Five problems are not difficult to solve major domestic brands.docVIP

Five problems are not difficult to solve major domestic brands.doc

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Five problems are not difficult to solve major domestic brands

 PAGE \* MERGEFORMAT 13 Five problems are not difficult to solve major domestic brands Procter amp;amp; Gamble 20 years of development in China, accounting for China’s cosmetics industry, nearly half of the domestic enterprises have experienced 10 years, although the scale has reached several hundred million dollars, compared to flat results negligible, P amp;amp; G’s miracle of development depends entirely on the business development strategy, because strategy is to help enterprise development, launch vehicle. Business owner level must be aware that strategy is the development of enterprises compass, is to enhance the brand’s global positioning system, and even marketing From EMKT. navigation beacon of team work, business strategy there is no direction and no goals, there is no equivalent to lights are also out of the car ferry routes, the aircraft lost contact with the ground hard to reach your destination, so strategy is the lifeblood of business. Cosmetics terminal at the primary level of well-known brands are always playing around in circles, relying on advertising to increase brand awareness, brand spokesperson to go on channels of promotion, the brand has a definite influence began to pressure distributors, dealers, press shop, if the dealers do not work hard feelings, either set up their own offices, or abandon the dealer directly with the store co-operation, if they can not achieve their expectations on his own to open stores, can be described as his hands and clothing. When the development of the brand is still hard to break through the bottleneck, when the reproduction of a new brand, take the same mode of operation cycle followed the old road, the terminal date of the operation mode of the brand nearly so. Soft underbelly of one of the companies marketing strategy: no marketing strategy no road map for non-implementation of the schedule, without specifically responsible for promoting the revised strategic plan, no strategic planning without mar

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