No matter how many resources an enterprise has, it is still limited. An enterprise should not only have resources, but also have the ability to make full use of external resources, so that social resources can serve its development more and better. Some enterprises can produce products without factories, machinery and equipment, or even their own employees. Of course, it is not really absent, but it makes full use of social resources and carries out virtual research and development, virtual marketing, virtual transportation and virtual distribution (referring to equity and option system). Some enterprises separate the brain from the body. They only have personnel who organize production and a few offices, but they use external land, factories, social technicians, managers, labor and raw materials to produce a large number of products. Therefore, in the process of marketing planning, we must always remind ourselves to broaden our horizons and make full use of extensive social resources. According to the different ways of integrating resources among enterprises, resource integration can be divided into three forms: vertical integration, horizontal integration and platform integration.
1) vertical integration
vertical integration is that two or more manufacturers in a value chain unite to form the same body of interests, and are committed to integrating industrial value chain resources and creating greater value.
the traditional "raw material supply-design and manufacture-product distribution" is a typical vertical value chain, and the question that enterprises should consider in it is: Are they in the most favorable position in the value chain? Are you doing the work that suits you best and can give full play to your advantages? If not, where do you have no comparative advantage? But which resources with comparative advantages should be integrated? How to integrate?
for example, according to the traditional management mode, flower shops purchase flowers from flower farmers and then sell them to customers. This has been the case for decades. However, this does not mean that it is the best way to operate. A flower shop in the United States abandoned the traditional management mode and formed a strategic alliance with flower farmers and express delivery companies. As a flower ordering center, customers come here to order flowers (online or by telephone). The flower shop records the types and quantities of flowers ordered by customers, as well as the address and time that customers want to deliver them. At the same time, send the information about the types and quantity of flowers that customers need to the flower farmers, and inform them to prepare flowers. Then, send the information such as the type and quantity of flowers ordered by customers, as well as the address and time that customers want to deliver, to the courier company, which will get flowers from flower farmers and then send them to customers. Through the cooperation with the courier company, the flower shop integrates the transportation resources of the courier company and turns the traditional cooperation between the two parties into a tripartite alliance. The new strategic alliance has greatly expanded the business volume, and each participant has gained more income: flower farmers can sell more flowers, courier companies get more business, and flower shops get more orders, and at the same time save transportation costs. Customers can also enjoy more choices of flowers and convenient door-to-door delivery service, which traditional flower shops cannot do.
2) horizontal integration
horizontal integration is to focus on a certain link in the value chain, discuss which resources to use and how to combine these resources, so as to form this link most effectively and improve its utility and value. It is different from vertical resource integration, which regards different resources as different links in the value chain, emphasizing that each enterprise should find its own position, do the most comparative advantage, and coordinate the different work of each link to create the maximum value of the value chain. The horizontally integrated resources are often not in the industrial chain, but outside the industrial chain.
3) Platform integration
No matter whether it is vertical or horizontal resource integration, the enterprise itself is regarded as a part of the integrated resources, and how to combine other resources to get the best effect is considered. However, the platform-based resource integration is different. It considers that enterprises, as a platform, integrate the resources of suppliers, demanders and even third parties on this basis, and at the same time increase the benefits of both parties or reduce the transaction costs of both parties, so as to make profits themselves.
Alibaba is a typical example of building a platform to integrate resources. It integrates the information of suppliers and demanders and creates an information platform. Suppliers and demanders can exchange information and exchange needed goods through it to achieve the best transaction effect, while Alibaba makes a profit by charging service fees. Similar successful examples include Ctrip.
Similarly, all exhibitions now build a platform for both the supply and demand sides through platform-based resource integration, and make profits by meeting their respective needs. An exhibition should integrate at least three resources: first, exhibitors; The second is professional audience; Third, the service providers for the exhibition (such as logistics providers, hotels, builders, cleaning, security, exhibition halls, tour operators, etc.). Theoretically, there are three ways: vertical resource integration, horizontal resource integration and platform resource integration, but in practical application, it is difficult to completely separate and even cross each other. Common methods of resource integration are:
1) business outsourcing
The so-called outsourcing, also known as resource outsourcing and resource outsourcing, refers to that enterprises outsource some non-core and auxiliary functions or businesses to external specialized manufacturers based on contracts, and use their expertise and advantages to improve the overall efficiency and competitiveness of enterprises, so as to reduce costs, improve efficiency, give full play to their core competitiveness and enhance their environmental protection.
Case 1: Production Outsourcing of Rainwater Group
Rainwater Group in Chongqing integrates social resources by using typical business outsourcing. At the early stage of the company's development in the 199s, the company's resources, especially tangible resources such as land, factory buildings, machinery and equipment produced, were lacking, and even there was no office space, and there was no such huge fund to purchase these resources. All I have is a patented technology of cosmetics. In this case, according to the traditional way of thinking, business can not be carried out at all. However, the company solved this problem by outsourcing, making full use of social resources, outsourcing production, entrusting a pharmaceutical factory to produce products for it (the company only pays a little production cost), and even renting the company's office space. But the company controls the key links in this value chain: patents and sales. In the end, the company's operation can continue and flourish. According to the viewpoint of core competence, enterprises should concentrate limited resources to strengthen their core business, and other non-core functional departments should be outsourced or outsourced. Through the implementation of business outsourcing, enterprises can not only reduce operating costs, improve efficiency, concentrate resources to give full play to their core advantages, better meet customer needs and enhance market competitiveness, but also make full use of external resources to make up for their own lack of resources and capabilities. At the same time, business outsourcing can also enable enterprises to maintain flexibility and diversity in management and business.
The specific forms of business outsourcing include production outsourcing, sales outsourcing, supply outsourcing, human resource outsourcing, information technology service outsourcing and R&D outsourcing. Business outsourcing theory emphasizes that enterprises focus on their own core competence. If a business function is not the most efficient in the market and it is not the core competence of enterprises, then it should be outsourced to a specialized manufacturer with higher external efficiency.
knowledge link: the trend of business outsourcing
At present, there are three main trends in business outsourcing:
First, outsourcing is biased towards back-office business. In the new economic era, the market is changing rapidly, and the basic criterion for enterprises to survive is to obtain terminal information in time and change with the market. In order to grasp the terminal market and keep the pulse of quasi-market, many enterprises do their own work for the front-office business, strengthen services, and outsource the back-office business and the business far from the market.
second, outsourcing is biased towards mechanical business. In the information society, the life cycle of products is shortened, the variety is increased, the batch is reduced, and customers' requirements for the delivery cycle, price and quality of products are getting higher and higher. In this context, meeting individual needs has become the top priority of enterprises. To this end, enterprises should outsource mechanical and repetitive business through digitalization and software, such as outsourcing production.
thirdly, outsourcing business is biased towards non-core business. The important business of an enterprise must be completed by itself, and for those non-core businesses, outsourcing can be implemented. Enterprises can do it through partners. For example, many home appliance enterprises now outsource after-sales services (delivery, installation, maintenance, consultation, etc.). For example, in exhibition management, exhibition organizers often outsource some non-core businesses, such as on-site catering, cleaning, security, etiquette and construction, while they concentrate on their core businesses, such as exhibition planning, investment promotion and exhibition invitation.
2) Joint venture
Enterprises combine their different resources in the form of joint venture, * * * operate together, * * * take risks, realize the complementary resources and capabilities of both parties, and achieve the goal of * * * common development. Under the following circumstances, joint venture is a better strategy: ① it is uneconomical or risky for an enterprise to operate alone; ② By combining the resources and capabilities of two or more enterprises, more resources can be brought to an enterprise, making it a strong competitor; ③ It can overcome import share, tariff, national political and cultural barriers.
3) M&A
M&A is also one of the strategies for enterprises to obtain external business resources and seek external development. Through M&A, they can obtain the right to control the company's business resources. The main ways of enterprise M&A are: ① Overall M&A refers to the M&A behavior in which an enterprise determines the M&A price based on assets and acquires all the property rights of the target company. (2) Investment holding M&A refers to the M&A behavior in which an enterprise invests in the target company and reorganizes the target company into its own holding subsidiary. (3) Paid transfer of equity refers to the merger and acquisition of the target company by the enterprise according to the price of the equity agreement, so as to obtain the control right of the target company. (4) Asset replacement refers to the property right transaction behavior that an enterprise uses assets of a certain value to acquire high-quality assets of equivalent value.
in addition, from the direction of M&A, there are three types: horizontal M&A, vertical M&A and mixed M&A..
4) Joint research and development of products
Today, with the increasingly decentralized product technology, no enterprise can have all the latest technologies for producing a certain product for a long time, and it is difficult for enterprises to grasp the initiative of competition by relying solely on their own capabilities. To this end, the countermeasures of most enterprises are to use external resources as much as possible and actively create conditions to realize the advantages of internal and external resources.
the development of new products is a complicated process, and it often takes a lot of time from seeking creativity to the appearance of new products, and the complicated and changeable market environment makes the success rate of new product development and listing extremely low. Enterprises can develop and provide new products together. First, they can use the same resources to conduct technical exchanges, reduce idle human resources, save research and development expenses, disperse high risks and overcome technical problems together.
when two or more enterprises jointly develop a new product, each enterprise can use the new product to transform the existing product, improve the quality of the product or innovate the selling point, thus improving the market competitiveness.
Example 2: Chaochai and Jiangqi jointly develop products
Dongfeng Chaoyang Diesel Engine Co., Ltd. (referred to as Chaochai) and Anhui Jianghuai Automobile Co., Ltd. (referred to as Jiangqi) have been partners in the automobile industry for many years, and their production, sales and social ownership have always been in the leading position in the automobile and engine industries respectively.
on July 1st, 25, the country will fully implement the Euro II standard. In order to meet the needs of the market and users, Jiangqi introduced Weiling and Shuailing which meet the new standards. Chaochai also timely introduced two new power engines, 4D47 and QD32, which meet the needs of the market and users. These two engines are newly developed and imported high-quality products by Chaochai Company, in which QD32 is imported from Nissan diesel engine technology, while 4D47 has achieved camshaft overhead, which has achieved qualitative changes in technology and design compared with existing domestic engines, thus making these two engines have the quality style of a leader in performance and technology.
If Jiangqi's Shuai Ling and Wei Ling are equipped with QD32 and 4D47 of Chaochai, it will provide users with new value beyond their wishes and bring more effective economic benefits. Therefore, Jiangqi and Chaochai jointly developed brand-new products with "new standards, new power and new value"-Weiling and Shuailing new light trucks, in which Weiling is equipped with 4D47 engine independently developed by Chaochai, and Shuailing is equipped with QD32 engine imported from Chaochai with Nissan diesel technology. After the launch of the new product, Chaochai and Jianghuai Company launched a joint promotion campaign in 1 regions across the country, which shocked the audience and was recognized by the market.
5) Franchise
Franchise refers to the business operation mode in which the franchise owner allows the franchisee to use its name, trademark, proprietary technology, products and operation management experience for business activities in the form agreed in the contract. The party with important intangible assets has mobilized a wide range of social resources, rapidly expanded its scale and obtained additional income. In the hotel industry, "Home Inn" is a successful franchise mode.
6) resources * * * enjoy
resources * * * enjoy is to share the resources belonging to this enterprise with other enterprises * * *, and its * * * enjoyment method can be paid or free. On the one hand, the enjoyment of resources can make full use of existing resources to improve the utilization rate of resources, on the other hand, it can avoid the waste caused by repeated construction, investment and maintenance, which is an important measure to achieve the goal of complementary advantages and high efficiency and low cost.
it is impossible for any enterprise to have absolute advantages in all resource types, even if the same resource shows strong comparative advantages in different enterprises, thus forming the basis of complementary integration of enterprise resources. In particular, some resources that have solidified in the enterprise organization cannot be completely traded, such as intangible resources such as marketing channels, market experience and customer database materials, which are inconvenient to obtain directly through market transactions. To obtain these unique resources of the other side, we must establish a cooperative relationship with them to realize the mutual enjoyment and complementarity.
knowledge link: customer resources * * * enjoy
customer resources are the most important resources for enterprise development, and how to obtain customer information is what every marketer is most concerned about. It is indeed a happy thing to be able to share customer information with other enterprises and expand the market scale without hurting customers' feelings and infringing on customers' privacy.
generally speaking, sharing customer information can be carried out in the following two types of enterprises: first, it is composed of similar enterprises with different market segments. For example, in the same food enterprise, the beverage industry, the ice cream industry and the health food and leisure equipment enterprises can share customer information. The "Yinzhengtong" and "Yinbaotong", which are very popular in the financial industry, also belong to this kind of application, and the customer information of the securities industry and insurance industry is relatively scarce. Second, enterprises with different products with upstream and downstream relationship or complementary relationship in production, sales or use, such as computer accessories and peripheral equipment manufacturers and whole machine manufacturers, refrigerators and refrigerators deodorant, washing liquid and hand cream, microwave ovens and cooking utensils, can all enjoy customer information.
of course, there are successful precedents for seemingly unrelated companies to cooperate in sharing customer information. Such as American Express and MCT Electric.