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How to brand e-commerce
E-commerce has now got rid of the extensive development mode and gradually entered the stage of refined development. In this situation, e-commerce companies have also talked about brands. How about e-commerce brands? Brand is not an empty name, but behind it is a hierarchical real world. The price divides the brand into three grades, and the brand is only the projection of social class in business. Someone ridiculously divided the price into six grades. There are discount brands, mass brands, high-end brands and luxury brands from bottom to top. There is also a diaosi brand at the bottom, which is non-brand (commodity-in bulk). The top layer is super brand, which is sold to super buyers, or SB for short. Most people seldom come into contact with brands like SB, and they don't have enough tickets to enjoy. If you want to know which brands SB is and who is consuming it, you can look at the robb report-the "potential energy ecological chain" structure of western strong brands is very complete. There are Gao Fushuai, rich and thin, diaosi and SB, which is the reality of business, brand and society. No matter how you talk about history, taste and category, price is a dead line, which determines the first "scope" of the brand, or the "life circle" of which class the brand belongs to. Big brands are modest and low-key, while small brands are bared their teeth. Big brands talk about culture, while small brands talk about function. The big brands are full and can hear the sour water in their stomachs, while the small brands have to pick out live rations between the teeth of the big brands. The grade of the brand is the bare price. People who drink Coca-Cola are different from those who drink Evian. Although people who drink Evian drink Coca-Cola, most people who drink Coca-Cola don't drink Evian-that is, they drink it as daily drinking water, not occasionally, not as a class B drink on some occasions. Price is the core of establishing and maintaining brand potential energy. Strong brands have product pricing power. Or according to teacher Jin Huanmin, a strong brand is "able" to sell its own products at its own price-not a question of understanding this truth, but a question of whether it can. Strong brands can, but ordinary brands can't. The essence of a strong brand is not only the priority in the drawer of customers' minds, but also the pricing power of products-potential customers choose it in their minds (that is, subconsciously), and it also "screens" customers with prices. Brand taste is the basis of brand potential energy, and brand potential energy comes from brand taste. Brand culture is essentially a hierarchical culture: high price versus low price, and each price is divided into three grades. Every price and category has a leader, which is a strong brand, that is, the value leader mentioned by teacher Liu Chunxiong. No matter which price and category of value leaders, they should use culture, taste and history to create momentum for the brand, that is, to form brand potential and create the "natural" legitimacy of leadership-the dream of a strong brand will never be replaced. The core of strong brand promotion is psychological hypnosis for the public. It is best for a strong brand to be "commander in chief of core values", with a fixed brand image and 360-degree integrated communication. Brand managers of multinational companies and their creative and media organizations mainly do this important brand strategy work. The successful summary of leading brand is not to tell you the way of brand, but to explain the feelings and ideals of leading position. You should listen to the leader and learn from him. I hope his today is your own tomorrow, which is understandable. We should still understand the basic reality of the brand: successful experience is usually an explanation of the status quo, not the truth of the process, and at least the spokesperson who leads the brand must "delete" some key chapters on the growth path. This is brand management. The two unique skills of brand management are gardening pruning and brand makeup. The incidents of Da Vinci Furniture, Bawang Shampoo and Ajisen Lamian Noodles, in which the images of three female entrepreneurs were spoofed, caused the brand crisis to become a matter of netizens' booing, which will never be allowed to happen to the public relations managers (and their agencies) of multinational brands. People who hear abalone with swallowwings are talking about keeping in good health. They must eat less, be vegetarian or avoid the valley. It won't tell you how many big fish and meat you ate before swallowing-wing abalone-pan sour water. Small brands should not be hypnotized by the success summary of big brands, especially the success of big brands. Brand discourse right means that no matter what the value leaders say, the ecological chain of potential energy will spread, interpret, extend, feel and so on. All over the world, the successful experience of big brands and CEO quotations are regarded as readers of the brand Bible. Strong brands can easily turn their main potential energy into media potential energy, and the media and scholars will naturally add fuel to the flames. Reflection and questioning are a minority, and they will question with envy, jealousy and hatred. To understand the discourse ecological chain of commercial rivers and lakes and what you want to say, in fact, you don't have to care what others think and say, but you can calm down and proceed from the "truth" to conduct in-depth discussion and collision. The emperor's new clothes are always punctured by an "unexpected sound". The ecological chain formula of brand potential energy: (subject potential energy+media potential energy) × public re-dissemination. The subject and the media are usually integrated, and the public is manipulated, bought or banned by these two subjects most of the time. This is why it is called "mass re-dissemination": most of the public just follow the crowd, and a few become gunmen of strong brands. Public re-dissemination includes two groups: gunmen and fans, or accomplices and helpers, and ignorance. Gunmen refer to "advocates" who share the same interests or values as the two subjects, such as the local leading party and the Wumao Party. They sell the main brand words and saliva. The leading party didn't create any new ideas, but swallowed the saliva of two interest alliance subjects, including China's disciples of foreign theoretical masters. Admirers are public intellectuals and the public who have no direct interest in these two subjects. It is the so-called public intellectuals who count money for others for free, which is an important link in the ecological chain of brand potential energy. Most of these people are people who have not thought clearly about the problem logically and put their ass on the bench first. Volkswagen is the trophy of a strong brand, that is, blood reward. China's environment is not conducive to local ideas: the publishing and media circles have long looked up to "foreign monks", and the translation of business books is very popular. In fact, most foreign theoretical books are contemptuous, reflecting the look-up effect on the discourse power of western culture formed by China society in the past century. If cultural aggression is rape, these are living specimens that regard rape as enjoyment. Customers own brands, which is the basic definition of brand theory. Some people understand this principle as the customer "defines" the brand, and the brand should meet the customer's needs, or the customer is the god of the brand. Brands please their customers, but customers can't define brands. Customers are redefined by brands or strong brands. If the brand does not define the potential of customers, the brand will have no customers. It must not be the brand that satisfies all buyers. A promiscuous person must be a promiscuous person, regardless of gender or wealth. No customer wants to satisfy a product or service that can also be called a "brand". This is actually the main reason why brands need not only creativity, but also "positioning". Strong brands choose customers. Strong brands should make customers look up psychologically, or when you are not its customers, strong brands are calm, indifferent and even look down on you; Only when you become its customer, a strong brand will make you feel looked up-you become the spokesperson of a strong brand and become one of your own. Luxury stores are the operating systems that convey this feeling. The sales of other brands are basically the same principle. The composition of brand potential energy is very complex, and the country, location and industry are indeed the supporting forces behind it. Fashion must be in Paris, design must be in Milan, fashion show must be in Hollywood, and consumer market must be in China. This is the ecological chain of luxury goods and fashion brands, forming a global and vertically integrated ecosystem. Although luxury fashion brands are controlled by giants (Feng Li, Lu and Pernod Ricard), it is the three major fashion media that truly integrate the fashion luxury industry chain on a global scale. The devil wears Prada is a portrayal of the media power in fashion. Paris, Milan and Hollywood are places of pilgrimage for fashion and luxury brands, and they are also the only way to gain value recognition and even "crown" aristocratic status. There is not only the potential energy of brand subject, but also the potential energy of regional culture. Fashion and luxury goods industries weaken the country, and place (city) replaces the country. For example, Paris replaces France and Milan replaces Italy, which is the embodiment of the law of "extreme focus" in the driving force of potential energy. National potential energy and regional potential energy are not completely compatible. Germany can't come up with a city that can squeeze into the "potential energy circle" of the fashion luxury industry chain. Frankfurt Fashion Week, like Shanghai Fashion Week, cannot represent the brand, or it is just a walk-on in the fashion world. Germany has shaped the top potential of "Made in Germany": Siemens, Krupp, BMW, and many intermediate supporting product brands. You don't like it or buy it, but you can't say it's bad; Even if it declines, it is also a declining aristocrat. Luo Yonghao smashed Siemens' refrigerator and was angry at Starbucks' bizarre explanation of a large cup of coffee, but Lao Luo could only slap his mouth and didn't smash Siemens' brand. Leading the brand is not going it alone. The challenger is often Jing Ke. Jing Ke couldn't stab Qin Shihuang, nor could he prevent the state of Qin from merging with the six countries. Brand potential energy has its own industrial chain and ecological chain, and it is really difficult for a single enterprise to break through brand anti-positioning. Brand pattern is not eternal, and brand aristocrats are not born or hereditary. Brand potential energy turns around. Most Jianghu bosses died by the sword of the novice Jianghu people. The financial turmoil on Wall Street in 2008 and the bankruptcy of 20 1 1 five European countries were the turning points of the global brand geomantic wheel. China brand will rise on a large scale in the next 30 years. The so-called large-scale, institutionalized, not only refers to the quantity, but also refers to the China brand will be able to compete for leadership and discourse power in most industries and categories. The gap between China market and Europe and America in introducing new technologies is narrowing day by day. China enterprises have been able to fight a high-tech local war. China brand has exported its own brand culture to the whole world, such as historical products with Chinese characters, China tea and China cuisine. , or compete in certain categories, such as digital electronic products. When wealth comes, China enterprises should have the determination to persist and trade time for space. This determination is brand awareness, or the will, vision and ambition of entrepreneurs. Brands have life, luck and sometimes. If the brand wants to rise in the challenge, the outcome is of course nine losses and one win, and the status quo is not as good as that of people. Challengers must never lose heart. No ambition, no brand.