Not Playing Cards By Cards: Marketing Strategy To Subvert Common Sense

The slump in the consumer market has always been the order.

Panasonic electrician: not all expensive products are hard to sell.

The best seller of Panasonic nano ion drier series produced by electrician is not that all expensive products are hard to sell. The key is to see how you sell them.

The sales volume of this series of hair blower in March 2010 reached 500 thousand, an increase of 20% over the previous year.

Although its selling price is as high as 10 thousand to 1.6 yen, which is much higher than the average hairdryer price of around 3000 yen, it still can not stop the market from selling well.

To understand the secrets of its best-selling, you can go to the adjacent underground street in Tokyo subway station and find out the answer.

There is a Panasonic beauty lounge for women consumers.

As soon as you enter this shop like a cosmetics shop, you can see a long slide of 18 small cubicles for make-up.

The biggest selling point is that customers can freely use all cosmetics and makeup in the store at the cost of 300 yen, and they can use Panasonic electrician's hair dryer free of charge.

Panasonic electrician's nano ion Nano Care blower has the function of inletting tiny moisture beads into the hair, moisten the hair and keep the moisture content.

According to people's common understanding, hair dryer is used to blow dry hair, but Panasonic electrician's hair dryer is "contrary to its course", which provides consumers with the function of maintaining hair.

Similarly, according to common sense, household electrical appliances are usually sold in household appliances stores, but in household appliances stores, salesmen can only repeat the function of commodities by "three inch tongue", unable to experiment on the spot, so that consumers can directly experience the unique functions of hair driers.

So Panasonic electrician set up a new beauty salon in downtown area, so that consumers can feel the unique charm of nano-ion series hair dryer as experienced cosmetics.

Beauty salon's location is also very particular.

The reason for choosing the underground business street near Tokyo Chi Chi station is that it is the only way for female students to go to school nearby.

The beauty salon has been open to the public since April 2009, and more than 20 thousand people are free to experience it. Among them, 20 years old young women account for seven or eight.

The beauty salon, which is carefully considered the flow rules of potential customers, naturally attracts the attention of many young women.

In order to make full use of its advantages of gathering popularity, Panasonic electrician has also produced many other related household electrical appliances for customers to experience and use to convey the value of their products.

Nanotechnology is also one of the steam beauty devices.

This is a product that sprays water from tiny ions on the face and promotes facial blood circulation.

The average price is 1 to 30 thousand yen, and the price is high, but last year's sales reached 500 thousand, an increase of 30% over the previous year.

If the beauty product is removed from the makeup shop in the home appliance market, it can be tried. In the beauty salon, it can be used to make up again, and there is no need to worry.

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There is a great correlation between trial goods and actual buying behavior.

According to the Panasonic electrician survey, about 15% of the trial participants will eventually purchase the corresponding products.

Beauty salon, though it does not sell products, will recommend nearby home appliance stores to consumers who have intention to purchase, so that they can buy satisfactory products at a reasonable price.

This beauty salon's mission is not only to improve the awareness of the commodities that have been marketed, but also to undertake the mission of customers' real needs and uses in the market survey, so as to facilitate the development of new products more targeted.

For example, a haircut scissors used by girls for curls and hairstyles is originally considered to be a personal hairdresser. In fact, many of them are used by friends to curl each other's hair. The result is something unexpected for the manufacturer.

Because I have visited a single family before, but I did not find such a situation.

Later, it was observed that when people used curly scissors to curl their hair, they could easily touch the switch that regulates the temperature.

That is to say, if a person is using himself, there is no problem, but if a friend curls his hair for each other, the thermostat switch should be more rigid.

So, Panasonic electrician decided to improve the temperature control switch when developing new hair curling products.

And the steam beauty device is also the same.

Originally designed according to the family's specifications of about 15 minutes a day, but in the customer experience of beauty salon, it is found that many people will spend more time.

If the design standards exceed the design standard, the steam injection may be abnormal for a long time. Accordingly, Panasonic electrician has decided to improve the design of the new model and expand the steam outlet.

In this way, Panasonic electrician takes the common sense method to excavate the implicit demand of consumers, and embody this implicit demand in the next new product, making its household appliances always popular with consumers in the market.

Forever21: there are business opportunities in unexpected places.

Through careful analysis of customer behavior patterns, in the unexpected location of a new store, opened a popular one -- American leisure fashion enterprise forver21 jumped out of the traditional frame of constraint, the success is also remarkable.

"Why does it always open a new store near H&M?"

Curious people may ask if Forever21 sees 3 new stores open in Tokyo in a year.

Yes, take care, you can see that Forever21 always chooses to set up shop near Sweden's H&M store.

H&M is the biggest competitor of Forever21. The main products of the two enterprises are low-cost casual fashions targeted at young people.

In order to keep up with the fashion trend, the turnover period of new products is very short.

According to common sense, since we have the same customer base, we should try our best to avoid competitors.

But Forever21 bites H&M tightly, H&M drives where the shop is, and Forever21 follows.

Why?

The interpretation of Don Chang, CEO of Forever21, is: indeed, our company and H&M are competitors, but the two companies' stores depend on one another to produce more agglomeration effects that attract more customers.

When we are ready to open stores in large stores, we will ventilate each other in advance, and try to open branches as close as possible.

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Not only that, but when choosing the location of a branch, Forever21 will carefully simulate the customer's walking route beforehand.

For example, the Ginza branch opened in April 2010, and its location is located at the midpoint between the Ginza station and H&M branch of the crowded subway station in Tokyo, located on the east side of Ginza Central Avenue.

In this way, customers who go to H&M shopping by subway have two Forever21 shops.

The location of Shinjuku branch opened in May 2010 is also a "hard work".

Never go to the south exit of JR's Shinjuku Station for pedestrians to walk to H&M. Forever21 shops must be seen on the way, and, like Ginza stores, they are on the same side of the road.

It is a good thing for Forever21 to find a meeting point for its own development in the competitive relationship.

Coca-Cola Japan: "combined sales" out of stack effect

"I never agree with consumers that they do not see anything.

As long as we collect data and analyze it carefully, we will find the right sales method. "

Komatsu Zhou, a senior manager of Coca Cola Co's marketing strategy, said confidently.

Collecting market data, Coca-Cola uses an information analysis tool called "SONAR".

This information analysis tool Coca Cola Co has been promoted in the global market, and Japan's Coca Cola Co was introduced in 2008.

It is based on hundreds of survey samples, asking the respondents to keep detailed records of the purchase of drinks, such as when, what channels to go through, what purpose to buy, what kind of drinks to buy.

Such surveys allow consumers to clearly show their buying behavior.

The company then analyzes the data and considers what promotion measures should be taken to get the maximum sales according to the analysis results.

A recent survey made the Japanese Coca Cola Co understand that when compared to learning and playing, people eat more Coca-Cola when they eat.

As a result, the company immediately changed its original sales strategy and put Coca-Cola beverages on sale in the food stores where they could spend too much time together.

For example, in cold storage pizza, fried chicken and Coca-Cola related "large degree" food sales department on the edge of a dedicated beverage rack, put Coca-Cola, for customers to facilitate the purchase.

In addition, the cooperative relationship with flour producers has also been strengthened.

For example, Japanese style pancakes, baked Octopus bags and so on are very likely to be consumed together with Coca-Cola. The Japanese Coca Cola Co took the initiative to contact the flour producers, set up counters in supermarkets across the country, and put Coca-Cola and pancake flour together for sale.

This combination method can promote sales of products, so flour producers are willing to accept it, and for supermarkets, they will actively cooperate with tomato sauce, mayonnaise, laver and other food ingredients.

Now, the Japanese Coca Cola Co and the "Japanese clean powder" cooperation, jointly promote the number of goods accounted for 21% of the total sales volume.

"People like to chew Japanese style pancakes on the side and drink Coca-Cola at the same time." the Japanese Coca Cola Co has grasped the turn of market demand through detailed data analysis, subverted the knowledge of selling drinks only in the place of selling drinks, and realized a substantial increase in sales volume.

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GILT: deliberately set limits to arouse consumer desire.

Traditional EC always takes the "exposure rate" in search engines and the convenience of sale customers as far as possible to make customers at a glance "convenience" as the two major elements of competition.

To attract as many customers as possible to visit their websites and sell the largest number of products, online merchants must work hard on "exposure" and "convenience".

But now more and more online stores are beginning to subvert this common sense.

You can't see its goods on the search website; if you go to its website, if you just want to browse, you can't know what kind of merchandise it is selling; even if it becomes its customers, your purchase behavior will be subject to various restrictions.

This model is replaced by a fashionable saying nowadays, that is, "those who refuse soy sauce" are declined.

The American network business GILT, which opened in Japan in March 2009, is a typical network enterprise that sets a variety of barriers to stimulate customer consumption and thus brings about a continuous increase in sales.

Into the GILT web site, www.gift.com, with millions of members in the United States, you can only see a log in page, and you don't know what the site is doing.

Fill in all kinds of information, set up your username and password, and become a member of the store after entering it. After all, you can see that GIFT operates all kinds of brand goods, but these goods only remain for 54 hours after they are on shelves, and then they will be removed.

Moreover, the time limit for a member to place the goods he wishes to buy into the "shopping basket" is only 10 minutes, exceeding 10 minutes, and the goods in the shopping basket will be placed on the shelf compulsorily.

You can't tell when the goods will be sold out.

All these restrictive measures are "contrary to the usual principles of network marketing".

Can such business practices bring about a good sale?

The fact is that GIFT group's sales growth in recent years is shocking.

In 2007, the sales volume of the enterprise was only 100 million yen, which increased to 2 billion 500 million yen in 2008, increased to 17 billion yen in 2009, and exceeded 40 billion yen in 2010.

GIFT group's online sales mode, known as "time limit rush", is being applied by more and more online businesses.

This network sales mode has achieved the "win win" effect of brand product manufacturers, consumers and online merchants.

For manufacturers of brand products, product backlog is their biggest worry. Unrestricted selling will cause damage to the brand image, and the use of sale and direct sales will easily destroy commodities and pay for site fees and manpower.

For consumers, the biggest advantage is that they can buy their favorite items at home at a low price, while the restrictions such as membership system and time limit rush to satisfy consumers' desire and sense of Honor: "only now, only I can buy it."

For online merchants, because they set up restrictions on selling to their members only, they can enter goods at low prices from manufacturers worried about brand value damage, and add their own unique way of operation, which also saves advertising expenses.

The Japanese AOS technology company, which runs the "super one.Com" website, is also an enterprise deliberately setting up "restrictions" to stimulate consumption.

"When I knew that I could sell 1000 weight scales a day, I was really surprised."

Sasaki Takahito, the president of the company, remembers the day's sales performance at the beginning of the year.

Compared with some "limited time rush" online merchants, the restriction of "super one.Com" website is even more strange.

This website sells only one commodity per day, selling time is 24 hours, changing a new product every day, and the selling price is only 6 to 7 of the market price. If the model is outdated, the discount of household electrical appliances is even greater.

As the price guarantee for goods sold is the lowest in the market, netizens also omitted to visit the price comparison website first to check the price.

Many netizens form the habit of visiting "super one.Com" every day to see if they have the goods they need.

Selling only one commodity per day maximizes the time and effort of customers to choose, and makes their consumption behaviors appear more crisp.