Brand is crucial to the survival and development of an enterprise. The magic weapon for many well-known enterprises in the world to remain invincible in market competition is to implement brand strategy. But it should be noted that brand and brand are two completely different concepts.

Brand can be divided into two concepts: narrow sense and broad sense. Brand in the narrow sense can be achieved by bombarding consumers with information through a large amount of advertising. Similar to fame, it does not require a deep knowledge of a company or product. Cultural heritage and long history; the broad brand involves a wider scope. The Definition Committee of the American Marketing Association once gave a definition to brand: Brand refers to the name and term used to identify the goods or services of one (or a group of) sellers. , mark, symbol, design or combination thereof and intended to distinguish one (or a group of) sellers or their competitors. It can be seen that the brand has characteristics including attributes, benefits, value, culture, individual users and so on. In fact, the current brand meaning has been greatly expanded. It has been linked to the overall image of the company and is the 'face' of the company, that is, the corporate image. A good brand product often makes people have a good impression of the company that produces the product, which will eventually make consumers identify with the company's other products, thus improving the overall image of the company. Therefore, brand strategy has actually evolved into a strategy for enterprises to carefully cultivate core brand products to adapt to market competition, and then use core products to create corporate brand images, and ultimately improve the overall image of the enterprise. It is a strategy used by enterprises to participate in market competition. means.

For a company, brand helps to promote its product sales and establish a good product image. Therefore, the CEOs of well-known domestic and foreign companies regard expanding the brand's market share as the goal of business operations. Marketing expert Larry Wright once pointed out: 'Owning the market is more important than owning the factory, and the way to own the market is to have a dominant brand. ’ It can be seen that brand is very important to enterprises. The contemporary economy has gradually transformed from a seller's market to a buyer's market. If companies want to win more market shares, obtain a good corporate image, and obtain high profits, they need to use brands to boost their corporate competitiveness and enhance their competitiveness. The market competitiveness of corporate brands.

At the corporate level, brand building needs to be elevated to a strategic level.

So, how to implement and promote brand strategy and properly shape the brand has become the focus of corporate thinking. For example, Coca-Cola, Pepsi-Cola, McDonald's, KFC, etc., all attach great importance to brand strategy when exploring overseas markets, create their own products, and use this as a means to occupy the market, and ultimately achieve success. Moreover, in the development process of an enterprise, the brand has a very close relationship with the price of the enterprise's products. On the other hand, the product price also affects the enterprise's sales revenue and profits. In addition to the product's performance, technical content, usage, after-sales service, etc., there is often an intangible thing that determines the selling price of the product, which is the company's brand. In 1997, the sales revenue of the world's valuable brands increased by as much as 40%. Brand sales increased from US$2.359 billion in 1995 to US$3.439 billion in 1996. The sales of the top 20 brands reached US$17.2 billion. The profit margins of these brand products It is also much higher than ordinary brands. From the perspective of selling price: the selling price of the same type of goods can differ several times from that of ordinary goods. Another example is the price difference between the world's Crocodile brand and China's shirts of the same texture. It is not difficult to see from this that brand is an intangible asset of an enterprise and a huge wealth for the enterprise. When the quality of a product creates credibility among consumers, no matter how expensive the product is, consumers will still buy it and regard it as a symbol of noble status, such as Rolls-Royce in cars, Pierre Cardin in clothing, etc. .

In the context of economic globalization, enterprise competition often takes two forms: one is homogeneous competition, and the other is heterogeneous competition. Homogeneous competition is manifested in the competition between enterprises in the same industry in the same dimension. It is manifested in the convergence of products and sales methods of competing companies. Therefore, homogeneous competition is also a zero-sum game.

Heterogeneous competition is also strategic competition. It requires enterprises to differentiate themselves from competitors and have real innovation. It is a non-zero-sum game. This is also the form of competition advocated by multinational contractors. From the perspective of the three levels of enterprise competition, enterprise price-quality level competition and scale-level competition are both homogeneous competitions. Only brand competition is truly heterogeneous competition or strategic competition. Brand competition has now become the highest form of enterprise competition.

Strong brands can capture more market share. Solid brand management is one of the powerful weapons for enterprises to capture market share. The 80/20 market rule tells us: 20% of the strong brands occupy 80% of the market share, while 80% of the weak brands can only get 20% of the market share. Second, strong brands endure. Carefully maintaining and nurturing a brand can make a company's business last longer. Thirdly, a strong brand can transcend national boundaries and cultures, allowing the company to become an international brand company with a strong global market and successfully develop strong distribution channels in the process of gradually opening up new markets. In addition, a strong brand can inspire employee loyalty and unleash employee initiative. A brand's reputation and image not only attract employees, but also inspire high morale and loyalty.

China’s market economy has gone through the era of advertising power and the era of marketing power. As many international brands have entered the Chinese market, China's market economy has also entered the era of brand power. In particular, Chinese construction companies, facing strong competitive pressure from world brands, should strengthen brand awareness to lay the foundation for construction company brand operations. Implementing brand management strategy is an inevitable choice for construction companies to successfully enter the international market.

Judging from the current situation, although most construction companies have begun to pay attention to brand building, most of them still have deviated understandings of the basic concepts and connotations of brands. Brand building is often simply understood as creation; brand management is equated with designing a set of VI/CI (Corporate Image Identification/Corporate Visual Identity) logos with an international, contemporary, and beautiful feel; or brand building is simply understood as investment. Spend huge sums of money on advertising in powerful media.

Most construction companies have not hired external brand strategy consulting companies or internal managers to carry out brand strategic planning, nor have they established a corresponding responsibility mechanism for usage supervision, management and brand maintenance, and have not carried out recent brand management Plan or vision. Compared with foreign construction companies, there is a lack of strategic brand management and planning.

Although many construction companies have many experts who know how to do advertising, planning, and sales, most of them do not have in-depth theoretical knowledge of brand strategic management, nor do they have practical experience in brand strategic planning and management. Lack of contact and cooperation with world strategic brand management consulting companies. Domestic construction companies lack strategic brand international managers who can grasp the brand optimization combination from a macro perspective, fully plan the brand development strategy, and make it go global.

my country's brand management is still at an extensive stage among domestic construction companies, and each construction company lacks a systematic and relatively unified brand management system. On the one hand, due to historical reasons, parent companies, subsidiaries, and design institutes often come together not for market reasons. The latter often have stronger regional brands in their locations, and these regional brands are even more recognized in the local market. Higher than the parent company brand; on the other hand, there is a lack of substantial interaction between these regional brands and the parent company brand, and they cannot form a unified brand system, resulting in blurred brand carriers.

Any brand value can ultimately be summed up in the level of customer loyalty to the company and its products, that is, the market share of the products or services provided by the company. At present, quite a few construction companies have abused their subsidiaries in the operation of specific projects, making it difficult for owners to clarify the true corporate carrier of their brands; in addition, due to the unclear connotation and denotation of the brand, many owners have no idea about the corporate brand. A misunderstanding occurred.

At the awareness level, companies need to formulate strategic brand management strategies as soon as possible. Without scientific and reasonable brand management strategies as guidance, there will be no scientific and reasonable brand management measures. Secondly, improve the brand awareness of decision-makers.

The decision-making level of the enterprise must change the past business operation routines in terms of concept, management and operation, regard brand management as the center of enterprise operation, make every effort to build a strong brand, promote the core concept of the enterprise, and thereby promote the corporate brand Management system reform. Third, create a corporate brand with core value connotations. To scientifically design your own brand strategic blueprint, you must find your position in the industry through self-analysis, competitor analysis, and consumer analysis, and clearly understand the image characteristics of the company in the minds of consumers and the brand personality. And want to occupy a unique position in the hearts of customers and carefully select to establish a differentiated advantage from other competitors.

At the management level, first of all, establish a dedicated brand management agency. The attribution of brand responsibilities and organizational operations are unclear. The current equivalent brand strategy management committee organically combines marketing business and communication functions to formulate clear decision-making and implementation, law enforcement and inspection processes for brand strategy. At the same time, within the enterprise system, brand management, supervision, and inspection mechanisms must be established to ensure that brand policies are strictly and effectively implemented and executed. Shape the brand from a corporate strategic perspective and formulate a clear and effective brand management system. Secondly, sort out and establish a unified brand system. In order to solve the problem of blurred brand carriers between large construction enterprises and their own subsidiaries and branches, it is possible to consider incorporating the regional brands owned by certain engineering bureaus, design institutes, subsidiaries and branches of their subsidiaries into the parent company. Under the banner, unified management is carried out and a unified, distinctive, normative and standard brand image is used to connect with owners. Finally, the company's name and image logo are registered. Domestic construction companies can seek legal protection by using their brands as registered trademarks. Damaged companies also have laws to follow when their CI image is plagiarized or their company name is misused.

At the marketing level, first of all, companies implementing customer relationship management can speed up the company's response to customers, help companies deeply explore customer needs, and provide scientific support for corporate decision-making. Secondly, through the implementation of customer relationship management systems, construction companies will help form unified customer contact channels and comprehensive customer service capabilities.