Four Major Predicament Of "Differentiated Marketing" Of Chinese Shoe Enterprises

April 6th hearing, with the gradual improvement of people's living standard and quality of life, consumers are becoming more and more demanding on shoes products. Besides satisfying the basic functions of warmth and comfort, many consumers begin to require products to conform to their own qualities and conform to their own aesthetic standards. Therefore, many products have to be processed like a piece of art.

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From the point of view of thinking, some shoe companies hope to be differentiated.

First, market limitations.

The consumer behavior and attitude of finished shoes are diversified, and there are many products in the market. Therefore, the market is hard to get out of the homogenization competition and needs differentiated market strategy.

Two, the scale is limited.

Footwear products are characterized by market positioning and abnormal segmentation. They have crowd specificity and customer instability. Enterprises need to make scale and badly need differentiated product positioning, so as to attract part of the potential consumer market and improve the overall profitability level.

Three, competition constraints.

The main brand and low-end products in the market will bring double pressure to the emerging shoe enterprises. Facing the competition pattern of the tiger with wolves ahead, enterprises should take the road of innovation and differentiation and get rid of the difficult situation.

Four, opportunities are limited.

Because the market is relatively narrow and the ability to withstand risks has been greatly reduced, shoe companies have lost some favorable opportunities in the domestic and foreign market competition.

The obsolescence of the mode, the single product, and the price driven alone lead to the weak ability of shoe enterprises to control the market. In fact, enterprises can rely on systematic marketing operation to enhance their core competence and do not have to operate through a narrow market segmentation strategy.

If it is located in a single functional market segment at this stage, only homogenization and neglect of differentiation will be too early to limit itself to a limited market space, and thus lose more large capacity markets, and at the same time lose the opportunity for rapid growth.

At present, some shoe companies hope to fully develop the market segmentation strategy. There is no direct correlation between the strategic thinking of the market and whether or not to take the enterprise brand as a professional brand, but more depends on the enterprise's regional and channel development strategy. As long as the establishment of a perfect regional differentiated distribution system in the consumer market, the rational design of differentiated regional channel distribution structure, the establishment of a core distributor system, and the strengthening of control over the distribution channels and drugstore terminals at all levels, the wide distribution of shoes can be promoted.

This stage does not need to adopt differentiated marketing operation mode.

Therefore, it is very important for shoe companies to win market opportunities and adopt differentiated marketing mode. The most important thing is to accurately judge the market environment and development stage of enterprises, and then take the most appropriate marketing strategy and operation mode.

Brand relocation mode

Trout and Rees, the father of positioning, first put forward the concept of brand relocation.

Repositioning is to reposition the brand, aiming at getting rid of the predicament and gaining new growth and vitality of the brand.

It is not a negation of the original positioning, but a "sublation" of the original brand strategy after the market discipline.

From the perspective of organizational strategy, the organizational strategy of enterprises must be adjusted accordingly, because of the changes in the external environment that enterprises are faced with. This, of course, includes brand positioning.

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After the Chinese trend took over the KAPPA brand, the first thing to do was to reposition the brand according to the competition pattern in the Chinese market.

The original Italy KAPPA is taking the traditional sportswear route, so that KAPPA will compete with Nike, Adidas, Lining and other brands. Compared with these brands, KAPPA is obviously at a disadvantage.

Internationally, the performance of KAPPA brands has deteriorated and is on the verge of loss.

After accepting the KAPPA brand, China is acutely aware that if you follow the original development route of KAPPA brand, it will be difficult to compete with Nike and other brands.

Only by taking a differentiated route can we hope to find vitality.

As American marketing expert Kevin Ryan Keller said, "strong, unique and good association between a brand and other brands in the same reference frame is the foundation for the success of brand positioning. Brand positioning must create a strong and effective difference.

China's trend has identified KAPPA's brand appeal as the following four themes: sports, fashion, sex appeal and taste.

The positioning of KAPPA makes it difficult for us to relate it to traditional sportswear, because traditional sportswear seeks loose and breathable performance.

But now the positioning of KAPPA is brand new, that is, positioning sports apparel fashion.

How does KAPPA break the positioning of traditional sportswear and turn to the "sports + fashion" route? After careful market research, China has made an astonishing discovery. Most of the young consumers do not need professional sportswear. What they need is a sense of movement.

KAPPA pioneered a new consumer group whose core customers are 18~30 years old young people.

After the brand is repositioned, the product and R & D system must also be adjusted accordingly.

The trend of China is adhering to the concept of East West integration in product design, carefully selecting design elements and resources from more than 2000 design styles in Italy headquarters, and finally through the two designs, we finally create "sports, fashion, sexy, taste" style products.

The reason why KAPPA is favored by young consumers is largely due to its understanding and control of color.

People familiar with KAPPA know that their products represent a country.

In this way, the color of KAPPA products is exceptionally bright, and people are willing to accept this ingenious design style.

Its exaggeration, design and color matching are more in line with the brand name of Italy.

In terms of product style, KAPPA's version is thin and "tight sexy" has become the signboard of KAPPA.

In some specific models, other brands have at least five sizes, but KAPPA has only three or four.

"We choose to wear the product to the best part of the body." hunger tactics "aims to make people who wear KAPPA advertise for us.

China trend CEO Qin Dazhong explained that although many people who are not so slim will feel that the size of KAPPA is smaller, the "list effect" of countless devil figures will make these people more obsessed with KAPPA.

At present, there are as many as 40 designers in KAPPA, which is basically the size of a fashion brand design team.

In July 2009, KAPPA began working with Adidas's former global creative director MichaelMichalsky to develop and launch the KAPPA brand new product line, which will further enhance the fashion of the product and show a positive competition with Adidas's Clover fashion series.

It is obvious that shoe companies should find the difference interests of each brand under the background of homogenization and serious market. Apart from providing strong and powerful products, they can also positively reflect the sense of social responsibility of an enterprise, highlight their own characteristics in the rules of market dominance, and gradually promote the formation of their own unique product genes and give consumers a distinctive sense of value. Then the image of the natural brand is deeply rooted in the minds of consumers.