Inefficient or ineffective brand marketing thinking and methods are like Trojan horse viruses built into the company, causing its market engine to slow down. Even those excellent and famous companies are no exception - once they start to On the journey to success in the spotlight, the law of inertia begins to work on them. They began to have a strong dependence on those successful practices in the past, but in fact the marginal effects of those practices were getting lower and lower, and they were increasingly unsuitable for the needs of rapidly growing enterprises.
Reality forces us to constantly reflect on the current status of corporate brand marketing.
Company A is a well-known local beverage company - in just a few years, this company has created a miracle of rapid growth in market share, making it a model for domestic companies to follow. In the process of designing an integrated brand marketing plan for it, the brand marketers gave full play to their creative enthusiasm and culinary expertise, using the drink as the main condiment. After repeated experiments, they made several delicacies with full color, fragrance and taste. After the live shooting Accompany it with a "recipe" and indicate how to make it more delicious and eye-catching. This is a bold idea to allow the beverage brand to penetrate into the daily life and consumption patterns of the public. It is also a strategic means to skillfully use the catering industry channels for brand promotion. But later the "upgrade" of the company's brand marketing behavior showed us that the company did not insist on this approach that did not require huge expenditures. It began to embark on the prime time period of CCTV and focused on brand marketing throughout the year. The vast majority of the budget is contributed to CCTV.
Company B is a very respectable and well-known learning tool company - its leading technical background and strong capital support make it an industry leader. In one proposal, the brand marketer suggested using a “handwritten newspaper” contest for middle school students to spread the brand. In an era when computers are popular, the personalized expression of handwritten newspapers will make the brand more distinctive, and this method can help companies integrate targeted brand marketing resources into schools. However, the company believes that today's market competition is fierce and the company's brand marketing budget is limited, so it can only adopt a more expensive approach: contributing most of the advertising costs to CCTV and local satellite TV...
Like the above This kind of thing happens every day, it was like this in the past, it is like this now, and I believe it will never disappear in the future.
For pragmatists who have seen the signs of the decline of traditional mass brand marketing, they actively advise companies to adopt brand marketing methods that are closer to consumers and more targeted, but the result is that they are discouraged. Feeling cold.
This cannot be blamed on companies for lacking effective brand marketing thinking.
In today's market, as long as a company is bold enough and its wallet is big enough, it is the easiest and most feasible way to solve market problems by burning money.
But this is exactly the problem. A brand marketing war is not a capital war. Capital's triumphal song means the shrinking of brand marketing wisdom, and also means that a vicious cycle similar to "Star Wars" and characterized by resource consumption is flourishing in the field of brand marketing.
When more and more market "upstarts" keep shining their dazzling light on us in the media, many of yesterday's brilliant market legends are still vivid in our minds like the replayed movies.
Chongqing Oni was once the most successful company in China’s daily chemical industry. From Oni Shouwu to Centennial Runfa, within two years, the company has successfully appointed the most influential stars in the Chinese entertainment industry as its image spokespersons. It is difficult for any local company to surpass the huge TV advertising system. Its annual sales exceed 800 million yuan and its market share reaches 12.5%, which is close to that of P&G, the "big brother" in the global daily chemical industry. Oni reached the pinnacle of glory in 1997, but unexpectedly, decadence followed. In 1998, Oni cooperated with the world-famous Ogilvy advertising company to launch a marketing and branding plan, preparing to climb to a higher mountain, but unexpectedly began an inevitable journey of falling into the abyss, and has suffered a complete failure ever since. At that time, the sales revenue of Aoni New Soap Locust was only more than 100 million yuan, but the advertising expenses reached hundreds of millions of yuan. Such a ridiculous input-output ratio is incredible! Oni's ups and downs are like a horse race, which makes people overwhelmed, but everything is just like a passing cloud.
Until now, this brand, which once created the most brilliant achievements of Chinese enterprises and international giants, has been trapped in the dilemma of having its trademarks auctioned twice and the ownership rights being entangled.
This is just the most typical scene in the ups and downs of Chinese corporate brand marketing. Many past events in the Chinese market always give people the impression that "nothing is a coincidence". Similarly, a once famous Chinese company reached the peak of glory in 1997 and fell to the bottom in 1998.
In November 1997, Guangdong Aiduo purchased the 5-second version of CCTV’s prime-time advertisement for a sky-high price of 210 million yuan, becoming the hottest advertising “king” and ushering in the most glorious era of the VCD industry. The film and television advertising masterpiece performed by China's influential director Zhang Yimou and actor Jackie Chan has made Aido write a much-talked-about chapter in the history of local brand marketing. In 1997, Aido's VCD sales soared to 1.6 billion yuan, and its brand recognition rate was as high as over 90% in cities. However, who could have expected that things in the world are like chess and can change rapidly. In 1999, a shareholder statement in the Yangcheng Evening News brought back the reckless hero who created the myth of Aido. The trilogy of creation, brilliance and overthrow was hurriedly staged in less than four years.
Today Aido is recorded in history as a classic - not a classic example, but a classic negative teaching material, which is displayed on the podium of the business school.
Success and failure are so similar, and there is no difference in the brand marketing path. Companies like Oni and Aido, which have created miracles that cannot be followed by latecomers in the history of Chinese brand marketing, have pinned their fate on money-burning brand marketing communication that has unlimited glory for a while, rather than on the systematic improvement of their own brand marketing execution capabilities. As well as in-depth communication with consumers, in the end, after the "infinite glory", the company was "buried in glory".
This kind of brand marketing method based on large-scale capital investment and large-scale communication as the basic means has brought too many painful lessons to enterprises.
As long as enterprises do not enter the era of pursuing practical results, this familiar experience will never become a thing of the past.
Lenovo, Haier, and Vanke, these local companies that create the greatest market value and always guide the development direction of domestic companies, have never created the myth of the Great Leap Forward in brand marketing, but they are models that truly create brand legends.
Don’t always say that it takes too long to build an influential leadership company. We cannot afford such a wait. It only takes about 10 years for these three flagship companies to create brilliant results. This time period should not be too long for Chinese companies pursuing rapid development, but more companies want to create brilliant results within three to five years. A myth comes.
The existence of these steadily growing companies, as well as more and more effective brand marketing practices, give more companies reason to believe that they can create value for consumers, enrich their daily lives, and deepen their experiences. , the efficiency of non-traditional advertising methods and creative brand marketing with interaction as the main feature is more ideal than those "brand marketing opiates" that have made us addicted - large-scale communication campaigns that cost huge sums of money.
This is a market that is being reconstructed and needs to be reimagined.
New technologies, new methods, new media, new combination methods and integrated thinking can transform the most basic notes that once composed soothing variations for us into rock and roll on the new Long March.
However, the brand marketing practices and changes in brand marketing ideas of local enterprises lag behind the pace of market economy development.
From the perspective of competition evolution, corporate competition and sports competition have great similarities.
Take the high jump in competitive sports as an example. Let’s take the historical lens back to 1968. Before that, there were two ways of high jumping: athletes could use prone high jump or hurdle jump. . Sports experts at that time believed that these two methods were the best high jump methods. If a person wanted to become a high jump champion, he must practice hard according to these two high jump methods.
But one day, Richard Forsberg, a high jumper studying medicine, suddenly realized that the best way to jump from the pole was not prone or hurdles. Perhaps, it should be Back jump. When Forsberg first adopted this posture, people thought it was ridiculous, but he did not waver and insisted on using the back jump to participate in high jump competitions. In 1965, the 18-year-old Forsberg used this unique back-jumping technique to cross a height of 2 meters, allowing people to see the vitality of this new posture.
In the end, at the 1968 Mexico Olympics, Forsberg used the back jump he had figured out to win the championship in one fell swoop. Television audiences around the world were conquered by his stretched and graceful posture. People connected the back jump with his name and called it "Forsberg's back jump." This is a technological revolution in the history of high jump. The advantage of the back jump is that the movement is simple, natural and easy to master, and it can maximize the athlete's sports potential. Since Forsberg won the Olympic title with his back jump, many of the world's best athletes have adopted this position with great success. In the 1980s, the popular prone style was almost completely replaced by the back-lying style.
The fierce competition and intense confrontation allow people in the sports world to quickly accept the most efficient and innovative methods.
What's worse is that the corporate world's response to effective brand marketing methods appears to be quite slow. Although there are many brave and innovative companies that have benefited greatly from the "back-leap approach", more companies are still adopting the "prone approach" or "hurdle approach" in an attempt to overcome consumers' rising demand awareness railings.
In the past 20 years, in the face of increasingly fragmented markets, fierce global competition, increasing product commercialization trends, shortened product life cycles, and powerful distribution channels, brand marketing, the "engine of corporate growth," "It seems more and more ineffective.
Brand marketing problems have become a big challenge for business operators. However, the power of inertia and the unabated convergence of brand marketing make it unclear whether brand marketers can meet these challenges.
To find an "effective" brand marketing path, companies must first find those elements that offset the results of brand marketing efforts, and on this basis, discover the company's consciousness bias. This is the only way for companies to review their brand marketing mistakes and maximize market effects.