What is product homogenization? What are the drawbacks of marketing innovation? 20

Essentially, on the physical level, there are no two completely homogeneous products, and homogenization takes place in the minds of both groups.

The first is the consumer's mind.

In other words, the consumer mind does not perceive or ignores the difference between a product and a noisy product, even if the difference is sometimes significant. This is also why many companies put a lot of energy and resources into innovation (including technological innovation, product innovation, model innovation, etc.), but they still have little effect and it is difficult to stand out from the competition. The reason is very simple, it is that these innovations of yours, the minds of customers are not received, or only a little bit.

To a certain extent, all innovations that cannot be received by the customer's mind are blind toss and a waste of corporate resources. If we want to solve this cognitive problem, we must have the perspective of the consumer's mental law. Here we recommend reading Mr. Trout's book "Different", which details 9 ways to differentiate yourself from your competitors in the minds of consumers.

The second is the mind of the entrepreneur.

Or that entrepreneurs generally lack the right strategic thinking. I think this is more fundamental, that is to say, the root of homogenization lies in the homogenization and follow-up of business thinking. Following the trend is a common problem for most entrepreneurs, not only in traditional industries, but also in the Internet industry, not only in China, but also in the world.

This is why Mr. Trout first published in 1969: "Positioning: The Way of Competition in the Age of Homogenization", which introduced the concept of "positioning" into the business world for the first time.

There is a problem of Chinese translation that needs to be noted here. The original English title of this article is: 'Positioning' is a game people play in today's me-too market place.

The word "me-too" here means "to imitate, to follow the trend", which is not exactly the same as the meaning of "homogenization". ）

Therefore, if you want to resolve homogeneous competition and create differentiated customer cognition, it is more important than producing differentiated products, and the strategic thinking of having the courage to pursue differentiation is more fundamental.

Homogeneous products are everywhere in the market, and if the competing products are similar, under the banner of differentiation, you can also take the road that meaningless differentiation is also meaningful.

The product is meant to be exchanged with the consumer; Brands are used to communicate with consumers. The key to product positioning is to identify opportunities for differentiation. Brand positioning is not to promote products, but to find the concept of compatible products, to find the soul that tugs at the heartstrings of consumers.

The soul of the product and the soul of the brand are not two in one, but two completely different levels and two directions. It's a pity that many companies confuse them.

Product Truth. To understand the truth about spring shed products, we can start with the following questions:

How is this product made?

What's in it for rent? Nothing? Why?

What are the features of this product service?

How does it work?

What are the benefits of its features?

What are the similarities or differences between competing products and services?

What is the difference that can be felt and what is really different?

Who is it used for?

By thinking about the above questions, you can judge the direction of the product appeal, but you also need to keep in mind two things: 1The truth of the product must be the specific functional attributes that are closely related to the material needs of consumers; 2.

The truth of the product must be recognizable to the consumer and expressed carefully and clearly.

In other words, the truth of the product must be able to build a bridge that can reach or almost reach a specific point of interest. The truth of the product is not whether to find the important link of the product, but whether to find and gain insight into the most critical point of interest, Philip. Kotler even went so far as to say a subversive quote:

Differentiation that doesn't make sense makes sense.

As long as the truth of the product can be discovered, the material level of the product will be solved.

Why can a small mint sell all over the world for decades?

This answer is clearly written on the product packaging of every Baolu, because Baolu mints are not ordinary mints, they are a circle of mints, haha.

Is it important that mints have a ring?

For most people, this is the same as Coca-Cola's recipe is actually cough syrup, and definitely not the most important.

But formally, this unimportant idea, or even an idea that doesn't make sense, achieves a key differentiation at the product and material level, it has the material function of a mint, but it is easier for consumers to easily identify and can be expressed carefully and clearly.

There is a circle of mints, the simplest but also drunk classic product material appeal.

Looking back, is your product differentiated in the market? How do consumers recognize how your product is different from others, do customers recognize your brand or do they buy from your product? Can customers remember your brand name?

If customers don't have a little impression of you, then your brand is doing a very bad job, so start finding your false differentiation. Through the integration of customer information in the CRM database, we can understand customer needs, understand the situation of competing products, and finally find product differentiation and take the first step towards success.

Regarding the issue of product homogenization, we should think about this problem from the following aspects.

The first aspect, from the point of view of business competition:

1. Imitating and copying the function and appearance of other people's products is the most cost-effective way of development. These costs include the cost of market research, the cost of initial material testing of the product, and the cost of functional design and design of the product.

Just like when Apple first developed the product, the appearance, operation interface, and functions had to go through many design modifications before they could be made, and Samsung didn't have to think so much about imitation, he only had to think about one problem, that is, to be like Apple. There is no need to consider the applicability of materials, the aesthetics of UI design, and basically no market research. What we need to do is just to avoid patents and make small differences in appearance.

2. However, in order to reduce risks, whether there is a market for a product or not, there are risks before it is made to the market. These risks include, market risk, whether the market can accept it, whether it is acceptable, and whether it is acceptable, excluding the risk of the product itself.

Just like Samsung's new battery solution, there will be a safety problem with the battery, if Huawei imitates, of course, it will not imitate the bad side, and this problem can be avoided.

The second aspect: from the consumer's point of view, 1, homogeneous products, will lead to the competition between products, which will lead to the first discount. More consumer-friendly.

2. Homogeneous products, simple to use. You only need to be familiar with one operating system, and you can operate many kinds of mobile phones, many brands of mobile phones.

In this way, homogeneous imitation products are marketable. And it is accepted by the market. All products that have a market, we think they are good products.

The third aspect: from an innovation perspective. Products with high homogeneity are not conducive to product innovation.

It is not conducive to social innovation, but in today's commercial competition, perhaps it is because of the high homogeneity that some commercial organizations like Apple are desperately innovating. There are pros and cons to this.