Hotel VI design-how to market the VI design network of hot spring hotel
As the fifth factor, hotel VI design service further embodies the core idea of marketing, that is, consumer-centric. Hot spring hotel VI design services can enable companies to create individuality, increase competitive advantages, and effectively increase the probability of the company’s new sales and re-sales. The introduction of service as the fifth factor provides a new lever for hot spring marketing and opens up a new path for market segmentation and market positioning (see the figure below).
Pay attention to VI products of corporate hotels
Pay attention to the value of customer hotel design
Hotel VI price-oriented
Service hotel VI design-oriented
Hotel VI product-oriented
Hotel VI design relationship-oriented
Figure B Figure 1 Market Segmentation Orientation Matrix This moment shows a new strategic concept, which provides great help for enterprises to gain advantages in market competition.
(1) Hotel VI price-oriented. Companies in Quadrant A rely on product price advantages to compete with competitors, hoping to attract consumers through low prices and maintain a certain market share. Under this circumstance, unless the company can maintain a very low production cost advantage, it is very difficult to maintain a long-term high market share. In today's world, labor costs, natural resources, etc., which are directly purely price-oriented, account for a smaller proportion of the total cost of products, and their importance has begun to become increasingly difficult for enterprises to weaken. Therefore, purely price-oriented companies will find it increasingly difficult to gain a foothold in the market. Have a foothold in the market.
(2) Hotel VI product-oriented. Enterprises in quadrant B seek to provide customers with higher use value and satisfaction with technological advantages, so as to win customers and win customers. In some occasions, as long as the performance and quality of the hot spring hotel VI design products maintain superiority, customers can tolerate some non-product orientation in service. For example, buyers of luxury high-performance sedans can generally bear the inconvenience caused by consumers who are against the expensive prices of spare parts and insufficient maintenance outlets, as long as they can fully enjoy first-class driving pleasure and display and inconvenience. Different ideas. Social status. Product orientation is fundamentally contrary to the consumer-centric marketing concept. Therefore, it is difficult to win in the fierce hot spring hotel market competition in the end.
(3) Hotel VI service-oriented. The enterprises in Quadrant C are unable to guarantee the long-term technological leadership of their products due to their limited operating resources, so they try to establish a competitive advantage by deliberately adding additional services. On such occasions, as long as they can obtain various advantageous services from trusted manufacturers, they will still be satisfied with products of average quality and performance. The weakness of this strategy lies in: Compared with technical personality, the service personality of an enterprise is easy to be imitated by other companies. Once imitated by others, the advantages of the enterprise will disappear (4) Relationship-oriented. The companies in Quadrant D not only provide customers with high-quality products, but also provide customers with first-class hot spring hotel VI design service companies.