The â€œactivity channelâ€ accounted for an increasing proportion of transactions. A group of internal data can explain: the transaction volume of storefronts accounts for less than 40% of the total turnover of the region, while the volume of activities occurring outside the store has accounted for more than 60% of the total sales; a well-known bedding brand in Shanghai Sales data is even more horrible, this year's activity has accounted for 90%! This phenomenon has intensified in domestic brands, and has completely subverted the traditional store sales practices, and let the home, building materials stores and manufacturers back cold and cold sweat. How did all this happen? The popularity of marketing in China began with foreign companies. Foreign brands have always been educating domestic brands. From 4P to brand competition, from business to trade, the practice of foreign brands is far ahead. In the stage of competition in the store, foreign brands have sacrificed the "terminal interception" of the big killer, which was once brilliant. In the building materials and home furnishing industry, Nippon developed and implemented community promotion activities very early, extending the store's tentacles into the newly opened community, allowing consumers to accept products at their doorsteps and guide them into store consumption. In order to fight against foreign brands, domestic brands invented a number of brand-sponsored promotional group purchases, creating a new â€œactivity channelâ€: directly taking consumers away from the store, creating a relatively closed product selection. The environment avoids competition from other brands; use price temptation or live atmosphere rendering to push consumers to place orders. This model has evolved into a multi-category "activity marketing model" after several years of practice. The direct effect of "activity marketing" is that the traffic of the mall has dropped sharply, allowing the once-effective "terminal interception" to be emptied, allowing the original application of the guided mode to abort. Because the original activities outside the store are mainly drainage, and now the off-site activities are direct on-site receipts, consumers pay directly to pick up the goods, the store flow has no one to stop. Event marketing has "stains" and various characteristics of off-site activities marketing can be divided into three categories: bargaining, multi-brand activities, single-brand activities. 1. Bargaining, as the name suggests, is to encourage consumers to place orders through price concessions. Anyone who has participated in the bargaining will be shocked by the "corporate executives" on the stage. Every time these executives will scream out the advantages of their products, and in the end, they will drop the price down and down to the "cost price", allowing everyone to buy or purchase in a limited time. And the consumers present, just wait for the shots to be cheap. 2. Multi-brand activities, similar to the "China Good Home Alliance" and "Champion League" and other alliance activities. These activities are a joint effort of multiple brands to quickly gather more precise customers and achieve precise marketing. The biggest problem with multi-brand activities is that brand cooperation is not equal and regional promotion is uneven. In the process of collecting customers, the efforts of various brands are roughly equivalent. However, due to the different time periods for consumers to purchase products, the purchasing brands of consumers in the activities will be biased: the attention of consumers in the new decoration stage to the building materials products. It should be significantly larger than household products (when you want to buy paint and flooring when you are newly renovated, you don't have to worry about buying a mattress). Moreover, the strength of each brand is high or low. If you think that it is a high-end brand of the floor, you don't want to mix it with the mid-end brand of the paint. This increases the difficulty of cooperation among the franchisees in a region. When it is promoted to different regions, The cooperation between brand franchisees is very different and difficult to unify. At present, China's best-made â€œChina Good Homeâ€ and â€œChampion Allianceâ€ are only able to smoothly carry out landing activities in more than a dozen cities. In many areas, the activities of the franchisees are blocked due to poor cooperation, so multi-brand activities are far away. Far from reaching the extent of large-scale promotion. 3. Single-brand activities are the ones with the highest input, highest output, and highest gross profit rate in all activities. Of course, the risk is also the biggest. The biggest problem with single-brand activities is that it is necessary to find enough objects for invitations on their own, and it is a set of tests from invitation to order to expansion. This is explained in detail later. "Want to play" is not necessarily "playing". The marketing model has various modes. It is not that you want to "play" and "play", nor "play" to "play with fire." In the circle, the company with the most â€œactivityâ€ is the â€œShengxiangâ€ flooring company. One of its sales managers has told them that they have activities almost every week and small activities in big events. The first thing they do after each activity is not to analyze sales, but to analyze customer information, especially for customers who have not reached sales. On the contrary, many manufacturers or franchisees are very blind in their activities, often rushing into the activity, working hard for a month, there is no profit in sales, and there is no guarantee of sales. After that, I complained and complained and refused to participate. However, the activity is like an opium. In the case of a bleak business, the franchisees have to return to the "activity". More active, participate in a variety of "activity masters" training courses, spend a lot of money, accept the "brainwashing" training, full of chicken blood once again into the "activity." As everyone knows, sometimes the result of "activity does not make money" is not caused by franchisees or manufacturers, but by such activities. Because the essence of many activities is to earn sales at low prices. The organizers claimed that â€œusing low prices to attract passengers and guiding consumption of high-priced productsâ€ could not be realized in practice. Because of the environment on site and the way in which activities are done, there is no room for conversion of mid- to high-end products. Using poor quality products to cope with low prices will lead to a bunch of complaints; using good products to fight and killing, obviously not making money, but the brand is constantly overdraft in the low-price atmosphere, but it affects the brand image, so many foreign brands, Even directly below, the franchisee is not allowed to participate in peripheral activities without permission, so as to ensure that the brand is not affected. Of course, these foreign brands have to face the reality that no one in their own stores or other activities. Internal and external collusion of the original marketing activities, to do a few single-page hair distribution, to be a booth sales, is already a backward "waste" game. Nowadays, the optimized "activity marketing" is no longer the same. Where is the â€œoptimizationâ€ performance? It is reflected in the combined application of various activities and mutual response. Attracting customer resources through peripheral activities such as â€œbargaining clubâ€ and â€œalliance clubâ€, peripheral support to the central government, external flowering intermediate results, and finally detonation and harvesting through single-brand activities have become a common strategy for event marketing. First of all, different activities have different essences, and different essences have different missions. It is clear which activities are used to collect customer information and which are to make sales and profits. Then there will be relevant plans in terms of input and practice. Take the bargaining price, although bargaining will only sell low-priced products, but every time 30% of the customers present are not placed, this part of the consumer is only going to the site to understand the product, or mistakenly into the activity, Consumers with spending power, these can be developed into your future customers. Especially for household products, although 70% of the customers at the event will only buy building materials, these customers are the precise targets of the home. Therefore, even if the bargaining price is to be "depleted", it is necessary to participate in the price, but also to obtain the customer information; the alliance will participate as much as possible, and actively participate in the sales feedback, and obtain accurate customer information. . Usually, these two kinds of â€œperipheral activitiesâ€ can accumulate to two or three hundred target customers in three or four sessions, accumulating momentum for single-brand activities. Second, in the time and frequency, grasp the rhythm of each activity. Generally speaking, in a relatively independent area, you can participate in the organization of 4 to 6 field activities in two months, collect customer information, and then hold a single brand event, which will be relatively full. Finally, how does a single-brand campaign detonate? Usually, there are two main points in the single-brand event: â€œPrecision door-to-door invitationâ€ + â€œbrand deduction and sales linkageâ€. Accurate door-to-door invitations are the basis for the success of the event. "TATA wooden door" can be described as deep in this, and the form of invitation to the door has been standardized on how to call, how to knock on the door, how to dress, and what auxiliary equipment to carry. The reason why the door-to-door invitation is "accurate" is that the guide has already completed the pre-sales communication with the target customer when sending the pre-sale card, discount card, and invitation card. The product introduction materials are distributed in a targeted manner, and the consumer's intention is recorded. Demand; Subsequently, the employee will do the corresponding product recommendation plan, receive the corresponding customers at the event site, the salesperson's recommendation is prepared, greatly improving the transaction rate. "Brand deduction and sales linkage": The customer who is invited by telephone is the basis, and under the effect of the herd effect, it will often drive other blind customers. Many brands use live interpretations to attract attention. This is also a good method, but the interpretation must also have a theme. Deductive is best combined with the theme of your recommended activities, product ideas, brand stories, not only to attract attention, but also to play the role of educational films, educate the on-site consumers, and then directly recommend and deal. Many foreign brands, even directly below, require franchisees not to participate in peripheral activities without permission, thus ensuring that the brand is not affected. Of course, these foreign brands have to face the reality that no one in their own stores or other activities. Bargaining will only sell low-priced products, and each time 30% of the customers present are not placed, but they can all develop into your future customers. Personal profile: Lu Binfeng, current sales director of Jin Keer (China). Master of Science in MBA, East China Institute of Technology, Bachelor of International Trade, Shanghai University. He has served as marketing director, product manager, brand manager and marketing manager in the marketing department of Xilinmen Furniture Co., Ltd., GROHE (China) Co., Ltd., Libang (China) Co., Ltd. and Tsingtao Brewery Huadong (Holdings) Co., Ltd. Help Xilinmen Company to carry out large-scale brand structure changes, and conduct targeted brand coverage for different consumers through research; help Xilinmen to make corresponding changes in the display according to brand strategy: store image, product design, store personnel, event design; Combined with the targeted delivery of online brand communication channels, the brand image of Xilinmen was changed in a short time; Xilinmen was re-constructed into a Chinese brand with international strategic elements. Successfully organized the listing of Nippon NET's full-featured products, enabling Nippon to stabilize its position in the market. In GROHE, the storefront shopping guide system was launched and successfully used in many countries.
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