Company C was founded 10, and its boss is a technician. The company has more than 30 national invention patents and won many national patent excellence awards. However, the business on the market side has been improving slowly, the average efficiency of the company's personnel is high, the per capita profit is high, and the scale has not been broken. There are many salespeople in the company market. In sharp contrast, there are almost no development engineers in R&D, and the work of R&D has its own rhythm.
Contrary to Company C, Company Y has been established for eight years, and its turnover is five times that of Company C, but its per capita efficiency is very low, R&D investment is very high, and there are far more R&D personnel than those in the market. But since its establishment, the company has no obvious core products, that is, products that can bring profits. The market frequently brings customers' business needs, the R&D end is tired of meeting customers' needs, and the departments are not satisfied with each other, resulting in low management efficiency and low per capita efficiency. The company's profits mainly come from.
So is it product-led market or market-led product? If the company wants to develop for a long time, it must have core technologies and products, actively respond to the business needs of the market, and at the same time maintain its own pace, and carry out customized development while ensuring the competitiveness of core products. The reason why the per capita profit of Company C is high is that the research and development of products is a clear grasp of the customer's needs and grasps the pain points of customers. The company's products can meet the needs of customers without customized development, with low investment in finished products and high per capita profit. Company Y originated from its excellent market public relations ability and brought huge turnover. However, it is this excellent market public relations ability that disrupts the pace of product research and development, is tired of meeting customer needs, over-customizes development, invests a lot of manpower and material resources, and fails to form core profitable products, resulting in the company's growing scale, high management costs and lower per capita profits.
In view of this situation, what company C needs to do is to grasp the needs of customers and solve the pain points. At the same time, it needs to expand its product line, find strategic partners and expand its market share, so as to bring a bigger market and Lin Run. Company Y needs to sort out its customers and products, define core technologies, build and produce core products, and increase the profits of core products. At the same time, customers should analyze customer needs, subdivide customers, make clear which are profitable customers, strategic customers and big customers, increase the number of profitable customers, gradually turn strategic customers into big customers, thus developing into profitable customers, polishing core technologies, improving core products and focusing on products, thus enhancing core competitiveness.