Most managers actually have certain misunderstandings about creating new categories. Enterprises of different sizes also have some of the same cognitive problems, such as: Creating new categories is just a matter of a few people. What we are doing, because in the traditional sense, creating new categories is usually considered the responsibility of scientists or senior technical personnel. In fact, creating new categories is a natural result of the actions of stakeholders. Every individual can actually become the subject of creating new categories. In addition, there will be some people who have misunderstandings about new categories. They think that creating new categories is an activity with high investment, high risks, and slow results. However, they do not know that high investment, high risks, and slow results are just a few of the problems that exist in the field of innovation. A small number of people are even sometimes affected by many factors; some people think that creating new categories is random or accidental, and think that category innovation is easy to manage, and even does not require "systematic" management at all. This kind of Wrong cognition turns the traceable method of creating new categories into an accidental flash of inspiration for scientists, which is really ridiculous.
I think managers who have the above misconceptions should have a correct understanding of new categories. The purpose of creating new categories is to achieve sustained growth in brand value and maximize profits, while also The ability to continuously improve the competitive advantage in the market, continuous growth of profits and improvement of advantages in market competition are the most critical factors affecting brand development. Managers cannot blindly innovate in order to create new categories, and at the same time, creating new categories cannot just stop at At the R&D level, we must fully integrate into the market competition and continuously innovate in the market competition. Managers need to convert R&D results into output points of social value to promote the commercialization process of the entire economic market. This is success. The greatest significance of creating new categories.
The process of creating new categories is not smooth sailing. While knowing how to seize the opportunity to create new categories, you must also learn to face possible setbacks and even success or failure in the end. Because creating new categories not only brings opportunities and profits, it may also bring some unpredictable risks. Managers who can accept setbacks and failures are conducive to promoting the formation of a good social atmosphere. At the same time, they are more conducive to improving innovation. The success rate of new categories. In the process of participating in creating new categories, although R&D personnel or senior intellectuals play a decisive role, the support from SEO and the effective clues provided by marketing are also the key to the success or failure of creating new categories, because the former can provide basic support, and the latter The CEO is closest to the front line of the market. At the same time, the CEO also plays a key role in establishing good internal and external information communication in the process of creating new categories. Professional knowledge and systematic guidance are the core resources for creating new categories. Creating new categories requires information Effectively interact, share, and upgrade among individuals in order to establish a good communication mechanism for internal and external information, and efficiently combine mechanisms and systematization to create new categories, so that the creation of new categories can take the lead and continue to the end. .
Ambitious CEOs can usually better promote the development of new categories. The president of Tesla is very wise and selfless. He has used this method to promote the growing category of new energy. In June 2014, Tesla announced that it would open all its internal patents to the outside world, with a total number of more than 200 patents. Its core value represents "the most important battery pack control technology" in the entire electric vehicle industry.
In January 2015, Toyota followed Tesla's lead and announced to the world that it had opened up the use rights to its 5,680 fuel cell technology patents, which even included Toyota's just-approved 1970 patents for Mirai, the latest hydrogen fuel cell vehicle.
Tesla uses lithium batteries and Toyota uses fuel cells. This revolutionary move by the two giants covers almost 98% of the patented technologies for electric vehicles. In the field of new energy vehicles, Representing the most differentiated technical route, the two brands aim to eventually form a category alliance through the opening up of specialized technologies, attract more competitors to join this category, and work together to further expand this new category. At the same time Their purpose is also to promote the development of supporting facilities for new energy vehicles: charging piles and hydrogenation stations.
At present, the battery endurance problem has caused great trouble to all new energy vehicles in the whole process of marketization. This core problem is reflected in the short battery endurance time and the long charging time. On key points, it largely affects the core needs of market users. In addition, since no independent battery can fully carry the load of new energy vehicles, current new energy vehicles can only use a large number of battery packs for power transmission, such as the number of batteries used in some Tesla models. It exceeds more than a thousand yuan, which also leads to another question: how to ensure that the vehicle can continue to operate normally when one of the batteries fails, because in many new energy vehicles, one battery is often broken, and the vehicle itself If it cannot operate normally or cannot operate, it will also mean that it has great safety risks. Just imagine: "During high-speed driving, the car suddenly lost control." What does this mean? The application of cutting-edge technology in new energy vehicle batteries is extremely demanding and difficult, and few companies can achieve it.
How to discharge electricity quickly when new energy vehicles increase speed? How to recover power while braking? This is also a major problem in the new energy vehicle industry. The open use of patented technologies by Tesla and Toyota has greatly improved the efficiency of companies that want to enter the field of new energy vehicles, because this move allows them to save too much R&D costs, R&D time and other resources. Invest. Even costs, time, and resource investment are impossible to bring about. This is timing. Timing provides the best development space for new categories in the process of growth.
The opening up of the patents and technologies of the two companies, on the one hand, promotes the formation of the new energy industry chain, and on the other hand, it is a technological game between enterprises, from covert to overt discussions with each other. It allows the outside world to more clearly see the technical strength of the two giant companies, and at the same time lowers the threshold for entry into this category to a large extent, making the cake become bigger and bigger.