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近年来,在日化界出现了这样的怪圈:众多中小日化品牌通过招商的模式。在短期内均取得了一定的成功,但都没有走得太远,基本上年销售过了五千万元后。便开始迅速下滑。乃至于企业最后轰然倒塌。2008年初。一度被看做上海日化洗涤企业崛起的代表之一、号称年销售额达到七八千万元的上海赫尔公司在一夜之间宣告破产。欠下了各地经销商和原材料供应商的巨额货款和费用,其老板也携款避债外逃,此事令业界十分震惊。“赫尔现象”表面看来是其资金链和企业诚信度有问题,然而,从营销层面上看,其背后正折射出招商型中小日化品牌在生存和发展中遇到的共性问题。如何规避存在于中小日化品牌之中的深层隐患,打破中小日化品牌三五年的宿命论呢?笔者通过对“赫尔”等企业存在问题的分析,提出几点建议。
In recent years, there has been such a vicious circle in the daily chemical industry: many small and medium-sized cosmetic brands have adopted the mode of investment promotion. In the short term have achieved some success, but did not go too far, basically after the sale of 50 million yuan. It began to decline rapidly. Even the final collapse of the business collapsed. Early 2008 Was once seen as one of the representatives of the rise of Shanghai washing day, known as the annual sales reached 780000000 yuan Shanghai Hull company overnight declared bankruptcy. Arrears all over the dealers and raw material suppliers huge amounts of money and costs, the boss also carry money to avoid debt flight, the matter so that the industry is very shocked. “Hull phenomenon ” appears to be the surface of its capital chain and business integrity problems, however, from the marketing level, it is behind the investment reflects the common small and medium-sized Japanese brands in the survival and development of the common problems encountered . How to avoid the hidden dangers existing in small and medium-sized daily-use brands and break the fatalism of small and medium-sized daily-use brands in three to five years? The author puts forward some suggestions on the existing problems of enterprises such as “Hull”.