Chinese name
Brand buyout
Meaning
Phrases
Brief introduction of brand buyout-development of brand buyout-causes of brand buyout-management summary reference
Brief introduction
Classification
Brand buyout, including long-term buyout, short-term lease and brand buyout in disguise (brand cooperation), is "China characteristic", but However, "brand buyout" in some industries has been banned, and "brand buyout" in some industries has not attracted attention.
brand buyout-development
The most popular period of brand buyout was the early 198s; At that time, almost all "prestigious institutions" participated in "selling brands". For example, publishing houses sold book numbers by
brand buyouts and booksellers operated independently; Newspapers sell pages to engage in "paid news" to cover the business intentions of enterprises with their prestige; "Core publications" sell pages to engage in "what to raise"; Television stations contract certain time periods to advertising companies to engage in activities such as "ranking"; The hospital wrote the refrigerator color TV into the "prescription"; Some functional departments sell "national excellent, ministerial excellent, provincial excellent" or approval documents and appraisal certificates; [1] Universities, especially those with "Party School System", sell "real or fake diplomas". Permanent, Phoenix, Wuxing and other industrial enterprises also engage in "joint ventures" to collect "brand use fees".
many famous universities have set up fashionable institutions such as "MBA training centers" in different places, and many pharmaceutical companies have obtained a certain pharmaceutical wholesale certification before transferring it. If we carefully examine it, we will not find that many of them are actually not operated by these famous universities and state-owned pharmaceutical companies themselves, but just "brand buyouts".
on the surface, it is very similar to "target responsibility system" or OEM, but in essence, it is quite different from any formal way.
brand buyout-reason
reason 1
(1) producers have idle resources, especially idle brand extension space, but have no corresponding market development ability; Or due to institutional reasons, its ownership of
is unclear and its marketing ability cannot be brought into play. The exit mechanism is not perfect. Therefore, it is willing to "sell" or "jointly develop" new brands to turn idle resources into real wealth.
Social appraisal institutions, such as health care approval, legal ruling, architectural appraisal, financial appraisal, diploma, decision, etc., have similar status to state-owned enterprises; In the future, they should belong to professional enterprises led by experts, just like foreign legal consultants, strategic consultants, financial consultants, independent judges, private doctors, etc., and experts should operate these appraisal rights in the mode of operating personal brands, that is, enterprise management; Ordinary industrial enterprises are gradually expanding the scope of marketization, and it is the turn of state-owned enterprises in liquor industry; Automobile, milk, real estate and other industries are about to enter the stage of liquor industry.
due to the special institutional, political and historical reasons in this transitional period, these institutions have very few marketing personnel themselves, and the external marketing personnel often can't find a foothold, so they often come on the spur of the moment and go away disappointed. This limits the utilization rate of intangible resources of enterprises. For example, universities, publishing industry and other units often lack operational talents, or lack relevant legal norms, and a large number of intangible assets are idle; There are booksellers who are good at operating books and operators who are good at operating educational resources in society. This has led to brand buyout.
reasons for brand buyout
reasons 2
(2) The number of people with brand operation ability exceeds the number of operation space and platforms that society can provide. Even if
brand buyout-pros and cons are not able to operate, it is not difficult to find people who have the ability to operate without a platform to help themselves.
benefits of brand buyout
advantages and disadvantages of brand buyout
(1) strategic expansion is achieved by expanding from the current market position to the target market in brand buyout. For example, several buyout brands of Wuliangye Group, "Jinliufu" and "Liuyang River", all include middle and low-end products, and they occupy a considerable market amount, thus entering the middle and low-end market of this industry.
(2) A series of sub-brands are produced through brand buyout, which expands the popularity and market share of the main brand and obtains buyout fees.
(3) through the development and operation of the buyout sub-brand, the connotation of the main brand is richer and the image is fuller, so that the main brand can be promoted and developed. On the basis of inheriting part of the brand personality, brand connotation and brand value of the main brand, the sub-brands produced by brand buyout have developed new connotations for their respective markets, further interpreting the core connotation of the main brand, making it more concrete and enriching the brand image.
Brand buyout
The problem of brand buyout
(1) Lack of planning on the number of buyout brands, driven by short-term interests, a large number of brand buyout businesses have been carried out, resulting in more sub-brands, which has damaged the image of the main brand.
as a form of communication between enterprises and consumers, the existing brand information in the market determines consumers' cognition of brands. The alternation and transformation of new and old consumers, as well as the renewal of brand information brought by brand buyout, determine that the new generation of consumers' cognition of brand will change. Enterprises produce a large number of sub-brands through brand buyout, and the information of a large number of sub-brands will excessively strengthen consumers' cognition of brands. For example, Wuliangye Group entered the middle and low-end product market from the high-end product market through brand buyout, and the excessive information of middle and low-end sub-brand products will inevitably impact consumers from various channels, and the position of its main brand in consumers' minds will inevitably move from high-end to low-end because of its connection with middle and low-end product brands, thus affecting consumers' overall cognition of Wuliangye brand.
(2) There is a lack of overall planning for the market positioning and image positioning of each sub-brand generated by brand buyout, and subsequent management and control are unsustainable.
In the process of implementing the brand buyout business, enterprises have not made detailed plans for the market areas served by each sub-brand and its market image. As a result, the development ideas of enterprise brand system are vague, the market positioning of sub-brands overlaps, and the market image converges. The small regional operation of sub-brands is not conducive to the implementation of the overall brand strategy of production enterprises. As a regional brand, sub-brands often only have external identification marks such as packaging and trademarks, but there is no brand differentiation based on product quality differences. On the one hand, it will affect the exclusive appeal of the main brand and reduce the connotation value of the main brand, on the other hand, it is difficult to convert the resources invested in the promotion period of the sub-brand into effective brand value;
(3) In addition to affecting the image of the main brand, too many brand buyouts have also compromised its effect, thus affecting the competitiveness of the buyout brand.
as the saying goes, scarcity is the most precious thing. From the perspective of experience marketing, the reason why the sub-brands produced by brand buyout can attract consumers is that under the "halo" of parent brand, the sub-brands inherit some attractive qualities, elements or brand personalities of the main brands, and consumers indirectly experience these qualities, elements or personalities of parent brand products by consuming the sub-brand products. Too many brand buyouts weaken or even destroy the rarity of these qualities, elements or personalities owned by sub-brands, increase the difficulty for brand buyers to operate the market, and make them less competitive with other brands' competing products at the same price.
(4) production and quality assurance of products.
if a sub-brand has a small production batch and a long sales cycle, it will affect the production plan and supply plan of the production enterprise. If the products produced by enterprises have strong periodicity, and the production technology and equipment between different varieties are quite different, it is necessary to: invest more in fixed assets. If there are more varieties with small batch and long period, it will affect the production capacity of enterprises, and the fixed cost will increase due to the decrease of equipment utilization rate. On the other hand, the supply of sub-brands is small, the semi-finished products and inventory are large and take a long time, so manufacturers are often caught in a dilemma of either rising the cost of liquidity backlog or not being able to supply in time; From the point of view of quality control, once brand buyout becomes OEM, the product quality is difficult to control, thus causing adverse or even devastating damage to the main brand.
brand buyout-management
1. correctly understand the brand and its development law, put an end to the idea of once and for all after establishing a well-known brand, clearly understand the fragility of the brand, and continuously invest in the operation of the brand
to maintain and enhance the brand and provide a good foundation for the development of the enterprise.
2. On the market image of sub-brands, enterprises should make unified planning, form a coordinated brand structure, and avoid overlapping market images, resulting in waste of communication resources and market conflicts. This requires each sub-brand to maintain a sense of distance and transcendence from the sub-brand group on the premise that the image positioning is basically the same as that of the main brand, so that the whole brand structure can form a hierarchy, so that consumers can have a correct understanding of the "main and deputy" relationship between brands, and then maintain the market image and vitality of the main brand.
3. adhere to the principle of moderation in the number of brand buyout businesses. Moderate brand buyout can not only keep the rarity of the concept of the main brand inherited by the sub-brand, thus improving the success rate of the operation of the sub-brand market, but also avoid the shortcomings of excessive brand buyout that the information of the sub-brand impacts consumers' cognition of the main brand and the sub-brand group "upstarts" and even destroys the market image of the main brand. In addition, moderate brand buyout is also conducive to the overall control and management of various brand buyout businesses by production enterprises.
4. The main brand is the driving factor of the whole brand structure of an enterprise, which is of great significance for maintaining and improving the market influence of the brand structure of an enterprise. According to the general law of brand management, during the operation of sub-brands, enterprises should also maintain a certain investment in the main brand, enrich the connotation of the main brand, enhance the value of the main brand, and transmit and strengthen the image of parent brand to the market through certain media to avoid consumers' cognition of the brand from focusing on the sub-brand and diluting the main brand.
Summary
. After the unified planning of the market image of each sub-brand, production enterprises need to carry out strict supervision, so as to prevent the opportunistic behavior that the buyout party abuses brand resources and damages the main brand after the agreement is reached. To sum up, from the perspective of enterprise development strategy, it is necessary to implement brand expansion through brand buyout, but it should be noted that brand buyout may bring negative effects to enterprises, and the management and control of brand buyout should be strengthened in the implementation process. By strengthening management and control, the negative impact of brand expansion can be offset, thus ensuring that enterprises can obtain greater development space and better business performance.
error correction
references
[1]? /Article/ppgl/267/81546.html? ·?
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