policies, etc. are already at a relatively lagging stage. It can also be said that if the manufacturer does not improve the original software, the regional market will inevitably cause dealers to turn around or be eaten by competitors. Obviously, this is the time when manufacturers should actively respond to the stage of subdivision development!
At this important moment, for manufacturers to make this regional market a good job, it is necessary to update, adjust and even improve their own software systems. Although it is said that manufacturers should think about this step more often, but many manufacturers are still very easy to immerse themselves in the old thinking of 4P, so that when this step really appears, it is time to think of doing this. It's a thing!
It’s not too late to make up for it. Since the manufacturer is already feeling the fire, then don't be too alarmed. The solution is still there. However, the first thing to do is to respond to market demands, communicate with customers, establish a rapid market response mechanism, and make re-strategic adjustments based on market development stages.
From a certain point of view, if a manufacturer wants to strengthen the regional market and take the brand into the regional market, in the era of almost homogenization of current products, it is necessary to carry out product segmentation, customer segmentation and regional segmentation. It is also necessary to make strategic adjustments according to the different stages of the regional market, and it is not easy to flatten the national market!
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