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汗纳迪姆
Aug 03, 2022
In Welcome to the Forum
I have to admit that many brands have encountered growth ceilings in the domestic market. When they turn to the international market and take advantage of the wind, they have the first opportunity. This is the current situation of many new and cutting-edge brands. They focus on domestic users and expand new journeys in the international market. Since 2010, the world has officially entered the era of mobile Internet. The rapid development of China's Internet has fully covered various scenarios and fields such as clothing, food, housing and transportation. The era of significant traffic dividends has ended. The overall market is now saturated, and the new generation of consumer brands is about to enter the post-growth era. Many giant companies have seen the Internet dividends of emerging countries and have deployed overseas markets. At the same time, emerging new consumer brands have experienced a wave of rapid growth in China and accumulated technology and market experience, and they have also competed with the help of capital. The less intense overseas markets forge ahead. At the same time, with the rise of cross-border e-commerce in recent years and the successful cases of brands such as OnePlus, domestic brands are increasingly favored by overseas markets, and both emerging brands and traditional brands are eager to try, full of expectations. Correspondingly, the risks and challenges of going overseas are the risks and challenges. For large multinational companies, the risks will be much lower, but for small traditional brands with no clue or immature emerging brands, it cannot be said that it is impossible to do so, but at least It's about stepping into completely unfamiliar territory. So what are the risks and challenges for brands going overseas, and how should they be faced? 1. Local policies, lack of talent, and cultural differences are three big mountains Brands going overseas have always been easy to go out, but difficult to go in. The first things that are put in front of brands are the three mountains of local policy, lack of talents, and cultural differences. . Local policies are basically the "code of conduct" that brands must be familiar with. These basic information are of key significance for brands in the initial stage of local development, including category selection, model selection, market positioning and subsequent market communication. , to avoid the occurrence of recent state-controlled online education incidents, so as to achieve efficient expansion of overseas markets. Talent is the key to the localization of a brand. If a brand has no insight into local professionals, on the one hand, it will not be able to help the brand land and integrate into the local area. On the other hand, it will be difficult for the brand to advance. The same is true in terms of culture. Failure to have a deep understanding of local folk customs and customs will be a great obstacle to target groups and brand communication. 2. Consideration and stability of sales channels, market competition and brand marketing In addition to the external hard factors of policies, talents and culture, the infrastructure and marketing at the brand level are also key issues. One of the biggest problems is the establishment of brand sales channels and supply chains. If it is product + service-oriented, how to layout sales sites and establish sales channels is particularly important. At the same time, with channels and supply chains alone, it is still a thorny problem that brands have not been promoted, and foreign brands have to face competition and suppression from local brands. Therefore, at the brand level, how to integrate into the local market and do a good job in the basic construction of the brand is the landing problem that needs to be prepared in the early stage of going overseas. At the same time, the brand should also be thoroughly researched in the early stage of going overseas. Makeup, personal care, clothing, etc. are all popular categories in overseas markets. In this regard, brands should make good choices and trade-offs. The second point is the model, whether to telemarketing list adopt the more popular DTC model abroad, choose platform sellers, or the brand itself to do offline infrastructure and so on. The third point is the target market and population, whether to choose North America or Europe, whether to choose traditional markets or emerging markets, whether to focus on cross-border e-commerce, or the integration of social media + e-commerce, these all need to be understood in the early stage of the brand’s overseas expansion. . This is the basis for going from 0 to 1 and the key to deciding from 1 to 10. 3. Core key points: stabilize infrastructure, from effect-oriented to brand-oriented Earlier we talked about the risks and challenges of brands going overseas, which can be roughly divided into the above angles. The key is to analyze the specific problems of specific categories. So aside from the ch
How can new and cutting-edge brands go abroad to tell the Chinese story?
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