The slogan "mix first" is great, and the market economy itself is not the survival of the fittest. If you don't advance, you will retreat. Don't be the first, never slack off. Then the question is, how can we become the first agricultural machinery industry in the Red Sea?
First, absolute sales produce absolute first.
The real first must be the sales first. In market competition, sales volume first is often more important than sales volume first and profit first. Only when the market share comes first can we achieve the scale effect, have the largest market share and enjoy the dividend of Matthew effect.
Therefore, the initial goal and final goal of agricultural machinery enterprises in market competition should be unified, that is, to be the first in the market.
To become the first, we must first maintain sustained growth, and it must be higher than the average growth rate of the industry and the growth rate of competitors. The intrinsic attribute of sales volume is growth, and only growth can last forever. In this regard, domestic enterprises should learn from Jiangsu Ward.
Ward has been the first in the whole-feed rice combine harvester industry for eight consecutive years. Every time Ward enters a new field and launches a new product, he will achieve a breakthrough in sales faster than his competitors. At present, Ward has entered the top three in rice transplanters, balers, plant protection machines, tractors, sugarcane combine harvesters, wheat combine harvesters and other categories, or has the strength to enter the top three in the industry. The secret of Ward's success is absolute sales.
The author observed that every time Ward entered a new field, he always launched products quickly, not afraid of problems, and constantly iterated in market verification, and finally had competitive products that had been strictly tested by the market, such as rice transplanters and balers.
Ward entered the rice transplanter market in about 20 15. At that time, the transplanter industry was very stable. Three Japanese brands, Kubota, Ma Yang and Jingguan, occupy an absolute monopoly position, but opportunities always exist. As long as we grasp the weakness of our competitors, we can do better than them.
Ward has no advantage as a transplanter. On the basis of learning from domestic and foreign competitors, Ward quickly launched a prototype and put it into the Northeast market. The first batch of prototypes have many problems in quality, structure and service, and the probability of rejection is very high. Ward quickly improves products and services according to market feedback. In the second year, he increased the output and the number of machines put on the market, but the market still did not recognize it, and there were still a lot of retreats. This time, more feedback information was collected, and product improvement was more targeted. In the third year, the iterative machine was put into the market in larger quantities. Although there is still the phenomenon of quitting the plane, the proportion is already very small.
When the author visited Heilongjiang and Jilin markets in the spring of 20021,the users had already approved the domestic rice transplanters such as Ward and Xingyueshen. The feedback from the market was that Ward's machines were more and more stable in quality, with high cost performance advantages, and users were willing to buy them, making them a powerful substitute for Japanese products.
In 2020, Ward rice transplanter will realize 4,000 high-speed transplanters and 6,000 handheld transplanters. According to the information obtained from the supply chain, Ward rice transplanter will have 7000 sets in stock in 20021year. If it develops at this speed, in less than three years, Ward will surpass Japanese brands in the rice transplanter industry and become the first in the industry. At that time, the story of feeding all rice combine harvesters will repeat itself.
Second, create a new category and become the first.
Trapped in the red sea of competition, it is difficult for enterprises to survive, and survival is the biggest strategy, and there is no mind to fight for the first place.
It is not easy to overtake in corners, and it is easier to be the first to create a track by yourself. Specifically, it is to create a brand-new category in your own industry, seize the market opportunity, and push yourself to the first throne.
There is a very vivid and typical case in the agricultural machinery industry by taking the lead in innovating categories:
After Hunan Dragon Boat Company lost in the competition of all-feed rice combine harvester, it combined the chassis of rice combine harvester with paddy field rotary tiller and invented a kind of agricultural machinery called self-propelled rotary tiller, thus creating a brand-new category. Dragon Boat is the pioneer of this rotary cultivator and is recognized as the first in the industry. Later, this product became an independent product category, accepted by the national agricultural machinery purchase subsidy system, and positioned as a self-propelled crawler rotary tiller, 2020.
Third, become the first in the industry through price war.
Pricing determines the world! Price war can be the lowest competitive means or the highest competitive means. Price war is a kind of ability. Weak enterprises can launch a price war, but they can't enjoy the price results. What really benefits from the price war are those enterprises that have the strength to launch the price war and have the ability to carry it through to the end, and eventually sweep many competitors out of the house and become the industry leader.
There are many domestic enterprises that are good at price wars, among which Galanz and Shuanghui are the best. The two companies almost swept all their competitors out of the house through a long-term and sustained price war. The strength of these two enterprises in the price war is excellent cost control ability, which comes from scale. The quality of the products of these two companies exceeds that of their competitors, but the price is lower than that of fake and shoddy products. Users have no reason not to choose Galanz microwave oven and Shuanghui ham sausage. Up to now, the prices of Galanz and Shuanghui are still the lowest in the industry, and most competitors have been rejected.
There are also experts in the agricultural machinery industry who fight price wars, such as Xingyue God in the high-speed rice transplanter industry. The brand focuses on high-speed rice transplanter. The company's strategy is to sell high-speed rice transplanters at the price of hand-held rice transplanters and replace them with low-cost high-speed rice transplanters. According to what the author learned in the northeast market this year, the company's gasoline version of the six-row high-speed rice transplanter only needs to pay 27,000 yuan after subsidy, and the manufacturer also sends the side deep application device. This price has little to do with the walking rice transplanter.
The company's strategy is correct. In recent years, the proportion of hand-held rice transplanters in China has been declining. The company's high-speed rice transplanter has become the first brand in China, and is currently impacting the markets in Kubota and Ma Yang. The company's goal is to become the first in the domestic high-speed rice transplanter industry.
Fourth, subdivide the field into individual champions.
In the book "Invisible Champion-Pioneer of Future Globalization", the author Schulman Simon said, "Only concentration can make you first-class. Whoever tries to win gold medals in 100 meter and marathon at the same time will fail in both events, and concentration is an indispensable condition for getting the best result.
To become a single champion in a subdivision field is to become the first in a subdivision sub-industry in a big industry, but it is best to be an industry that has not been fully competitive or discovered by its opponents. Some subdivided sub-industries will become big industries after careful cultivation.
Fifth, the largest sales volume of a single model is the first.
In the tractor and combine harvester industry, it is difficult to become the industry leader with strong comprehensive strength, such as Yi Tuo Dongfanghong, Lovol Heavy Industry and Ward Agricultural Machinery. It is not an overnight achievement, but a long-term effort and huge industrial opportunities. These enterprises are all-around players with outstanding comprehensive strength, and it is generally difficult to fully replicate and surpass them. But in a certain segment or a certain link, small enterprises can also surpass large enterprises and become the first in the industry.
For example, in 2020, Huaxia will become the sales champion of 1804 tractors. Tractor 1804 is the mainstream power sector with large domestic demand. In 2020, the whole industry sold 1700 sets, achieving sales of 3.69 billion yuan. The top ten best-selling brands sold 9500 sets, accounting for 54% of the total sales, including Shandong Weifang Huaxia Company 1804. The proportion is close to 10%, making it the single champion of this power market segment. In addition, Huaxia's share in high-power tractors such as 2004, 2 104 and 2204 is also in the forefront, which shows the overall strength of Huaxia in high-power tractors.
Although there is a certain gap between Huaxia and Yi Tuo Dongfanghong and Chaiweilevo in terms of overall strength, in the field of 180 horsepower tractors, Huaxia has outstanding cost performance and strong competitive advantage, especially in the field of 1804 horsepower, and it is the first and the first single vehicle. As long as enterprises dig deep and consciously publicize the advantages of this single link, there will be great sales for enterprises.
Sixth, become the first through professional concentration.
Michael Porter, a famous strategic marketing expert, believes that there are only three strategies for enterprises: cost leading strategy, differentiation strategy and specialization strategy. Generally speaking, large companies are suitable for adopting cost leadership strategy, while small companies are suitable for adopting differentiation and specialization strategy.
Simon said in Invisible Champion that professionalism and concentration are the most important things for invisible champions. Invisible champions have an average of 22 years of market leadership experience, and their persistence in the market shows their high concentration and stability. Many invisible champions are going through a refocusing process, that is, the reverse process of diversification.
Specialization requires enterprises to become unique experts in sub-sectors or even a certain link, and constantly innovate and make progress, and become truly imitated and never surpassed experts.
Seven, by deepening the regional market to become the first.
We can divide domestic agricultural machinery enterprises into three categories: the first category is the national strong dragon, such as Yi Tuo Dongfanghong, Chaiweilaiwo, Kubota and so on; The second category is regional local snakes, such as scrap iron and Sichuan dragons; The third category is the earthworm (also known as earthworm) which is "marketable".
First, we must have the concept of time and space, with the national market first and the regional market first. In a specific small market, it is also the first. We can call this first one the local snake first one. As the saying goes, "a strong dragon can't overwhelm a local strongman", and regional strong enterprises have strong viability. The biggest advantage of such enterprises is that they have a stable basic market. Judging from the development course of domestic agricultural machinery in recent ten years,
Zhengzhou Longfeng is an enterprise with a history of plow manufacturing for 20 years, but it is unknown among thousands of agricultural machinery enterprises. From about 20 10, Zhengzhou Longfeng decided to give up other small markets and deepen the Xinjiang market, starting from imitation learning and then from following to innovation. After spending hundreds of yuan on technology research and development, Longfeng's products finally stand out in the Xinjiang market, which is called the "graveyard" of global plows. From 20 15, the R series, B series and L series were launched in Xinjiang market. In recent years, it has been the sales champion of similar products in Xinjiang market at home and abroad, and some of its main products and market styles have in turn been learned by multinational brands such as Raikkon, Nadi and Besson.
The efforts of Zhengzhou Longfeng have broken the myth that multinational companies such as Lyken, Besson and Glen "have always imitated and never surpassed" in the China market, and at the same time ended the century-old embarrassment that "China can't make a good plow", which provided a model for the national agricultural machinery industry to catch up and boost national confidence.
Zhengzhou Longfeng obviously chose the most difficult road, leading the Xinjiang market, which is known as the "graveyard" of the global plow, and laid a solid foundation for the subsequent national market expansion and resale of foreign markets.
Eight, the promotion of high density and high frequency to achieve sales first
Most of the above is about the strategic choice of enterprises, which belongs to the category of "Tao", but the ultimate victory of enterprises in the market should be "technical" efforts on the premise that the direction is roughly correct, which is about to talk about marketing means. The most useful marketing tools are "4Ps", namely products, prices, channels and promotions. Promotion is promotion. For agricultural machinery enterprises, the simplest and practical promotion tool is to promote demonstration activities.
There is a famous distributor in the agricultural machinery industry, Zhengzhou Luyeyuan. It took less than ten years for the company to go from Fugou County, Henan Province to the whole country, from millions of sales to 4.5 billion. The key to the company's success is to turn a large single product package into a national pesticide brand through conference marketing. The main job of Luyeyuan salesman is to hold on-the-spot meetings, symposiums and promote demonstrations. The bottom line is 100 for the company's business personnel to reach 200 per capita. The company holds more than 654.38 million meetings a year, which shows that conference marketing attaches great importance and density. Through this simple marketing method, it has become the most powerful distributor in the domestic pesticide industry.
The promotion and demonstration meeting of Shenzhen DJI technology in agricultural machinery industry can also be regarded as an industry model.
DJI is a high-tech company, but it didn't adopt the marketing methods of high-tech enterprises when promoting plant protection drones in China. Instead, the most "local" promotion demonstration was adopted. In 2020, DJI launched dealers to organize more than 750 sales promotion demonstrations in county-level markets, and DJI required every county in the area covered by DJI products to carry out at least one sales promotion demonstration. The goal of DJI promotion demonstration 202 1 is 1500. Through the promotion demonstration, DJI will lock in more than 40% of competitors' orders for the next year before the Spring Festival every year. The main work after the year is to organize production and supply. Through high-intensity, high-density and full-coverage promotion and demonstration, DJI products have entered rice fields, orchards, greenhouses and cotton fields to seize.
Nine, become the first through capital integration
Capital is a higher level of competition. When an enterprise needs to become bigger and stronger after completing the original accumulation, it is often difficult to realize corporate vision by its own rolling development, and the interaction between capital and strength can accelerate the development of the enterprise.
From the development of the global top 500, different enterprises have benefited from the help of capital in different periods, and the real big enterprises are buying big rather than growing big.
The same is true for the agricultural machinery industry. A truly large enterprise must be driven by both industry and capital. John Deere, Case New Holland, Echo, Crass, Kubota, Ma Yang and Yi Tuo Dongfanghong are all listed companies. The rapid development of DJI is also inseparable from the financial support of dozens of investment institutions.
JPMorgan Chase acquired Carnegie Steel Company and annexed 785 small and medium-sized steel enterprises, which ended the long-term scuffle in American steel industry, made a famous American steel company with assets of $65.438+0.5 billion become the first company in the world with assets exceeding $65.438+0.5 billion, and controlled 70% of American steel production. Durant promoted the merger of more than 200 automobile companies into General Motors, ending the history of scuffle among hundreds of automobile companies in the American market and reaching an order with Ford to take charge of the automobile industry.
Famous saying in industrial history: Columbus discovered the New World, but it was JP Morgan who reorganized the New World! Domestic agricultural machinery industry is looking forward to JPMorgan Chase, Rockefeller and Durant in China.
At present, the domestic agricultural machinery industry is in a dark state, with dozens or even thousands of competitive brands in each sub-category, and the combined output value of nearly 10,000 agricultural machinery enterprises is less than two-thirds of that of John Deere. The disorderly competitive environment will inevitably lead to disorder and long-term internal friction in the industry, which will eventually delay the development of China's agricultural machinery industry and make the dream of catching up with the national agricultural machinery industry fail.
Moderate centralized and orderly competition can ensure the normal profits of the industry and protect the enthusiasm of enterprises in technology, R&D, management and investment. Domestic agricultural machinery enterprises need to actively embrace capital, obtain capital support through independent listing and introduction of capital, learn from the large-scale and high-density industrial mergers and acquisitions of American Echo Company, eliminate competitors, promote industry reshuffle, make enterprises the first in the industry, and finally achieve a strong enterprise and industrial empire.
Conclusion: The essence of market distribution is competition and striving for the upper reaches. In a competitive environment, it is difficult to be a phoenix tail without a suitable chicken head. The domestic agricultural machinery industry will quickly complete the long tail integration and enter the orderly competition stage of "the strong will always be strong". In the process of industry integration, the enterprise mortality rate may be as high as 90%-99.9%. If an enterprise wants to change its destiny, it must take the lead in grabbing a place for itself before the final pattern of the industry comes. And get the "passport" to enter the next round of industrial cycle. It is suggested that domestic agricultural machinery enterprises learn the cultural concepts of "mixing first" and "using two and a half days a day" of Weichai Power, and trading time for space becomes the first and biggest amulet. Since ancient times, if you don't make mistakes yourself, it's hard to be eliminated.