In the high-speed development period of the Golden Year, China's machine tool industry has experienced explosive growth. In recent years, the development of the domestic machine tool industry has slowed down, and many companies have begun to control the growth of the number of employees, and even carried out substantial layoffs. The marketing strategy of the machine tool industry and the entire machinery industry has begun to cause people to reflect. Looking at the expansion routes of the industrial companies in these years, they will find that they are so uniform. When they see obvious market growth, they tend to overestimate the magnitude and cycle of growth, and do everything in their power, fearing that their slowness will lead to the loss of opportunities. Only a few people can see the existence of opportunities before the opportunity emerges, and only a few people can judge the huge risks behind the opportunities. The corporate strategy has simply become a crazy investment, and has identified “big investment, big output, great developmentâ€. "The death." When the market is sluggish, most people choose an optimistic attitude, and think that the recession will soon disappear, underestimating the harm of long-term weakness. There are many illusions in the domestic market, such as unlimited growth. For example, when the economy is in recession, the government will have X-trillion stimulating inputs. For example, speed determines everything, such as the scale of nature, which can produce resource and land effects. These illusions have encouraged entrepreneurs to constantly look for new spaces, new areas, new businesses, and rooted development will be seen as an unconventional commitment. Yes, wrapped in a crowd full of spirits, a sober person will become a different kind, and calm at the moment is a different kind of arrogance. For a time, the increment is better than the stock, and the pot is better than the tide in the bowl, which is more intense than the tsunami of nature. The value of the existence of the enterprise is not the entrepreneur's ambition and ambition, but whether it finds the place and the way where the customer's value exists, and then integrates internal and external resources to effectively satisfy it. The strategic concept of introversion is morbid, and it is a self-talking strategy. Only the outward-oriented and customized strategic thinking is the only way for industrial enterprises to expand effectively. Customized marketing strategy, new customer increment is a potential opportunity, and old customer increment is the strategic cornerstone. Ye Dunming found that looking at the industrial products companies that reinvested customers, there is a strategic definition in mind. They think that the same products, services and sales methods can satisfy more and similar customer groups, and adopt the replication strategy to save the most. And actually? The trick of eating fresh food all over the world has not kept up with the changes in the homogenization and internal differentiation of the customer's surface. The same love words for everyone are no longer regarded as love, and the fate of the rogue is unexpected. It’s coming. The sales problems of industrial products are mostly in the marketing strategy, because industrial product marketing is the comprehensive competitiveness of the system: customer demand is the coordinate, research and development is the driving force, procurement is the upstream value, manufacturing is the value, sales is the cashing value. Service is added value. The strategic first-mover advantage can achieve the competitive advantage in the market. Ye Dunming believes that in the strategic cycle, the long cycle of service should be used to replace the short cycle of sales; in the value of customers, the lifetime value of customers should be used instead of one-time trading profits; in the scope of competitiveness, the industry chain should be used to replace corporate orders. Body fight. For industrial products such as construction machinery and machine tools, the subsequent consumption value of the product is equivalent to or even exceeds the initial value of the product. Customers in the financial leasing, personnel training, downstream market expansion, parts repair, overhaul and other service sectors, demand is particularly strong. In the past, customers used their current cash to buy back equipment, and then made a fortune. In today’s economic environment with large economic fluctuations and small business positions, the era of small profits of enterprises has come all the way. Using everyone’s money and using everyone’s power to make money for everyone is the The king of industrial product marketing strategy. Product sales, only the first time the value of the customer is honored, only the value-added service can create the second and Nth value, lasting effort, multiple gains, and thin profit becomes compound interest. Product sales are like the original investment stocks, and the service becomes a dividend that never stops after that. Domestic industrial products companies, production scale advantages have not been able to create cost advantages, the local market advantage does not automatically mean channel advantages and customer relationship advantages, only deep understanding of customer service needs, in order to reject strong enemy, internal security partners. Customer lifetime value is not the total amount of customer purchases from your life, it should be the total profit that customers can earn through your products and services. In other words, you must calculate your customer value strategy and plan in the interests of your customers. The former state-owned enterprises were the big nannies of the employees of the enterprise. From the cradle to the grave, the management cycle was long and the value was not much, because everyone was the same in the eyes of the managers. The lifetime value of the customer mentioned by Ye Dunming is individual customer, treated individually, and the babysitter is transformed into a steward. The lifetime value of the customer is equal to the lifetime income of the customer minus the corresponding cost. Just like playing the game board, the best way is to make big gains and make small costs. The second best method is to choose one end. Enterprise singles and industrial chain, eat alone or share the rain? Some people say that industrial goods companies need finance the most, and they don't understand finance at all. They are also the most financially fooled and fooled. Less financial leasing, information platform, upstream and downstream alliances and other external forces, single-handed industrial products companies, is the courage of the windmill Don Quixote. There is a question of the dominance of the value of the industrial chain. Who can stand at the height of the program planning, and who has the initiative to integrate other brothers. Think about it, the Liangshan brothers who are on an equal footing, in the end, did not separate the hero rankings. As Guan Xiyou, chairman of Shenyang Machine Tool, said: Domestic industrial products companies have suffered from technical catch-up and production expansion. They always think that endogenous growth can solve external market problems once and for all. This is actually wrong.
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