The starting point of the rise of small and medium-sized sanitary ware companies is to grasp the main business

How does a small bathroom company compete with big companies? First of all, the key to branding is to do business first. Only with strong life skills can it become a brand. Only by first ensuring the safety of their lives can a soldier become a general. The branding of enterprises should not be a goal, but should be a developing strategy. With the "brand", the product has a strong premium, so it has more "added value", the company's social influence will also increase, anti-risk ability. Therefore, to do the brand first to start from the business.

The positioning of consumer groups of products, internal design, external packaging, trademark connotation, production control, quality control, circulation channels, etc., need to be adjusted according to their abilities. To figure out who to sell the product, what kind of product is suitable for them, what kind of channel is suitable for selling, what kind of promotion methods, etc. Simply looking at products with high positioning, good quality and price concessions tends to cause appeasement and great waste. Taking the example of a company that I had served in the past, I took “middle and high grades” as the orientation of the company. Even in the previous two years, the consumption level of a city was taken as an important indicator of market selection.

However, after I took over the marketing work of the company, I discovered that the company has encountered two fatal problems. First, the product quality, configuration, and structure of the company are basically not up to the requirements of “high-end” products; Many groups do not have the ability to distribute "high-grade" products. In terms of products, they mistakenly believe that high prices and strange styles are "high-end products." As a result, a lot of energy has been spent on the development of a lot of big styles, unique novelty, and high-cost products. However, it is “saving” in terms of raw materials, accessories, etc. Hardware, ceramics, plates, etc., all match the so-called “high-end” products. In terms of production, workers lack low levels of operation and quality control is not allowed. The so-called “high-end” products seem to be more “plagiarism” for big brands.

In terms of sales channels, due to restrictions on the size of the company, product quality, brand awareness, etc., it is difficult for powerful dealers to cooperate, resulting in weak channels. A willingness to "high" positioning, product "brand" itself, can not move to store, on the whole product as the channel weight, only in a few areas, looking for some lack of operating capacity, economic cooperation with low dealership. Obviously, this company's "brand" strategy is a failure, and the prospects for sales, profits, and business development are naturally beyond the reach.

Many people in the sanitary ware industry know that a company (instead of S) has a high product price and has developed very rapidly in the past few years. Therefore, some people have decided that S company is "highly positioned, well-planned, and will scramble." In fact, this is a big misunderstanding. Not only people in many industries do not understand, but many people who have worked at S for several years may not understand the company’s work in comprehensive operations. There are many people in the ceramic sanitary ware industry that are more powerful than S, and even more are numerous. However, some of them have less comprehensive business abilities than S. Therefore, many powerful companies do not have good S performance.

In terms of market positioning, there are also many similar consumer groups, but most of them are difficult to accomplish. The reason for this is the neglect of the internal management of sanitary companies, such as the product's structure, performance, ratio, and so on. In terms of product materials and accessories configuration, according to my follow-up observations, in March of 2006 and September of 2006, S had relatively large adjustments. Especially at the beginning of 2006, even the company’s marketing staff did not pay special attention. With high positioning, there must be corresponding products, channels, promotion methods, and so on. In terms of publicity, when the S scale was very small in the early years, it had already insisted on advertising in some national media such as Ruili Home and China Kitchenware. In terms of channels, the “Operation Center” channel adjustment was made in 2006, although the results were not very satisfactory. However, from the urgency of adjusting channels, we can see that S has realized the problems existing in the channels. If, at the beginning, the leader of S neglected the comprehensive management capabilities of the company and neglected the product quality, configuration, production process, and logistics, but simply focused on sales or production, it was estimated that the quality problems caused by the products of the previous period and the After-sales problems may eliminate themselves.

Facts have proved that the team that has branched out from S to start-up business, especially the marketing-centered team, often makes a comeback on the best-known brand. What is best at it may be his own truly deadly point. This is also a blind spot for many planners. They try to cover up the flaws caused by poor management. Over time, there are more and more components of retreat, but the actual operating capacity is not improved, and in the end it may be due to "brand" and die of "brand".

Chinese enterprises, in a sense, are mostly small and medium-sized enterprises, especially in the ceramic sanitary ware industry. They have a short history, a low accumulation, and a weak foundation. If you do not understand some basic issues on the issue of “brand” construction, there will often be things that are quick to gain instant profit. Of course, there are also precedents in other industries: Aida, Dojo, etc., do not die from the hands of enemies, but they are eager to succeed and eventually die from their own hands. Branding is the result of the success of a company's phased operations. However, the survival before success and the preparation for success may be more important. Therefore, building a brand is also indispensable for companies.