酒店管理與酒店標識設(shè)計2021進入市場的戰(zhàn)略

        當市場達到成熟階段時,它要有一批固定的供應(yīng)者、競爭者、經(jīng)銷商和顧客。這批人形成了一個既得利益集團,他們力圖使市場形成一個封閉系統(tǒng),實行保護,防止他人進入。這個既得利益集團往往可以得到政府立法部門、勞工組織、銀行及其他組織機構(gòu)的支持。他們會設(shè)立各種有形的和無形的壁壘來阻止他人進入,如課稅、關(guān)稅、規(guī)定進口限額和其他限制性條件等這種封閉型市場的例子是很多的。日本的大部分市場都是受到保護的。長期以來,人們對此怨聲載道。外國公司在進入日本市場時,不僅會遇到高關(guān)稅,而且在聘用良好的日本經(jīng)銷人和商人也難以簽約。甚至當外國公司提供優(yōu)質(zhì)產(chǎn)品和優(yōu)惠價格時也是如此。例如,摩托羅拉公司為向日本銷售電訊設(shè)備作了多年的努力,最后終于獲得成功,其方法是通過華盛頓當局對日本施加壓力,并且對電訊設(shè)備進行了重新設(shè)計,以適應(yīng)日本方面的嚴格要求。

        當然,打進新市場方面遇到困難的酒店標識設(shè)計公司并非就是封閉型市場的受害者。問題可能是公司的產(chǎn)品質(zhì)量低劣、定價過高、財務(wù)上的困難、不愿意支付其他公司都繳納的稅款或關(guān)稅,也可能是碰到了一個受到合法專利保護的市場。所謂封閉型市場是指:在這種市場上,已經(jīng)存在的參與者和批準者設(shè)置種種障礙,而使得那些能夠提供類似產(chǎn)品的、甚至能提供更好的產(chǎn)品和服務(wù)的公司難以進入,無法經(jīng)營業(yè)務(wù)。阻止進入的壁壘包括歧視性法律規(guī)定、政治上的偏袒、卡特爾的壟斷協(xié)定、社會偏見或者文化偏見、不友好的分銷渠道,以及拒絕合作的態(tài)度。這些壁壘造成了種種困難,這是全方位市場營銷必須加以克服的。

        公司怎樣打入封閉型市場呢?通常有兩種方法,一種是容易的,一種是困難的。采取容易的方法時要作出許多讓步。以致使公司在進入市場后幾乎無利可圖。最近日本在土耳其贏得份令人垂涎的建橋合同:架設(shè)一座橫跨博斯普魯斯海峽、長達3576英尺的吊橋。日本的酒店標識設(shè)計投標叫價非常低,使得競爭對手和土耳其人都大吃一驚,競爭對手們都抱怨這種競爭不公平。克利夫蘭橋梁工程公司經(jīng)理抱怨說:“如果日本對土耳其人說我們將送給你們這座橋梁’,可能(對日本人來說)會更便宜一些。”采取困難的方法時采取困難的方法時必須制訂一套打進市場的戰(zhàn)必須制訂一套打進略。完成這一任務(wù)需要具有特殊的技巧,對于只市場的戰(zhàn)略。經(jīng)過一般性培訓并取得一般性經(jīng)驗的大多數(shù)營銷人員來說,這些特殊技巧往往并不具備。

        通常的酒店管理市場營銷情況下對某一產(chǎn)品來說,市場已經(jīng)存在。消費者了解這種產(chǎn)品,只是在不同酒店管理品牌和不同供應(yīng)商之間做選擇。進入市場的公司要明確目標需求或者消費者群,設(shè)計適當?shù)漠a(chǎn)品,建立分銷網(wǎng)絡(luò),并要制訂市場營銷信息傳遞方案。與此不同,特大市場營銷者所面臨的首要問題是如何打進市場。如果產(chǎn)品是新產(chǎn)品,他們還必須通過宣傳教育啟發(fā)消費者新的需求和改變消費習慣。這就要比單純地滿足現(xiàn)有的需求具備更多的技能,花費更多時間。

Hotel management and hotel logo design strategy to enter the market in 2021

        When the market reaches a mature stage, it must have a fixed number of suppliers, competitors, distributors and customers. This group of people formed a vested interest group, and they tried to make the market form a closed system to protect and prevent others from entering. This vested interest group can often get support from government legislative departments, labor organizations, banks, and other organizations. They will set up various tangible and intangible barriers to prevent others from entering. There are many examples of closed markets such as taxes, tariffs, imposing import quotas and other restrictive conditions. Most of the Japanese market is protected. People have complained about this for a long time. When foreign companies enter the Japanese market, they will not only encounter high tariffs, but also have difficulty in hiring good Japanese distributors and merchants to sign contracts. This is even true when foreign companies provide quality products and preferential prices. For example, Motorola has made many years of efforts to sell telecommunications equipment to Japan, and finally succeeded. The method was to put pressure on Japan through Washington authorities and redesign telecommunications equipment to meet the strict requirements of Japan.

        Of course, hotel logo design companies that have difficulties entering new markets are not victims of closed markets. The problem may be that the company's products are of poor quality, overpriced, financial difficulties, unwilling to pay taxes or duties paid by other companies, or it may be that it has encountered a market protected by legal patents. The so-called closed market refers to: in this kind of market, existing participants and approvers set up various obstacles, making it difficult for companies that can provide similar products or even better products and services to enter and cannot operate. business. The barriers to entry include discriminatory legal regulations, political favoritism, cartel monopoly agreements, social or cultural prejudice, unfriendly distribution channels, and attitudes that refuse to cooperate. These barriers have caused various difficulties, which must be overcome by all-round marketing.

        How can a company enter a closed market? There are usually two methods, one is easy and the other is difficult. There are many concessions to be made when the easy method is adopted. As a result, the company is almost unprofitable after entering the market. Japan recently won a coveted bridge construction contract in Turkey: erecting a 3576-foot suspension bridge across the Bosphorus. Japanese hotel logo design bids are very low, which surprised competitors and Turks alike. Competitors complained that the competition was unfair. The manager of Cleveland Bridge Engineering Company complained: "If Japan tells the Turks we will give you this bridge,' it may be cheaper (for the Japanese)." It is necessary to take difficult methods when taking difficult methods. To formulate a strategy to enter the market, we must formulate a strategy. To accomplish this task requires special skills for market-only strategies. For most marketers who have received general training and general experience, these special skills are often not available.

        For a certain product in the usual hotel management marketing situation, the market already exists. When consumers understand this product, they just choose between different hotel management brands and different suppliers. Companies entering the market must clarify target needs or consumer groups, design appropriate products, establish distribution networks, and formulate marketing information delivery plans. Different from this, the primary problem faced by mega marketers is how to enter the market. If the product is a new product, they must also inspire new consumer demands and change consumption habits through publicity and education. This requires more skills and more time than simply meeting existing needs.