No longer passively beaten the five major strategies of apparel business marketing

Shopping malls such as the battlefield, on the surface you are good to me, in the dark, you compete for, do not enter and retreat, passive defense is often beaten, take the initiative and not very sure of the attack, what approach, when and where to attack competitors? ? The above problems are not only the heart disease of many businesses, but also have become the subject of many marketing experts.

Strategy 1: Knowing yourself, knowing each other, and trying to subdivide the market that competitors control. Subdividing the market controlled by competitors should pay attention to several principles.

The first is the principle of measurability: it means that consumers in the markets controlled by competitors must be able to clearly respond to and explain the differences in their demand for goods, be clearly defined, and be able to subdivide some from the markets controlled by competitors. In a small market, the segmented market scope, capacity, and potential should also be quantitatively clarified.

The second is the principle of occupyability: the size, development potential, and purchasing power of the market segmented in the market controlled by competitors should be grasped in sufficient detail so as to ensure certain sales after entering the market controlled by competitors. At the same time, it also has corresponding capabilities and resources to occupy one of the subdivided markets.

The third is the relative superiority: the subdivided target market controlled by competitors planned to occupy must be able to ensure that it has a certain advantage, and maintain a stable operation during a certain period of time, avoiding the situation in the market controlled by offensive competitors. Bring risks and losses to yourself and ensure the long-term and stability of your own interests.

Strategy 2 : Avoiding Virtual Reality and Attacking Weaknesses When confronting with competitors, choose weak points in the other market to attack. Do not choose the strengths of competitors to have a positive confrontation with competitors. The price required to control the offense is often several times higher than that on other markets. Therefore, it is not appropriate to confront each other. Instead, it is to formulate market strategies for the weak links of competitors, avoiding the frontiers, and taking advantage of weaknesses to increase resource efficiency. At the same time, there is a strong case against opponents.

First, analyze your strengths and weaknesses when you attack competitors.

When attacking a competitor, it is necessary to conduct its own SWOT analysis. The SWOT analysis represents the analysis of its own strengths, weaknesses, opportunities, and opportunities. Therefore, the SWOT analysis is actually a method that integrates and summarizes various aspects of its internal and external conditions, and then analyzes the advantages and disadvantages of the organization, the opportunities and opportunities faced. Among them, the analysis of strengths and weaknesses mainly focuses on their own strengths and their comparability with competitors. Opportunity and corruption analysis focuses on changes in the external environment and their possible influence on themselves.

One is the analysis of advantages and disadvantages: The so-called competitive advantage refers to one's ability to surpass its competitors. This ability helps to achieve its own offensive goals. However, it is worth noting that the competitive advantage of an opponent when attacking a competitor is not fully reflected in the higher profitability rate, because there may be other competitive factors and reasons. It must be clear and soberly aware of itself in whichever area it is more advantageous than its competitors, because only in this way can we foster strengths and avoid weaknesses, or we can actually attack weaknesses. When doing the analysis of strengths and weaknesses, it is necessary to make a detailed comparison between itself and competitors from every aspect of the entire value chain. Such as products, channels, brands, human resources, financial resources and other resources are competitive. To measure whether it has a competitive advantage, it can only analyze and think from the perspective of existing customers or potential users.

Some of its own competitive advantages are relative. If competitors make a strong counterattack strategy, they will weaken their own competitive advantage. Three key factors should be considered: First, how long will it take to establish this advantage? Second, what are the advantages that can be obtained? Third, how long does it take for a competitor to make a strong counterattack? If oneself analyzes this factor clearly, it will be clear that he is in the position of controlling the establishment and maintenance of competitive advantage.

The second is the opportunity and ** analysis: The environment in which the competitors control the market is not isolated and static. It is more open and turbulent. This change has almost its own profound impact. Because of this, it is necessary to do well in homework when it comes to environmental analysis. Environmental development trends fall into two categories: one represents the environment, the other represents environmental opportunities, and the environment refers to the challenges posed by an unfavorable development trend in the environment. If you do not take decisive strategic actions, This unfavorable trend will lead to its own weakened status. Environmental opportunity is a market that is attractive to its own behavior. In this market, it will have a competitive advantage.