酒店管理与酒店标识设计2021进入市场的战略

酒店管理与酒店标识设计2021进入市场的战略

        当市场达到成熟阶段时,它要有一批固定的供应者、竞争者、经销商和顾客。这批人形成了一个既得利益集团,他们力图使市场形成一个封闭系统,实行保护,防止他人进入。这个既得利益集团往往可以得到政府立法部门、劳工组织、银行及其他组织机构的支持。他们会设立各种有形的和无形的壁垒来阻止他人进入,如课税、关税、规定进口限额和其他限制性条件等这种封闭型市场的例子是很多的。日本的大部分市场都是受到保护的。长期以来,人们对此怨声载道。外国公司在进入日本市场时,不仅会遇到高关税,而且在聘用良好的日本经销人和商人也难以签约。甚至当外国公司提供优质产品和优惠价格时也是如此。例如,摩托罗拉公司为向日本销售电讯设备作了多年的努力,最后终于获得成功,其方法是通过华盛顿当局对日本施加压力,并且对电讯设备进行了重新设计,以适应日本方面的严格要求。

        当然,打进新市场方面遇到困难的酒店标识设计公司并非就是封闭型市场的受害者。问题可能是公司的产品质量低劣、定价过高、财务上的困难、不愿意支付其他公司都缴纳的税款或关税,也可能是碰到了一个受到合法专利保护的市场。所谓封闭型市场是指:在这种市场上,已经存在的参与者和批准者设置种种障碍,而使得那些能够提供类似产品的、甚至能提供更好的产品和服务的公司难以进入,无法经营业务。阻止进入的壁垒包括歧视性法律规定、政治上的偏袒、卡特尔的垄断协定、社会偏见或者文化偏见、不友好的分销渠道,以及拒绝合作的态度。这些壁垒造成了种种困难,这是全方位市场营销必须加以克服的。

        公司怎样打入封闭型市场呢?通常有两种方法,一种是容易的,一种是困难的。采取容易的方法时要作出许多让步。以致使公司在进入市场后几乎无利可图。最近日本在土耳其赢得份令人垂涎的建桥合同:架设一座横跨博斯普鲁斯海峡、长达3576英尺的吊桥。日本的酒店标识设计投标叫价非常低,使得竞争对手和土耳其人都大吃一惊,竞争对手们都抱怨这种竞争不公平。克利夫兰桥梁工程公司经理抱怨说:“如果日本对土耳其人说我们将送给你们这座桥梁’,可能(对日本人来说)会更便宜一些。”采取困难的方法时采取困难的方法时必须制订一套打进市场的战必须制订一套打进略。完成这一任务需要具有特殊的技巧,对于只市场的战略。经过一般性培训并取得一般性经验的大多数营销人员来说,这些特殊技巧往往并不具备。

        通常的酒店管理市场营销情况下对某一产品来说,市场已经存在。消费者了解这种产品,只是在不同酒店管理品牌和不同供应商之间做选择。进入市场的公司要明确目标需求或者消费者群,设计适当的产品,建立分销网络,并要制订市场营销信息传递方案。与此不同,特大市场营销者所面临的首要问题是如何打进市场。如果产品是新产品,他们还必须通过宣传教育启发消费者新的需求和改变消费习惯。这就要比单纯地满足现有的需求具备更多的技能,花费更多时间。

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.