First of all, small business operators are deeply influenced by the traditional concept of small-scale peasant economy. Influenced by the traditional small-scale peasant economic consciousness, the leaders of many small enterprises are easy to be content with the status quo, and have a strong idea of muddling along, not seeking progress, not seeking development, being small and safe, and being small and full. The implementation of brand strategy requires long-term energy and financial investment, which may not be effective in the short term. Many small enterprises are eager for quick success and instant benefit, only pay attention to short-term interests, lack long-term vision and have no awareness of developing their own brands.
Second, small enterprises lack confidence in developing their own brands. Small enterprises often feel inferior because of their small scale, weak strength and lack of confidence. They often think that their brands are out of reach and are only considered by large enterprises. Some small enterprises think that it is only in the initial stage, and then consider applying for a registered trademark after completing capital accumulation. Some enterprises are afraid of difficulties and complexity, and think that they can handle card processing for others without thinking, as long as they work hard and willingly use other people's trademarks.
Third, small enterprises lack the ability to develop their own brands. In the investigation of the sporting goods industry in Jiangdu, we found that some operators are not aware of trademarks. Some enterprises registered three or four trademarks, but due to the lack of knowledge and experience in brand management, they did not launch the trademark in the market, and finally they could only shelve it and return to the old road. The brand promotion of some enterprises is obviously insufficient. For example, a company in Jiangdu invited Gefei Badminton, the world champion, as the image spokesperson, just to promote the product packaging, but other publicity means such as TV advertisements could not keep up, and the effect of brand promotion was greatly reduced. In addition, from the perspective of financial strength, many small enterprises really lack working capital because of low profit rate and slow capital accumulation, and have no more funds and strength to invest in new product research and development, so they are powerless.
It is obvious that small enterprises lack the awareness of independent brand development. First of all, if small enterprises do not have the awareness of independent brand development, they will lack the ability of independent development. Without independent intellectual property rights, enterprises will pin all their hopes on the main engine factory, resulting in the production technology, production plan, sales channels and product profits being controlled by others, and enterprises can only make wedding dresses for others forever, which is extremely unfavorable to the long-term development of enterprises. As a popular saying in business circles: third-rate enterprises sell coolies, second-rate enterprises sell products, first-class enterprises sell brands and technologies, and super-first-class enterprises sell patents and standards. Secondly, without the awareness of independent brand development, small enterprises will lack the ability of leap-forward development. Without its own brand, enterprises can only stay in producing low-grade products. In the face of repeated shuffling of industry development, their market share will only get less and less, and the gap with other enterprises with independent brands will only get bigger and bigger, and will only be eliminated by the market in the end. Thirdly, without the awareness of independent brand development, small enterprises will lack the ability to resist risks. Without independent brands, small enterprises have no core competitiveness. Once the market is in turmoil, enterprises will encounter a crisis of survival and become the first weak in the crisis. Enterprises with independent intellectual property rights, backed by the core competitiveness brought by intellectual property rights, can survive and develop stubbornly in the crisis. Therefore, if small enterprises want to grow from small to large, from weak to strong, and achieve long-term development, they must aim at developing their own brands.
Third, how can small enterprises enhance their trademark awareness and develop their own brands?
In order to change the present situation that small enterprises lack the awareness and ability of independent brands, the author thinks that we should start from two aspects: on the one hand, small enterprises should strengthen their awareness of independent brands and cultivate their own brands; On the other hand, the government and its relevant departments should strengthen the guidance of ideas, increase policy support and actively help small enterprises develop their own brands.
(a) Small enterprises should adopt their own strategies.
1, enhance confidence and determination, and establish the awareness of independent brand development. Small enterprises should not only be satisfied with short-term meager profits, but also have the ambition to become large enterprises. In order to overcome the inferiority complex, strengthen the confidence and determination of small enterprises to grow and develop, and fully realize the important role of building independent trademarks in the development of enterprises, we must have the awareness of developing independent trademarks from the beginning of development. Looking at some well-known enterprises at home and abroad, they all started from small enterprises at the beginning of their development, but they all firmly grasped the goal of their own brands, thus mastering their own destiny and developing into world-famous multinational enterprises. In 1950s, Sony was just a small enterprise that produced electronic transistors for others, but its founder Akio Morita thought that "we should have our own brand"! So Sony came into being. From the beginning of naming, Sony has a world vision. Even in the most difficult times, they insist on the correct brand operation mode, innovate constantly, inject brand-new connotation and vitality into the brand, and finally build a world-class brand.
2. Formulate brand strategy and actively implement brand management strategy. Small enterprises should actively create their own brands, apply for registered trademarks as soon as possible, and formulate long-term brand development strategies. Although some small enterprises can only survive by processing other brands at first, which is also a realistic choice, small enterprises can accumulate funds, learn technology, start registering their own trademarks, gradually develop their own brands, and open up a new world for enterprise development. After owning their own trademarks, small enterprises should learn how to use modern management concepts and marketing methods to develop their own brands. It is necessary to comprehensively use media advertising, customer communication, exhibition promotion and other means to vigorously strengthen brand promotion and continuously enhance the popularity of brand products. For example, before the famous badminton racket brand "VICTOR" in Taiwan Province Province entered the mainland market, it was "the product is fixed and the brand is supreme". Initially, it sponsored various badminton events in Chinese mainland, and became the title dealer of the events. VICTOR's products had not been seen in the mainland market at that time. Today, the share of VICTOR badminton rackets in the mainland high-end market has entered the top three ranks.