Directed investment break the homogenization problem.docVIP

 PAGE \* MERGEFORMAT 11 Directed investment break the homogenization problem With this year, along with the pharmaceutical industry consolidation and restructuring efforts of the constantly increasing, a large number of pharmaceutical companies to reflect the development of enterprises in the road. In particular the investment management business, also faced in product homogeneity, pattern homogenization of the flood, how precise positioning for the upper, very realistic placed in front of businesses. How to differentiate with other investment companies? How can seem complicated but in reality the market an exciting opportunity to seek more and better agents resources? How to enhance the investment business investment purpose and effectiveness of the? The issue of business survival of the core issues, worthy of our discussion. ‘Targeted investment’, is a case based on an enterprise’s own deep reading to determine the corresponding channels and market integration advantages of resources to implement a new model for targeted investment. Its core lies in a clear investment targets, channel, in certain circumstances the particular means used to implement the region-specific investment-oriented. It can be a good enterprise market segments to create a unique brand image and strong investment through targeted implementation of these measures can greatly improve the investment efficiency. 1, corporate positioning Merchants enterprises ‘targeted investment’ strategy, first and foremost prerequisite for a clear corporate identity, through the continuous strengthening of this unique feature to distinguish between other businesses to create a unique corporate brand personality. Research and create a corporate identity, we must establish in-depth study of the enterprise itself, through the enterprise product, price, pattern, service, channel management, marketing and other aspects of assessment, combined with agents, peer enterprises, co-producers of the enterprise vi