Mou-moving moving the speed - Hisense brand management and promotional strategies Analysis.doc

 PAGE \* MERGEFORMAT 23 Mou-moving moving the speed - Hisense brand management and promotional strategies Analysis Preface 2001 Ministry of Information Industry of China announced the list of hundred e-business, Hisense to 13.47 billion yuan in sales once again won the top ten for the first time more than his own is a strong competitor: Konka and Changhong, Hisense in the past two years combined on the market and society on the other results and sensation, such as in 1999 the first Internet set-top box market and detonated flat screen color TV market; 2000 devaluation payroll inverter air conditioner, set up beating the firewall, destabilize the world’s hackers, to amend the implementation of the brand cosmetic VI; in 2001 to hire quiet as the brand spokesman, announced its entry into third-generation CDMA mobile phone communications, etc., we find a brand hold high the banner, and at every step, moving steadily, corporate giants are attracting eyeballs from people outside the industry. The basis of the background and awareness Hisense brand strategy, as a group with common enterprise, which 99 years ago to bring the results of the rapid expansion of the brand management group short-term solutions of several difficult questions: 1, ‘Hisense’ how to play their brand of broad tolerance for in order to ensure that enterprises can now benefit from all areas involved, and acting on the ‘Hisense’? 2, how to improve the status of low brand awareness and continue to enhance the relatively high reputation in the market to win more market share and profits. 3, how to improve the framework of the newly established brand, common brand and product brand relationship. 4, how to build a solid brand, against the market price war to bring continuous reduction of the role of corporate profits? 5, how to build the strongest brand product support, while avoiding the excessive expansion of the brand? The first question is actually Hisense in the fast-capital operation and