With the globalization of the world economy making the market mechanism increasingly mature, the competition among enterprises has developed from partial product competition, price competition, resource competition, talent competition, technology competition, information competition and other aspects to the competition of the overall strength of enterprises. Under the trend of internationalization of the burgeoning Chinese sewing machinery industry, how to tap the sales potential of the Chinese sewing machinery market is an important issue that our colleagues in the industry must ponder.

The author below is a personal point of view, to talk about a few superficial views, for your reference only.

Give full play to the strength of the enterprise and seek market potential

As a market participant, whether it is a seller or a competitor, seeking to gain market potential marked by its influence on customers has become a key factor in gaining a competitive advantage in the market.

In terms of international competitiveness, although there is still a gap between China's sewing machinery industry and foreign giants, there is no need to be blindly pessimistic, because we have the world's largest and most promising market space, and we know better than others Domestic market. When the domestic machinery manufacturing foundation has been gradually improved and ordinary sewing machines have gradually matured, how to give full play to our strength in cost performance, improve the stability of product quality and improve the influence of products is one of the keys to our pursuit of market potential.

Whether a product can be accepted by customers and be welcomed by the market, in addition to the appropriate combination of marketing strategies, the key depends on whether the product is what customers need and whether it provides customers with the value they need. Of course, it is not enough for a product to only contain the value that customers need. It also needs to be recognized by customers. This process of recognition is essentially a value judgment process, and this process is critical to successful sales.

In addition to identification, equally important is the consumer's perception of the product, brand or seller, which is determined by three factors: stimuli characteristics (goods, brands, marketers, etc.), contextual characteristics (social, cultural, organizational, etc.) ) and consumer characteristics (expertise, personal experience, etc.). The perception of the product, brand or seller determines the consumer's value judgment, and the three factors that determine the consumer's perception are influenced by many external environmental factors including the seller.

Also, there is one thing to note. In a market, consumers, sellers, and competitors each have "market momentum." Among them, the market potential energy of consumers is the degree of autonomy of consumers in value perception and choice, which is reflected in the rigidity or plasticity of customer needs; the market potential energy of marketing is its ability to influence consumers' perceptions, which is the impact of enterprises on consumers. The appeal of purchasing behavior and the guiding force of customer demand are the ability of merchants to transform the only value of products into market demand; for competitors, "market potential" represents the competitive advantage that both parties have. . The comparison of "market potential" not only determines the distribution of interests between the two parties, but also determines the market position of the participants. The party with higher market potential will become the market leader.

As a marketer, he can not only evaluate the relative status of the "market potential" of the market participants as a basis for marketing decisions, but also enhance his competitive advantage by improving his own "market potential".

Enterprises can systematically and comprehensively analyze the variables that constitute the market potential energy, determine the relative status of the market potential energy of the enterprise, customers, and competitors, so as to clarify the current market position of the enterprise. When an enterprise has an absolute market potential advantage, the "creative marketing" model becomes a reasonable choice, and when customers have a market potential advantage, the enterprise should adopt the "response marketing" model.

As a market participant, whether it is a seller or a competitor, seeking to gain market potential marked by this influence on customers has become a key factor in gaining a competitive advantage in the market.

Service creating value is the key to winning the market

The connotation and extension of services have undergone constant changes and are now accompanied by the entire process of the product life cycle. Under the situation of fierce product price competition and rapidly shrinking profit margins, service has become a new profit value-added space for enterprises in the future.

With the development of the times and the change of the seller's market and the buyer's market, the ideological concept, marketing strategy and marketing execution of manufacturers and distributors should change with the trend. The 21st century is a long-term buyer's market. Committed to marketing innovation is the treasure of our company's foothold in the market.

According to the experience of the development of foreign sewing machinery industry, after the customer's demand has entered the stage of diversification, the production enterprise will change from "production-centered" to "service-centered", and to a company with comprehensive capabilities (product service) Industrial Transfer. At the same time, in terms of combining with downstream enterprises, we will go deep into garment enterprises, provide process design and experimental reports, actively understand various requirements put forward by customers, and develop new equipment in a targeted manner, not only to provide customers with equipment, but also to provide process services. This point It is worth learning from our domestic production enterprises. Our production enterprises should understand that the service is all-round, which is the link between equipment manufacturers, distribution enterprises and clothing enterprises, and should penetrate into every corner of customers and the market. Equipment manufacturers and downstream enterprises should establish a long-term trust supply and demand relationship, which can be dynamically reorganized, dynamic alliances, and play the role of their process equipment engineers.

In the increasingly mature and fierce sewing machine market environment, how to maintain the healthy, harmonious and sustainable development of distribution enterprises and ensure that enterprises win in the "forever changing" market competition, the author personally believes that "customer-centric, service creation Value" is the core competitiveness of dealers. The management concept of "customer-centered" replacing "product-centered" is an inevitable product of the market economy. Customers are the market, we all know this truth, but the real customer and demand-oriented thinking needs to be improved and strengthened, because services that stay in ideology and ideology are passive. Enterprises must always understand that it is not we who lead the market, but the market leading us. Only by truly transforming from a state of consciousness to thinking of ideas, and then from thinking of ideas to action services of behavior, can we adapt and suit the market and consumers. services to achieve customer-centricity. Of course, the bigger the "center", the bigger your market.

Of course, service also needs to have the ability to serve, not everyone can be an expert, and to practice internal skills, you must improve your service ability through continuous learning and charging.

Service is a kind of payment, and payment is labor, and labor must be paid due to it. The dealer's service also bears the burden of serving sewing machine manufacturers and end users.

Sewing machine manufacturers should consider the interests of dealers, one is the interests of dealers' market resources (normal sales profits), and the other is the interests of manpower, material resources and energy in after-sales service (warranty, maintenance service profits). Sewing machine manufacturers must be aware of this problem. Only by cooperating with dealers can they become a community of interests with huge end customers and complicated after-sales services, and can effectively improve the operation efficiency of the sales network, reduce costs, and grasp the market. On the other hand, dealers serve terminal rooms, obtain information, further build the market, and serve to create dealer value.