Reshaping marketing is more worthwhile now

A sudden epidemic made this Spring Festival a little bit less annual. To make matters worse, multiple industries have been impacted, some have become the hardest hit areas, and some companies have even been eliminated. Unfavorable times make marketers frustrate and excite marketers. When they are in distress, they show their skills and help the building.

In my opinion, the best result of temporarily holding the Buddha’s feet is patching, and more is chaotic and harmful. Marketing is a systematic project. It takes a holistic approach. Today’s market is actually the result of layout and efforts N days ago.

Under the coordinate of the system, the epidemic situation is just a small node, and this abnormal node marketing should be adjusted appropriately. These adjustment measures can only be plug-in patches, which have strong limitations and violations. Although indispensable, they should also look to the future, understand the essence from the epidemic crisis, understand the future marketing direction, and plan ahead to win the market Battle.

Rejuvenate health and reshape products
When it comes to safety and health, I can’t find anything to say. In marketing dictionaries, safety and health are low-level physiological needs that have long been resolved in the Chinese market. Now that China’s consumption is escalating, everyone is more willing to pay for experience and emotion.

This is the case, but the market is very different. Fighting a lot, people are worshipping the rising star of the Internet. Products like 9.9 yuan a box of old Banzhang are popular. Where does safety and health come from? In major retail stores, there is still mountain-like bulk roasting during the epidemic, which shows how far we are from safety and health.

China’s market economy has been developed for a short time, with a large scale and rapid development. The successful cases have been enlarged and evolved into the myth of overnight fame. Everyone wants to run out of rocket speed, grow habitually and brutally, and pay more attention to competitors rather than customers. This is the normal state of Chinese companies.

The epidemic struck, and the catering and tourism industries were inevitably impacted. The consumer demand in many industries weakened. Rao is no more than 9.9 veteran products. And this account should not be counted in the epidemic situation. This moment is bound to come. The epidemic situation has only accelerated the development of the situation.

The difficulty now is for most companies to face a new era of healthy consumption that has begun.

Enterprises should shift from competition-oriented to user-oriented, starting from users, returning to the origin of products, and determining from personalized small data such as human physiological structure, psychological status, thinking mode, and usage scenarios. First analyze the consumers’ inner heart, what kind of products and services can truly give users safety and health; then analyze technology, how to integrate safety and health into products and services; then determine the production method, use new materials, new processes, and carry Safe and healthy; Finally, consider using experience, simple, convenient and practical. This is a good product for health and can become a beloved killer.

External brain decision making and linking systems
At the time of the epidemic, the opportunities for brands to contact with users are reduced, making it difficult to establish contacts; users’ shopping frequency is reduced, shopping time is reduced, and it is difficult to rely on physical contact experience to influence purchase decisions. Under the rapid decision-making mode, users have more choices of well-known brands, which makes SMEs feel difficult.

This is not a sudden disaster, the seeds of difficulty have been planted in the age of the Internet. In the Internet era, the information explosion, in order to save themselves in information, users are too lazy to use their brains and memories, and instead store them in smart devices. Many of these brands (especially low value, low participation, Three low brands with low attention), they will not remember. Digital experience, rapid decision-making, and other decision-making models using external brains are common.

Users rely on external brain decision making, which requires brands to establish a set of external brain decision systems. The first priority is to establish a digital information system that breaks time and space and surrounds users around the clock. This set of information must be sufficient and valuable for users to fully understand the relationship between the product and themselves, so that they can easily make judgments and reduce the time for decision-making.

The purpose of external brain decision is to influence the purchase decision of the user. Only when information is grafted on content, scenes, circles, and experiences, and through the strong sense of involvement of the scene to attract consumers to participate, can the task that affects the user’s purchase decision be completed. This requires products to be upgraded from traditional physical attributes to information interconnection attributes. The combination of hardware (products at the physical level) + software (applications) not only makes the information more vivid and rich, but also improves the functions. The most important thing is to use digital Technology builds a virtual world of experience, which quickly improves users ‘sense of participation and experience at low cost and inspires users’ love. The BMW MINI is a model in this respect. It uses smart wearable devices, virtual reality and other technologies to strive to satisfy consumers’ visual presentation and sensory experience. It is difficult for users to dislike it.

Wayward buying, building borderless channels
There is a kind of helplessness, that is, it is clearly in stock, and the user also has demand, but it is unable to form sales. During the epidemic, the product could not reach the user and remained in the storeroom. In fact, this is not a new issue, but an enlarged version of the user’s willful purchase problem.

In the Internet era, users decode a purchase behavior into several nodes such as information collection, experience, decision-making, ordering, payment, receipt, and after-sales. These nodes are discontinuously distributed in different time and space, as well as different interfaces, and in extreme The situation came down to completion. The marketing system must perfectly match the arbitrary buying behavior of customers in order to obtain sales.

Marketing is pursuing products at their fingertips and meeting consumption in any situation. E-commerce has made this possible. Although e-commerce has broken the distance between time and space, there is still a long way to go from being ubiquitous to being tangible, and the shortcomings of scene-based experience are also prominent. Therefore, the wired and offline integration is only used to eliminate time and space distances on the line, to create a better experience on the line, to integrate the optimal functions to match the user’s shopping path, to achieve diverse scenes, optimized experience, arbitrary connection, and fast purchase. Timeliness and timely receipt of goods are the best solutions for users’ willful purchases.

Difficult to understand. The mainstream model in the Chinese market is the distribution system. Brands and dealers are a pair of happy friends. Manufacturers have brand assets and e-commerce. Dealers control offline. People, goods, and markets use their interests as a bond to cooperate and play. The information flow of each subsystem between people, goods, and yards is scattered, independent, and closed. The phenomenon of dammed lakes often occurs in the process of product circulation (a backlog of slow-selling stocks in A and B, and a short-selling in B). During the epidemic, the products could not reach the users’ pain, which was the enlargement and concentrated outbreak of the dammed lake phenomenon.

The way to increase sales during the epidemic is to set up a sales system that customers can buy at will. The product can reach users in no time, space and under any conditions. Only when the offline people, goods, market and brand chain are aggregated into one platform, the brand and the dealer form a new type of partnership between the front store and the factory, allowing logistics, information flow, and customer flow to switch freely and unimpeded. It can perfectly dock users’ fragmented shopping nodes, which is both powerful and efficient.

This new sales system platform focuses on rebuilding the brand logistics system. Integrate dealers and brand logistics management, use Internet technology to achieve remote dynamic management of the brand’s total warehouse and the distributor’s separate warehouse, unified deployment, fast response, effectively reduce the dealer’s inventory, and accelerate turnover, such as the current dealer The anxiety of the Spring Festival gift backlog will be greatly reduced. In the end, the brand and the dealer must work together to establish a brand trunk + dealer’s last mile distribution logistics system to ensure the rapid delivery of products, and the problem of unreachable users during the epidemic period will be greatly reduced. This is the sales system that brands and distributors must work together to build under arbitrary purchase.

Finally, I would like to remind the marketers again that don’t just think about temporarily holding on to something. It is more important to reflect on and plan for the future.

The epidemic is raging and Europe is falling. Corresponding to this, the current situation in ASEAN countries connected with China’s landscape seems less urgent. In addition to Singapore, the epidemic situation in some of Southeast Asia’s most populous countries, such as Indonesia, the Philippines, Malaysia, and Thailand, seems far less in terms of quantity than the European countries.

Countries in Southeast Asia have reasons to remain optimistic about the epidemic in the region. The general consensus is that high temperatures may reduce the activity of the virus and are not conducive to transmission. In addition, the population structure of ASEAN countries is very young, and there are few self-limiting diseases, which help to resist the attack of the new crown virus. Data from 2018 show that the proportion of the population under the age of 24 in the Philippines is 52.18%, and the proportion of those over the age of 65 is only 4.61%. The overall population structure is quite young. Countries such as Indonesia, Malaysia, and Vietnam are close to this.

However, as German virus expert Zosten put it: “I no longer think that summer will give us a chance to breathe. This outbreak will continue throughout the year, peaking in June and July.” Therefore, we are even more The reason is believed that government response policies are far more effective than natural factors such as climate. In reality, we have seen confirmed cases in countries such as Malaysia, Singapore, Thailand, Indonesia, and the Philippines, which have been growing slowly and persistently, and the response of some countries to the “Buddha system” is particularly alarming.

First, although some countries have national restrictions on movement, many government measures are not enforced. For example, in Malaysia, malls are closed except for markets that sell necessities. The mosque prohibits worship for multiple people and will always be performed at home. However, supermarket snap-ups, crowds of people, and restaurant operations continue to occur from time to time. People don’t seem to be alert enough. The Philippine government announced on March 15 that it has upgraded the country’s early warning level to the highest level. At the same time, Manila has implemented a 30-day “cities closure” and all schools have been suspended. In addition, the government has banned large gatherings of people. However, for the time being, Filipino policy seems to reflect Filipinos’ consistent optimism, laziness and discretion.

Secondly, people’s awareness of self-protection is not strong, and the government’s prevention and control measures are insufficient. According to local friends, the author said that almost half of the people who have been mass-purchasing in stores and vegetable markets in Malaysia that have not yet closed, do not wear masks. In contrast, most people in Bangkok have a strong sense of self-protection against the new coronavirus, and most people wear masks when they go out. However, a Chinese friend in Bangkok told the author that the Thai government still lags far behind China in terms of the joint prevention and control mechanism, and that many government policies are insufficiently implemented. On the first day of the city ’s closure on March 16, the police only set up roadblocks in the urban area, which did not provide isolation at all. Most military police covered their noses and noses with a piece of cloth, checked their ID cards empty-handed, and many places did not detect their body temperature. On public transport, passengers are not only dense but most of them are not wearing masks, and some citizens are faced with military and police inspections in a playful manner.

Third, there are doubts as to whether the government can organize effective medical resources to respond to the epidemic. Affected by economic development and local social conditions, some of the more developed cities in Southeast Asian countries are densely populated, but medical resources are relatively insufficient. The Metro Manila region of the Philippines is highly densely populated, especially the poor, but medical resources are scarce. Once an outbreak occurs, the consequences will be incalculable. There are currently 636 confirmed cases and 38 deaths in the Philippines. Some local Chinese have told the author that suspected cases in some communities in the Philippines have not been detected.

Southeast Asia is a very diverse region, ranging from countries with strong governments such as Cambodia and Singapore to countries with weak government mobilization capabilities such as the Philippines and Myanmar. The new crown virus has brought unprecedented challenges to the governance capabilities of all countries in the region. The key to the success of the epidemic is not only government policies, but also the extent to which people are willing to cooperate and support government policies. Data show that in 2018, China and ASEAN personnel reached 57 million person-times, and nearly 4,000 flights a week between China and ASEAN countries. As neighbors connected by mountains and rivers, we hope that Southeast Asia can step out of the shadow of the epidemic as soon as possible.

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