MP3市场竞争战略（MP3 market competition strategy）.docVIP

MP3市场竞争战略（MP3 market competition strategy） 1. MP3 market competition strategy In 2003, the sales volume of MP3 market was 130-170 million, and in 2004, the MP3 market could grow by about 70%, and 2005 was the year of the competition in MP3 market. Take the Beijing market as an example, the common brands include: samsung iRiver MPIO MSC, MPIO MSC, and LG DD KDL # # street dance, and lenovo, lenovo, apple and tsinghua tongfang. There is fierce competition for low-end products under 1000 yuan, small manufacturers are numerous, profit is not high. The mid - and high-end market of 1000-2000 is dominated by a few big manufacturers: patriot, IRIVER, samsung, JNC, MSC, etc. According to CCID statistics, 43 percent of the market share of the MP3 market is occupied by the previous vendors, while 57 percent of the market share is dominated by multiplayer manufacturers. Traditional IT companies such as DELL, HP, and traditional home appliance company skyworth will compete in the MP3 market. In the increasingly heated competition in the market, MP3 manufacturers resources, channels, technology and products under the condition of convergence performance, brand awareness, market operation, the channel design, service, price and design, will become the key to the consumers choose products. 2. Market competition strategy (market brands must have clear theories as guidance to produce correct behavior) In the severe competitive environment, a complete and unique market competition strategy must be developed to find the core competitiveness of the company and form a unique brand competitiveness. Before formulating the market competition strategy, it is important to clarify the advantages and disadvantages of the company, as well as the position and competitors in the market. Optional overall marketing strategy: 1. Differentiation is the dominant strategy 2. Product appearance design difference 3. Service differences: such as pre-sales consulting and after-sales service differences 4. A