Seven deadly sins constraint on Chinas Brand Development.docVIP

 PAGE \* MERGEFORMAT 8 ‘Seven deadly sins’ constraint on China’s Brand Development I went to a lot of companies do consulting when he heard the majority of company CEOs complaining: Chinese enterprises to do the brand too difficult. This seems to be issued by the Chinese entrepreneurs in unison distress signal. Recalling the Chinese twenty-five years of marketing history, to stay in the market based on sales of Marxist-oriented marketing actions, these sales-oriented marketing idea in order to impulse-based marketing promotion, which makes the foundation of China’s Corporate Brand is extremely weak, enterprises lack the ambition to build the brand! Grow up, live near businesses abound in the market voice of the brand-building is very weak! For these enterprises to amp;quot;treatment,amp;quot; he also summed up the majority of corporate brand development in China errors, probably has the following seven kinds. 1, blind ultrasonic - raising weakness, disarray Chinese Brand ultrasonic rampant, and a brand started to take this chance to have more of a few, that have more children, every child can be profitable, strength in numbers is good for business, under the guidance of this concept, regardless of indiscriminate, not do the brand planning intention to give birth a few on the health of several, such as the child was born not so happened, this child often cold, the child frequently cough, the child more, less milk, combined with a lack of management of corporate brands, the right guidance capacity, in difficult circumstances, it is difficult to feed their children. They do not pay attention to the brand planning and management, without considering the carrying capacity of the brand, but based solely on production, channels of resource optimization considerations. Enterprise development and growth at the same time, due to the brand planning and management is not in place, resulting in a serious lack of the brand’s core values, brand collapse, broken chain, in o