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Enterprises must focus on the value of the construction of the distribution chain,
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Enterprises must focus on the value of the construction of the distribution chain,
Since the recent times, one on ‘Legend’ and ‘Great Wall’ brand thinking ‘is not an ideal long-not a corporate giant’ article gradually became popular in the corporate world, and caused a wave of research and study wave.
Read the paper, for the ‘Lenovo’ good luck and success for the ‘Great Wall’ of the slip with emotion at the same time, it hopes to continue, together with the author to think about as a result of the different strategies for the different results of these two companies deep-rooted problems.
As described in the text, ‘Great Wall’ will be positioned at its core competitive advantages: the manufacture of products and technology advantages (such as the Great Wall, chairman of Friends of King said: Great Wall Group does not reselling products, the Great Wall should be to build a computer, industrial manufacturing system, and should take practical steps to to do computer manufacturer); ‘Legend’ will be located in the core competitive advantages: the ability to grasp the value-added distribution system (ie, through the distribution channel management, production, large distributors and retailers, consumers between relationship into a win-win, to achieve value-added distribution capacity).
Why are these two different orientation has led to different results? Maybe we can not simply judge. Here, let’s withhold comment on ‘Great Wall’ is mistakes, let’s take a look at ‘Legend’ success: ‘Legend’ is just an assembly of the predecessor of the computer or proxy IBM, HP, Compaq and profit ‘Dao Ye’, we bad direct evaluation of their products good or bad, it seems to have no particular advantage to publicize their products, but ‘Legend’ is to seize the Chinese computer market at that time the distribution of links must rely on the characteristics of dealers at all levels, full taking into account the interests of distributors, so that ‘association’ can b
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