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2007年,当笔者的公司代理的热水器在当地市场占有率超过35%、行业领导者地位比较稳定的时候,公司开始进行二次创业。当时,面临的问题是:如何应对“超级家电连锁渠道”的强势地位及其微利束缚?如何解决赢利水平下降的问题,是靠规模维持利润呢?还是通过其他经营方式盈利?更现实的问题是,如何在高市场占有率基础上继续保持高速增长?为了解决好市场发展的现实需要,就形成了该公司确定了“服务创造销售”“销售战线前移”的发展战略。
In 2007, when the author company’s water heater in the local market share of more than 35%, the industry leader in the relatively stable position, the company started the second venture. At that time, the question we faced was how to deal with the strong position and the meager profit and loss of the channel of super-home appliances and how to solve the problem of declining profitability, whether to maintain profit by scale or make profits through other management methods. The question is, how to maintain rapid growth on the basis of high market share? In order to solve the actual needs of market development, the company formed a development strategy of “service to create sales” and “sales front” .