Cooperative project book

Win-win business plan name:

Table of Contents 1. Company Basic Information 3
2. Business Profile 3
1. Company business positioning: 3
2. Organization structure: 3
3. Estimated xx annual sales revenue target and composition: 4
4. Capability Description 4
5. The services provided by the company to customers are: 4
6. Target Market Analysis 5
7. Equipped with staff 5
Sales opportunities and actions 6
Sales target 8

1. The company's basic information company's full name:
corporate representative:
address:
Zip code: Website:
Business Contact: Position: Phone:
EMAIL: Fax: Mobile:
Technical Contact: Position: Phone:
EMAIL: Fax: Mobile:
2. Business summary
1. Business positioning:

2. Organization structure:

3. Estimated xx annual sales revenue target and composition:

4. Capability illustrates the comparative advantages of the company compared to other companies:
1) Industry:
2) Region:
3) Customer Resources:
4) Business expertise:
5) Government resources:

5. The services provided by the company to customers are:
1)
2)
3)

6. Target Market Analysis The company's target market is:

Means to enter the target market
6)
7)
8)

What is the current market position?

What are the next plans for the target market?
9)
10)
11)

7. The composition of the staff and technical staff:
Salesperson, technician, other personnel

The technicians who plan to participate in the identification technology training are:
12)
13)

The salesperson who plans to be responsible for business cooperation is:

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2.2 Production and operation
2.2.1 Tianna Tofu Powder Information Source: Urban Express, March 10, 2001, 10th edition, reporter Yue Futao;
Incubation Center: Hangzhou Shangcheng Entrepreneurship Center;
Inventor: Chen Yongtong of Hangzhou;
Its existing partner: Hangzhou Bean Products Factory;
Contact: Deputy Director Hu Hang.
3. “Unbranded Business Strategy” for SMEs
Creating a famous brand is a long-term project that consumes a lot of manpower, material resources and financial resources. A company, especially a weaker SME, if it does not care about its own conditions and conditions, and simply strives to create a famous brand, it is likely to be counterproductive and not worth the candle.
Constraints of creating famous brands in SMEs 1. Enterprise size constraints. Most SMEs have a simple organizational structure and a small scale, which constitutes a major obstacle to creating famous brands. Throughout the world famous brands, all of them are connected with giant multinational companies. A number of famous brand products emerging in China are also attributed to large enterprises with strong strength. Economies of scale are an important external feature of famous brands. Generally speaking, the advantages of famous brands can be effectively reflected through economies of scale.
Second, the personnel are restricted. The majority of SMEs in China are generally low-grade. Creating a famous brand is a systematic project with high knowledge content. It requires all kinds of professional talents to complete a large number of practical work with well-trained knowledge, thinking and skills. It is difficult for non-professionals. competent.
Third, the financial constraints of enterprises. Creating a famous brand is a costly project, in which only large-scale funds are needed for marketing, and most SMEs have more than enough energy.
Fourth, time constraints. Creating a famous brand is a hard and meticulous task. It takes a lot of time and requires the unremitting efforts of the company for many years or even ten years. Most SMEs are difficult to create famous brands in the short term, especially in the early stage of business. At present, most of China's small and medium-sized enterprises are in the period of enterprise, restructuring, and restructuring. How to find a suitable position in the current market competition is related to survival and development. From the above analysis, it can be seen that creating a famous brand is not an easy task, and it is difficult for a general brand to compete with a famous brand. The “no brand strategy” is an alternative method.
There are two main types of “brand strategy”: the “no trademark” strategy and the “retail brand” strategy.
First, the "do not use trademark" strategy
Since the 1970s, some consumer goods in the West have returned to the state of not using trademarks. The reason why goods can not use trademarks is because some companies' products are difficult to form "product differences", or the quality is difficult to measure uniformly, or consumers do not need special debate on quality requirements, such as electricity, ore, iron, Billets, etc., so that the necessity of using trademarks is greatly reduced; the other is consumable goods that people often touch in daily life, do not need high quality, 20-40% lower than the price of similar products, and have low price competitive advantage. .
In the past few years, the two major retailers in the United States, “W-MART” and “K-MART”, have launched a large-scale sales method for unbranded goods. They require consumers to shop in boxes, boxes, or in certain bulk quantities. Unbranded, even unstructured packaging, the price is quite low, so it is very popular. This law quickly became popular in supermarkets in the United States, Canada and other countries. According to statistics, 100,000 of the 350,000 retail stores in the United States distribute such untradeable mass goods. The main body of consumers in China is still the vast working class and farmers in the city, and the goods of good quality and low price are their primary choice. At present, China's warehouse-style shopping malls are greatly favored by consumers.
Second, "using retailer brand" strategy Retailer brand is the product of the development of commercial competition to a certain stage. It is a competitive strategy adopted by retailers in order to highlight their image, maintain their competitive position, and make full use of their intangible assets and advantages. The specific approach is that retailers understand the consumer information, design and develop their own products, and choose the production company to produce, and then use the self-brand to bring the product to market. In foreign countries, retailer brands have been used for decades. For example, Ma Shi Group, the largest retail group in the UK, has more than 800 suppliers producing San Miguel products, which are sold in nearly 1,000 stores. The combination of mass production and large-scale retailing has made Ma Shi Group the most entrepreneurial and innovative company in Europe, which has created a harmonious relationship between manufacturers and retailers.
On the one hand, China has continuously developed large and medium-sized retail enterprises and chain supermarkets. On the other hand, there are a large number of small and medium-sized enterprises with idle production capacity. The increasingly fierce market competition will force manufacturers to gradually adopt retailer brand strategy strategies, while retailers The operation of its own brand must have a large number of production enterprises for its products, which creates favorable conditions for retailers to cooperate with small and medium-sized enterprises to form a new combination of production and circulation.
SMEs contact large retailers to take advantage of the retail brand.
First, the price advantage. Because large retailers have a high market reputation and their brands have a brand-name effect, manufacturers do not need to do more work in the design, registration, promotion, use and protection of product trademarks, and do not need large investments, so they can be as low as possible. Price is available. For the retailer, its purchase channel directly saves unnecessary intermediate links and related expenses, which can reduce the purchase price. In addition, the brand of retail goods corresponds to the retailer brand, which greatly reduces the possibility of counterfeiting, thereby greatly reducing the costs associated with trademark protection.
The second is the reputation advantage. With the retailer brand, the products are sold in the corresponding retail stores, and the retailers have strong control over their own branded products, and will give enough attention, and it is easier to provide customers with guarantees in terms of quality. Especially reputable stores are very attractive to consumers and can increase the security of consumers' shopping. Especially in the current flood of fakes, credibility has almost become a guarantee of quality. Whether consumers can buy it with confidence can become an important factor in their choice between different retailers and different brands. These are the products of retailer brands. Due to the credibility of the guarantee, coupled with low quality and low price, it has a competitive advantage.
The third is the sales advantage. The use of retailer brands can encourage retailers to spare no effort in selling these goods. For example, retailers can place these items in a better position on a sales basis, and enhance the consumer's desire to purchase through scientific merchandise display. When the difference between the brand and the quality of the product is not large, the location and manner of the product display may become the main factor affecting the consumer's choice of the product.
The fourth is to grasp the market demand advantage. Because retailers pay great attention to their own brand of goods, and at the same time directly deal with the vast number of consumers, occupy a large amount of market information, can timely grasp the changes in consumer demand, and timely feedback to the production enterprises, so that manufacturers in the market research, Product development and other aspects are closer to the market, can produce products that meet market demand, and become passive and active in the competition, occupying a leading position.
The “unbranded strategy” is the emergence of unbranded goods in China.
In terms of not using trademark brands, there have been some successful examples in China. For example, Shanghai Fashion Group Co., Ltd. has set up unbranded sewing booths. They have found out that the “work-management family” is both eager to improve the level of clothing, keep up with the trend of the times, and worry about being Manufacturers and shops are eager to buy high-quality textile fabrics, design new styles, open cutting and garment windows, and launch fashions with low prices and distinctive personality. The business is booming.
Second, the applicability of retailer brands.
Retailer brands are in their infancy in China. According to reports, since the opening of the retail brand in 1987, the opening of the department store in Shanghai has launched a series of products. Among them, the opening shirt has won the honor of “China Top Ten Brand Shirts”, and the opening card sweater won the “China Famous Brand”. title. Shanghai's Huating Isetan placed its own brand in a prominent position in the store. Nearly one-third of Shanghai's Gongkang clothing city, more than 6,000 kinds of goods use the "common" brand, and advertised on TV. As for the Shanghai First Department Store Group, Hualian Group and other commercial giants are also competing to launch their own brand products.
The development prospect of “no brand strategy” in China 1. The products of some industries in China are currently being competitive and pressured by some “strong brands”. These foreign enterprises are technologically advanced, have strong capital, are well marketed, and even desperately The main purpose is to “snap the market” in the Chinese market. Under this circumstance, if the SMEs with poor strength in China are blindly competing with them, it is tantamount to “the egg touches the stone”, and the weak is weak. The “no brand strategy” is adopted to price foreign companies with price advantage and market demand advantage. Competition is an effective way for SMEs to stand on the market.
Second, China has a certain number of large and medium-sized retail enterprises. At present, there are more than 10 department store retail enterprises with total assets of more than 1 billion yuan and more than 20 department stores with profits of more than 50 million yuan. As they grow and develop, on the one hand, they have the conditions to form and strengthen their own brands, and the other side is also conducive to attracting SMEs to adopt their brands and become their partner manufacturers.
3. There are currently more than 10 million SMEs in China. Most of them are due to their financial strength and scale. They often appear as market followers. They don’t understand the needs of consumers, and the products they sell cannot be sold. It is beyond their reach. At the same time, these companies are unable to adapt to market demand in time to transform products and lack competitiveness. From all aspects, they are likely to cooperate with retailers. This new form of production and circulation is extremely beneficial to the survival and development of SMEs.
Fourth, China's current counterfeit and shoddy products are raging, and the phenomenon of counterfeiting and selling fakes is endless. The self-owned brands of reputable large and medium-sized retailers are only sold in their own stores. The management of the brands is relatively easy, and it is not easy to be counterfeited by other manufacturers and stores. This provides an effective way for anti-counterfeiting and anti-counterfeiting.
4. Summary