標(biāo)志營(yíng)銷(xiāo)在權(quán)力與公共關(guān)系之間長(zhǎng)袖善舞

        全方位標(biāo)志設(shè)計(jì)市場(chǎng)營(yíng)銷(xiāo)理念西方傳統(tǒng)的市場(chǎng)營(yíng)銷(xiāo)理論,是在1950年代“買(mǎi)方市場(chǎng)條件下產(chǎn)生的。當(dāng)時(shí)的指導(dǎo)思想是:企業(yè)vi設(shè)計(jì)只要善于發(fā)現(xiàn)和了解顧客需求,更好地滿(mǎn)足顧客需要,就可能實(shí)現(xiàn)企業(yè)的經(jīng)營(yíng)目標(biāo)。按傳統(tǒng)的市場(chǎng)營(yíng)銷(xiāo)觀點(diǎn),企業(yè)要考慮四個(gè)可控制因素:產(chǎn)品、價(jià)格、地點(diǎn)、促銷(xiāo)。與1950年代相比,當(dāng)今的經(jīng)營(yíng)環(huán)境已發(fā)生了很大的變化,成功的市場(chǎng)營(yíng)銷(xiāo)正日益成為一種全方位的公關(guān)活動(dòng),下面是兩個(gè)這方面的例子。

        案例百事可樂(lè)標(biāo)志與可口可樂(lè)之爭(zhēng)百事可樂(lè)公司用智謀擊敗了其主要竟?fàn)帉?duì)手—一可口可樂(lè)公司一而進(jìn)入了印度這個(gè)擁有7.3億人口的巨大消費(fèi)市場(chǎng)。原來(lái)可口可樂(lè)公司一直在印度軟飲料市場(chǎng)上占優(yōu)勢(shì)的,到1978年因?yàn)榭棺h印度政府的政策,可口可樂(lè)公司突然撤出了印度市場(chǎng)。后來(lái),可口可樂(lè)和七喜vi設(shè)計(jì)公司雖都曾試圖重新打入印度市場(chǎng),但百事可樂(lè)公司卻通過(guò)艱苦努力和有效的政治公關(guān)方面的標(biāo)志設(shè)計(jì)營(yíng)銷(xiāo)活動(dòng)而獲得成功。

        百事公司與一個(gè)印度集團(tuán)組成了一個(gè)合營(yíng)企業(yè)標(biāo)志設(shè)計(jì),并使其合營(yíng)條件能夠超越印度國(guó)內(nèi)軟飲料公司的反對(duì)和反跨國(guó)公司立法機(jī)關(guān)成員的反對(duì),從而獲得了政府的批準(zhǔn)。百事公司提出,它將幫助印度出口農(nóng)產(chǎn)品,并使其出口額大于進(jìn)口軟飲料濃縮液的成本。

        此外百事公司保證,它不僅要在主要城市銷(xiāo)售,而且,要盡最大努力把可樂(lè)銷(xiāo)往鄉(xiāng)村地區(qū)。百事公司還提出把食品加工、包裝和摻水處理等新技術(shù)提供給印度。顯然,由于百事可樂(lè)vi設(shè)計(jì)公司給印度提供了一系列利益,使百事公司能夠贏得印度各利益集團(tuán)的支持。案例花旗銀行長(zhǎng)袖善舞美國(guó)銀行業(yè)巨頭花旗銀行多年來(lái)一直打算在馬里蘭州能夠開(kāi)展全面的銀行業(yè)務(wù)。過(guò)去,花旗在該州只能經(jīng)營(yíng)信用卡和其他一些小的服務(wù)項(xiàng)目。根據(jù)該州法律,州外銀行只能提供有限的幾項(xiàng)服務(wù),而不準(zhǔn)開(kāi)展廣告宣傳,設(shè)立分行和其他業(yè)務(wù)活動(dòng)。

        1985年3月,花旗銀行提出了要在馬里蘭州建立一個(gè)大型的信用卡中心的建議。并且指出這個(gè)標(biāo)志中心可為該州增加1000個(gè)職員就業(yè)的機(jī)會(huì)。此外,花旗還奉獻(xiàn)該州數(shù)百萬(wàn)美元的現(xiàn)金,作為占用土地的報(bào)償。由于他們能夠聰明地想出了這個(gè)對(duì)馬里蘭州有利的方案,使得花旗銀行能成為在馬里蘭第一家被批準(zhǔn)經(jīng)營(yíng)全部銀行業(yè)務(wù)的州外銀行。

        以上兩個(gè)例子說(shuō)明,當(dāng)公司想要進(jìn)入一個(gè)新市場(chǎng)就必須精通向當(dāng)?shù)赜嘘P(guān)集團(tuán)提供利益的技術(shù),這比滿(mǎn)足目標(biāo)消費(fèi)者的需求更加重要。壁壘很高的市場(chǎng),被稱(chēng)為封閉型或保護(hù)型的市場(chǎng)。對(duì)于這種市場(chǎng)除了市場(chǎng)營(yíng)銷(xiāo)組合的四個(gè)標(biāo)志設(shè)計(jì)(產(chǎn)品、價(jià)格、渠道和促銷(xiāo))以外,營(yíng)銷(xiāo)人員還應(yīng)加上另外兩當(dāng)公司想要進(jìn)入個(gè)新市場(chǎng)就必須精個(gè)P,即權(quán)力(Power)和公共關(guān)系(PublicRela-通向當(dāng)?shù)赜嘘P(guān)集團(tuán)tions)。美國(guó)西北大學(xué)的菲利普·科特勒教授把這提供利益的技術(shù)。

        一種策略思想稱(chēng)為全方位標(biāo)志市場(chǎng)營(yíng)銷(xiāo)(Megamarketing)。并為全方位vi設(shè)計(jì)市場(chǎng)營(yíng)銷(xiāo)下了如下定義:為了成功地進(jìn)入特定市場(chǎng),并在那里從事業(yè)務(wù)經(jīng)營(yíng),在戰(zhàn)略上協(xié)調(diào)地運(yùn)用經(jīng)濟(jì)的、心理的、政治的和公共關(guān)系等一切手段,以博得外國(guó)或地方的各有關(guān)方面的合作與支持,從而達(dá)到預(yù)期的目的。當(dāng)然,企業(yè)仍然要妥善使用產(chǎn)品、價(jià)格、通路與宣傳等4P方面的種種要素。以下將要論述的是需要運(yùn)用全方位市場(chǎng)營(yíng)銷(xiāo)戰(zhàn)略的市場(chǎng)環(huán)境,并說(shuō)明企業(yè)如何運(yùn)用權(quán)力和公共關(guān)系的標(biāo)志設(shè)計(jì)戰(zhàn)略,成功地打入封閉型vi設(shè)計(jì)市場(chǎng),并在其中從事業(yè)務(wù)活動(dòng)。

Logo marketing is a long-sleeved dance between power and public relations

        Omni-directional logo design marketing concept Western traditional marketing theories were produced under the conditions of a buyer's market in the 1950s. The guiding ideology at that time was: as long as the company's vi design is good at discovering and understanding customer needs, it can better meet customer needs. It is possible to achieve the business objectives of the company. According to the traditional marketing point of view, companies must consider four controllable factors: product, price, location, and promotion. Compared with the 1950s, today's business environment has undergone great changes. Successful marketing is increasingly becoming a comprehensive public relations activity. Below are two examples of this.

        Case The Pepsi logo and Coca-Cola's battle Pepsi-Cola used resourcefulness to defeat its main rival, a Coca-Cola company, and entered India, a huge consumer market with a population of 730 million. It turns out that Coca-Cola has always been dominant in the Indian soft drink market. By 1978, because of protests against the policies of the Indian government, Coca-Cola suddenly withdrew from the Indian market. Later, although Coca-Cola and Seven-Vi Design Company tried to re-enter the Indian market, PepsiCo succeeded through hard work and effective political and public relations logo design marketing activities.

        PepsiCo has formed a joint venture with an Indian group, and its joint conditions can exceed the opposition of Indian domestic soft drink companies and the opposition of members of the anti-multinational legislature, thus obtaining government approval. PepsiCo proposed that it will help India export agricultural products and make its exports larger than the cost of imported soft drink concentrates.

        In addition, PepsiCo guarantees that it will not only sell in major cities, but also do its best to sell Coke to rural areas. PepsiCo also proposed to provide India with new technologies such as food processing, packaging, and water treatment. Obviously, because Pepsi vi design company provides a series of benefits to India, so that PepsiCo can win the support of various interest groups in India. Case Citibank Long-sleeved Zhanwu American banking giant Citibank has been planning for many years to be able to conduct comprehensive banking operations in Maryland. In the past, Citi could only operate credit cards and other small services in the state. According to the laws of the state, out-of-state banks can only provide a limited number of services, and are not allowed to carry out advertising, establishment of branches and other business activities.

        In March 1985, Citibank proposed to establish a large credit card center in Maryland. And pointed out that this logo center can increase employment opportunities for 1,000 employees in the state. In addition, Citi also donated millions of dollars in cash to the state as compensation for land occupation. Because they can wisely come up with this beneficial plan for Maryland, Citibank can become the first out-of-state bank approved to operate all banking services in Maryland.

        The above two examples show that when a company wants to enter a new market, it must be proficient in the technology that provides benefits to the relevant local groups, which is more important than meeting the needs of target consumers. Markets with high barriers are called closed or protected markets. For this kind of market, in addition to the four logo designs (products, prices, channels, and promotions) of the marketing mix, marketers should also add the other two. When the company wants to enter a new market, it must be refined. ) And public relations (PublicRela- leading to local related group tions). Professor Philip Kotler of Northwestern University used this technology to provide benefits.

        One kind of strategic thinking is called Megamarketing. And for the comprehensive vi design marketing, the following definition is defined: in order to successfully enter a specific market and engage in business operations there, all methods such as economic, psychological, political and public relations are used in a strategic and coordinated manner to win The cooperation and support of all relevant parties in foreign or local countries can achieve the expected goals. Of course, companies still have to properly use the 4P elements of products, prices, channels, and publicity. The following will discuss the market environment that needs to use a full range of marketing strategies, and explain how companies use power and public relations logo design strategies to successfully enter the closed vi design market and engage in business activities in it.