Chinese name
Brand acquisition
meaning
word group
Introduction to Brand Acquisition-Development of Brand Acquisition-Reasons for Brand Acquisition-Management Summary Reference
brief introduction
classify
Brand buyout, including long-term buyout, short-term lease and disguised brand buyout (brand cooperation), is a "China characteristic", but it is not a profit tool that has only emerged in recent years. However, the "brand buyout" in some industries has been banned, and the "brand buyout" in some industries has not attracted attention.
Brand acquisition-development
The most popular period of brand buyout was the early 1980s. At that time, almost all "prestigious institutions" participated in "selling brands", such as publishing houses selling book numbers.
Brand acquisition development
Booksellers operate independently; Newspapers sell pages to engage in "paid news" to cover up the business intentions of enterprises with their prestige; "Core publications" sell pages to "raise what"; TV stations contract advertising companies for a certain period of time to engage in activities such as "ranking"; The hospital wrote the refrigerator color TV into the "prescription"; Some functional departments sell "national outstanding, departmental outstanding, provincial outstanding" or approval documents and appraisal certificates; [1] Universities, especially those with "party school system", sell "true and false diplomas". Permanent, Phoenix, Wuxing and other industrial enterprises also engage in "joint ventures" and charge "brand use fees".
Many famous universities have set up fashionable institutions such as MBA training centers in different places, and many pharmaceutical companies have obtained a pharmaceutical wholesale business certification that only pharmaceutical companies can obtain before they can change careers. If we look closely, we won't find that many of them are actually not operated by these famous universities and state-owned pharmaceutical companies themselves, but just "brand buyouts".
On the surface, it looks like "target responsibility system" or OEM, but it is very different from any formal way in essence.
Brand acquisition-reasons
One reason
(1) The manufacturer has idle resources, especially idle brand extension space, but has no corresponding market development ability; Or for institutional reasons, it
The ownership is unknown, and the marketing ability cannot be exerted. The exit mechanism is not perfect. Therefore, it is willing to "sell" or "jointly develop" new brands and turn idle resources into real wealth.
Social appraisal institutions such as medical and health care approval, legal ruling, housing appraisal, financial appraisal, diploma and decision. Their status is similar to that of state-owned enterprises; The future should belong to professional enterprises led by experts, just like foreign legal consultants, strategic consultants, financial consultants, independent judges and private doctors. And experts should operate these appraisal rights in the mode of operating personal brands, that is, the mode of enterprise management; Ordinary industrial enterprises gradually expand the scope of marketization, and it is the turn of state-owned enterprises in liquor industry; Automobile, milk, real estate and other industries are about to enter the stage of liquor industry.
Due to the special institutional, political and historical reasons in this transitional period, there are very few marketers in these institutions, and external marketers often can't find a foothold and often come to spoil the situation. This limits the utilization rate of intangible resources of enterprises. For example, universities, publishing industry and other units often lack operational talents, or lack relevant laws and regulations, and a large number of intangible assets are idle; There are booksellers who are good at managing books and operators who are good at managing educational resources in society. This led to brand buyout.
Reasons for brand acquisition
Reason two
(2) The number of people with brand operation ability exceeds the number of operation space and platforms that society can provide. although
Brand buyout-advantages and disadvantages There is no operational ability, no platform to help yourself, and it is not difficult to find people with operational ability.
Benefits of brand acquisition
Advantages and disadvantages of brand acquisition
(1) Through brand buyout, the company expanded from the current market position to the target market, and achieved strategic expansion. For example, several buyout brands of Wuliangye Group, "Jinliufu" and "Liuyang River", all contain low-end products and occupy a considerable market volume, thus entering the low-end market of this industry.
(2) Through brand buyout, a series of sub-brands are generated to expand the popularity and market share of the main brand and obtain buyout fees.
(3) By buyout the development and operation of sub-brands, the connotation of the main brand is richer, the image is fuller, and the main brand is promoted and developed. On the basis of inheriting part of the brand personality, brand connotation and brand value of the main brand, the sub-brands produced by brand buyout have developed new connotations for their respective markets, further interpreting the core connotation of the main brand, making it more specific and enriching the brand image.
Brand acquisition
The problem of brand acquisition
(1) lacks the plan to buy out the number of brands. Driven by short-term interests, it has carried out a large number of brand buyout businesses, resulting in more sub-brands and damaging the image of the main brand.
As a form of communication between enterprises and consumers, the existing brand information in the market determines consumers' cognition of brands. The alternation and transformation of new and old consumers, as well as the renewal of brand information brought by brand buyout, determine that the new generation of consumers' cognition of brand will change. Enterprises produce a large number of sub-brands through brand buyout, and the information of a large number of sub-brands will excessively strengthen consumers' cognition of brands. For example, Wuliangye Group entered the low-end product market from the high-end product market through brand buyout. Too much information of low-end sub-brand products will inevitably impact consumers from various channels, and the status of its main brand in consumers' minds will inevitably move from high-end to low-end because of its connection with low-end product brands, thus affecting consumers' overall cognition of Wuliangye brand.
(2) There is a lack of overall planning for the market positioning and image positioning of sub-brands generated by brand buyout, and the follow-up control is unsustainable.
In the process of implementing brand buyout business, enterprises have not made detailed plans for the market area and market image served by each sub-brand. As a result, the development thinking of enterprise brand system is vague, the market positioning of sub-brands overlaps and the market image converges. The small regional operation of sub-brands is not conducive to the implementation of the overall brand strategy of production enterprises. As a regional brand, sub-brands often only have external identification marks such as packaging and trademarks, but there is no brand differentiation based on product quality differences. On the one hand, it will affect the exclusive appeal of the main brand and reduce the connotation value of the main brand, on the other hand, it is difficult to transform the resources invested in the promotion period of the sub-brand into effective brand value;
(3) Excessive brand buyout not only affects the image of the main brand, but also greatly reduces its effect, thus affecting the competitiveness of the buyout brand.
As the saying goes, things are rare. From the perspective of experiential marketing, the reason why the sub-brands produced by brand buyout can attract consumers is that under the "halo" of parent brand, the sub-brands inherit some attractive qualities, elements or brand personality of the main brand, and consumers indirectly experience these qualities, elements or personality of parent brand products by consuming sub-brand products. Too many brand buyouts weaken or even destroy the rarity of these qualities, elements or personalities owned by sub-brands, increase the difficulty for brand buyers to operate the market, and make them less competitive than competing products of other brands at the same price.
(4) Production and quality assurance of products.
If the sub-brand production batch is small and the sales cycle is long, it will affect the production plan and supply plan of the production enterprise. If the products produced by enterprises have strong periodicity and the production technology and equipment between different varieties are quite different, it is necessary to increase investment in fixed assets. There are many varieties with small batch and long cycle, which will affect the production capacity of enterprises, and the fixed cost will increase due to the decrease of equipment utilization. On the other hand, the supply of sub-brands is small, and there are many semi-finished products and inventory, which takes a long time. Therefore, manufacturers often fall into the dilemma of either rising the cost of liquidity backlog or not being able to supply in time; From the perspective of quality control, once the brand buyout becomes OEM, the product quality will be difficult to control, thus causing adverse or even devastating damage to the main brand.
Brand acquisition-management
1. Correctly understand the law of brand and brand development, put an end to the idea of once and for all after establishing a well-known brand, and clearly understand the fragility of the brand.
Continue to invest and operate, maintain and upgrade the brand, and provide a good foundation for enterprise development.
2. In the market image of sub-brands, enterprises should make unified planning and form a coordinated brand structure to avoid overlapping market images, resulting in waste of communication resources and market conflicts. This requires each sub-brand to maintain a sense of distance and transcendence from the sub-brand group on the premise that the image positioning is basically the same as that of the main brand, so that the whole brand structure can form a hierarchy, so that consumers can have a correct understanding of the "main and deputy" relationship between brands, and then maintain the market image and vitality of the main brand.
3. Adhere to the principle of moderate amount of brand buyout business. Moderate brand buyout can not only keep the rarity of the main brand concept inherited by sub-brands, thus improving the success rate of sub-brand market operation, but also avoid the disadvantages of excessive brand buyout that sub-brand information impacts consumers' cognition of the main brand and sub-brand group "nouveau riche" and even destroys the market image of the main brand. In addition, moderate brand buyout is also conducive to the overall control and management of various brand buyout businesses by production enterprises.
4. The main brand is the driving factor of the whole brand structure of the enterprise, which is of great significance to maintain and improve the market influence of the brand structure of the enterprise. According to the general law of brand management, in the operation of sub-brands, enterprises should also maintain a certain investment in the main brand, enrich the connotation of the main brand, enhance the value of the main brand, and convey and strengthen the image of parent brand to the market through certain media, so as to prevent consumers from paying more attention to the sub-brands and diluting the main brand.
abstract
After the unified planning of the market image of each sub-brand, the production enterprises need to carry out strict supervision to prevent the opportunistic behavior of the buyout party abusing brand resources and damaging the main brand after the agreement is reached. To sum up, from the perspective of enterprise development strategy, it is necessary to implement brand expansion through brand buyout, but we should pay attention to the negative effects that brand buyout may bring to enterprises, and strengthen the management and control of brand buyout in the implementation process. By strengthening management and control, the negative impact of brand expansion can be offset, thus ensuring that enterprises can obtain greater development space and better business performance.
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