品牌竞争的利器—确立与众不同的品类关键词

发布时间：2018-09-05 19:44

【摘要】： 信息爆炸,大脑空间有限,受众难以记住复杂混乱的信息,使得品牌塑造变得异常艰难。如果当一个品牌将其代表的独特关键词提炼出来,使其深深植入受众头脑中,将对品牌打造带来巨大积极的影响,这就是一词占领大脑。根据不同的划分路径,关键词有不同的类型,因为品类在实际营销拓展中具有很大的实战价值,所以笔者在这里主要谈如何打造品类关键词,笔者总结了5种打造方法:1、领先进入没有强势品牌的强势品类;2、攻击自身(或对手)品类,完善品类格局;3、寻找品类领导品牌的弱点,成就品类强势地位;4、针对竞争品类,建立相对立的新品类;5、分析大品类市场的各种特性要素,然后建立与众不同的特性品类市场。根据品类关键词打造模式,笔者将其运用在所在集团公司的实际品牌打造中。从2002年公司成立以来,发展到现在,集团公司高速的发展速度出现了严重抑制。集团陷入了艰难抉择:下一个增长点在哪里?经过深入的分析笔者提出了解决途径:在继续精耕细作现有市场的基础上,重新在医院这个大品类市场中寻找一个新的独立的品类市场,并且这个品类具有相当大的市场空间,能够成为集团新的强劲的价值增长点,成为集团战略布局当中的一枚闪亮的棋子。于是“GB藏医院”这个新的价值品类诞生了。笔者通过品类划分路径方法、“市场吸引力——竞争力模型”等方法论证了藏医院品类存在的可能性及巨大的市场空间,综合分析发现:“藏医院”是个可以做大的品类市场,难得的是这个市场存在的品牌数量少,整体档次低,竞争力弱,最多只有2家区域强势品牌,并且只是局限在藏区,对广大非藏区几乎造不成什么辐射力,这个品类市场缺乏全国领导品牌,这就给后来者留下了巨大的市场机会。新进入品牌如果运作得当,完全有可能共同做大“藏医院”这个品类市场,并有机会成为这个品类市场的全国领导品牌。接着笔者确立了“GB藏医院”战略决策规划和系列营销推广策略,在项目启动1年后,取得了辉煌的战果。
[Abstract]:Information exploding, brain space is limited, audiences can't remember complex and chaotic information, making brand building extremely difficult. If a brand extracts the unique key words it represents and implants it deeply into the minds of the audience, it will have a great positive impact on brand building, which is the word occupying the brain. According to the different division path, the keyword has the different type, because the category has the very big actual combat value in the actual marketing expansion, therefore the author mainly talks about how to create the category key word here, The author sums up five methods of building: 1, leading into the strong category without a strong brand, attacking its own (or rival) category, perfecting the category pattern, searching for the weakness of the category leading brand, achieving the strong position of the category, and aiming at the competitive category. In this paper, we set up opposite new category 5, analyze all kinds of characteristic factors of big category market, and then establish distinctive characteristic category market. According to the category keyword model, the author applies it to the actual brand building of the group company. Since the establishment of the company in 2002, the rapid development of the Group has been severely inhibited. The group is stuck in a tough decision: where is the next growth point? After in-depth analysis, the author puts forward the solution: on the basis of continuing intensive and intensive cultivation of the existing market, we should look for a new independent category market in the hospital market again, and this category has considerable market space. Can become the group's new strong growth point of value, become the group strategic layout of a shining piece. Thus, the new value category of "GB Hospital" was born. The author proves the possibility and huge market space of the category of Tibetan hospital by the method of category division path, "market attractiveness-competitiveness model" and so on. It is found that "Tibetan hospital" is a large category market. What is rare is that the number of brands in this market is small, the overall level is low, and the competitiveness is weak. At most, there are only two strong regional brands, and they are only confined to Tibetan areas, which can hardly give any radiation to the vast number of non-Tibetan areas. The lack of a national leading brand in this category leaves huge market opportunities for latecomers. If the newly entered brand works properly, it is quite possible to expand the category market of "Cang Hospital" together and have the opportunity to become the national leading brand in this category market. Then the author established the strategic decision planning and series marketing promotion strategy of "GB Cang Hospital", and made brilliant achievements after the project was launched one year later.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2009
【分类号】：F272;F273.2

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