Marketing Strategy Of "OEM"

The decline of comparative advantage of low factor cost, the sharp compression and continuous loss of production orders, and the slowing down of industrial growth have become an indisputable fact.

But there are still some enterprises, like wearing anti risk armor, becoming the "victorious champion" in good days and bad times.

The production enterprise is one of the more representative ones.

Zeng Xiang, the helmsman of his helm, believes that only by adhering to the unique and tough philosophy of survival, "changing circumstances, rational layout, and big mind" can we achieve the "brand identity" of the manufacturer, and form a win-win situation with the brand dealers in harmony.

Concentration is the only way to concentrate.

Aiming at "mercerized cotton T-shirt OEM No.1"

In the face of the terminal brand which seems to be "too high to be tongue tied", many production enterprises have abandoned the OEM and joined the tide of self created brand. It seems that they have their own brands and get profit margins without ceilings.

However, for nearly 10 years, the mercerized cotton T-shirt has been OEM production.

And his integrity is still calm, no intention of creating a brand.

How much this makes reporters curious: is this a businessman with a college background and a smart and smart impression really escaping from the status quo?

"The temptation to reject over extension is precisely the result of another temptation."

Zeng Xiang answered the reporter's question, "to be bigger is not an end, but to be strong is the goal."

Only by concentrating, can you concentrate more and professionally in areas you are good at.

Zeng Xiang believes that nowadays, all kinds of brands are flooded with streets and lanes.

Not all brands are conscious of themselves and insist on moving forward.

In fact, just like the growth of towering trees, only by removing redundant branches and branches can we achieve upward and upward progress.

The same is true for enterprises. Only by focusing, focusing and refocusing can they create their irreplaceable core competitiveness.

For the traditional concept of OEM, such as "brand colonization" and "low brand business", Zeng Xiang, who is the vice president of the China knitted Industrial Association T-shirt branch, also wants to cheer up the manufacturing enterprises.

"Who says OEM can't be a big card?" Zeng Xiang asked reporters. "Tracing the source, the competition between manufacturers and branding originates from the relationship between manufacturers and middlemen.

No matter what status, good products can not be separated as a prerequisite.

The status of manufacturers has been important since ancient times.

At the same time, Zeng Xiang also believes that the OEM enterprises with quality and design are equally capable and capable.

First, the professional function of OEM is due to the objective needs of industrial chain segmentation.

Zeng Xiang believes that the so-called "suffering" is "loss".

If you want to be all the same, it's nothing.

As Xunzi said, "a good blogger", based on its own temperament and characteristic advantages, can produce "extremely abundant" from a very narrow scope.

Most importantly, the focus of OEM is based on the need of brand "mental positioning".

The key to product marketing is cognition. "In market competition, occupation is more important than occupying the market."

Zeng Xiang hopes that brands and consumers can instantly associate "mercerized cotton t-shirts" with "mercerized".

Mercerized cotton production is a sunrise industry in China. Whoever can take the lead in this field can quickly establish an exclusive advantage and become a benchmark and leader in the industry.

Trinity of quality, design and service

Distinctive characteristics of forging "manufacturer's brand"

Then, how can a OEM enterprise resist many uncertain risks at present and really have the strength to make "the wind blows the clouds to move"?

Shaping their core competitive advantage has become a must answer for Zeng Xiang and Shun Shun.

However, before doing this "must answer", Zeng Xiang did such a "multiple-choice question". If we want to make a choice between the 3 advantages of price, scale and brand, there is no doubt that he wishes to have a brand in all respects.

Zeng Xiang recalls that 10 years ago, he saw some wholesale brands in Guangzhou, which could produce about 300 thousand clothes a day.

As long as a garment earns one or two yuan, the enterprise can be quite moist.

But there is a premise in this area: to have the ability to organize large-scale production and to have abnormally abundant labor resources.

At that time, some workers were also able to support sales by relying solely on the amount of running.

"Nowadays, the scarcity of labor resources has become an indisputable fact.

Depending on factor resources, the thinking way of low volume and profit making is doomed to be unsustainable.

There is no shortcut for production enterprises to go, that is, to be strong and precise, and become a genuine manufacturer brand.

Said Zeng Xiang.

In his view, the future competition is the competition between the supply chain and the other supply chain. Suppliers can only match the clothing brand by creating the production brand, so as to achieve a strategic partnership of coexistence of interests.

"High quality, excellent service, keeping reputation and maintaining cooperative brand image" has become the 4 distinctive feature of Shun Shun's brand positioning.

The "temperament education" of cultural values

Be a strength enterprise with soul and attitude.

Many people put

Production has been positioned as a traditional labor-intensive industry, but in Zeng Xiang's view, the clothing industry is truly a fashion creative industry that "delivers beauty and creates love".

Only by knowing what we can do can we draw on the general mental power and really do something.

"Use culture to pry the development potential of enterprises."

Zeng Xiang does not think this is metaphysical mystery. The value and culture of an enterprise will evolve into a real productive force and become the internal quality of an enterprise through some kind of covering power and penetration.

To let every employee understand the cultural values of Shun Shun is regarded as "temperament education" for the talent team.

This entrepreneur, who has a university teaching background, has his own unique views and refining on design culture, quality culture and management culture.

For design culture, Zeng Xiang advocated "integrated compatibility, open design, cooperative improvement and publicity."

He disapproves of the dominance of design director and has reservations to the team. At the same time, he is the director of design for Shun Shun. He likes to make his own inspiration and encourage designers of different styles and ages to interact with each other and create inspiration.

Zeng Xiang is more inclined to pragmatism for management culture. He seldom compares the fancy management academic language with practice in management practice, and hopes to find out the characteristic management method that matches the personality of the enterprise best.

For example, quality control, once there are two similar mistakes in the same link, Zeng Xiang will first let the management immediately retrieve the process, and rarely solve it from the simple level of punishing employees.

As for service culture, Zeng Xiang hopes that he can truly uphold the values of "respect": an important manifestation is respect and safeguard the image of partners.

In the process of OEM cooperation, the OEM products commissioned by the brand side will never be sold to any third party because of the immediate interests.

In his view, customer first and honesty are the only way to make each other a community of interests.

At this point, reporters no longer wonder why there are some enterprises in such an environment that are not optimistic, but those who are always victorious like Shun Shun can become the "intimate lovers" of top brands.