According to the views of masters such as Kotler, brands should segment the market, which will greatly narrow the scope of the brand's competitors, allowing us to concentrate on making market judgments and decisions for the competitors we should target, focusing only on Focus on competitors in the so-called segment. However, in reality, we often find that we have more competitors than we imagined, and we don’t know who our competitors are at all. The possibility of grabbing our market share is not a brand with a similar positioning to ours, but we don’t pay attention at all. The brand that arrives, and even competitors may not be in the same category. For example , in foreign companies , the common method of positioning competitors, in addition to measuring whether the positioning is similar, will also rely on data, observe sales data, etc. But there is a core question here. Some data may not Bulk SMS Service be monitored by brands, so are brands that are not monitored also competitors? In reality, these brands that cannot find data are often ignored. For example, when OLAY 's business in Greater China declined, when the marketing department and market research department went to study competitors, the data used were sales data of large supermarkets and department stores and consumer research data, but these data did not cover some rapid growth. Local brands such as Meifubao. Therefore, when the OLAY marketing department was doing internal business analysis reports at that time, due to the lack of data, it would not consider whether these local brands have eroded their market share-even if the insiders knew that there were still many competitors, but because of the lack of data The data does not support it, so it is impossible to write business reports internally, which leads to insiders who can only "selectively ignore" these seemingly invisible competitors. For example, if Apple's mobile phone considers its competitors according to the theory of market segment positioning, it may not find competitors that can match its "positioning". But in reality, Apple's customers overlap with those of Huawei, Xiaomi and other mobile phone brands. Looking at the brand Lakala , if you look for competitors according to market segment positioning, it may not find a matching competitor, and there are almost no competitors who can match Lakala in the field of UnionPay payment. However, its brand market share was eroded later, and its business declined, not because of competition from brands in the same category, but because of the rise of cardless payment methods such as Alipay and WeChat, new categories are eating away old ones. Brands in emerging categories often face competitors that are not of the same category, but brands in old categories.
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Brands Don't Know Who Their Competitors Are
Brands Don't Know Who Their Competitors Are
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