Recommended by overseas headhunting companies: How to solve the growth dilemma of enterprises in the downturn of market economy?

The top ten recruitment teams of overseas headhunting companies have found that in a fierce market environment, exploring the second curve of sustained growth is the core challenge faced by enterprises. Jiuge said that the Marketing Private Board visited Jialuo Vehicle this time to conduct an in-depth multidimensional diagnosis of its development difficulties.

This article will review the exciting discussions on site. Due to limited space, the discussion content will be published in two parts.

1、 The dilemma faced by Jialuo vehicles

As a senior enterprise in the electric assisted bicycle industry, Jialuo Vehicles has gone through a development process from accessories to complete vehicles. After reaching its peak in 2021, there was a decline due to the impact of the epidemic. Although the current situation has rebounded, Mr. Chen is still deeply concerned about this.

Question 1: Where is the source of performance growth? As the traditional main market for Jialuo vehicles, Europe and America have been struggling in recent years due to changes in the international trade environment. By relying on upstream accessory supply, there is still a certain survival space, and by 2025Europe and America have gradually established a complete supply chain system, which is weakening Jialuo's advantage in the upstream.

Although there are opportunities in emerging markets, their performance is scattered and immature.

Question 2: How to standardize the after-sales market? Mr. Chen asked, "How can the after-sales service of a vehicle be guaranteed after it is sold? In the first two years, the brand still provided warranty, but what should be done after the warranty period has expired

With the continuous decline in vehicle prices, the space for modification market is being squeezed, and customers are turning to the after-sales field for development. However, the European market has numerous brands, varying product standards, and numerous differences between hardware and software, all of which have become obstacles to standardized after-sales service.

2、 Overseas entrepreneurs discuss and express their opinions

Faced with the development difficulties of Jialuo Vehicles, the attending entrepreneurs put forward professional insights and development suggestions from different perspectives.

01 Focus on the core and make precise efforts

Mr. Youbao recommends implementing a focused strategy, focusing on developing electronic control components that meet the needs of the Chinese market, and building them into the core competitive products of the enterprise. By establishing customer loyalty through core products, we can drive sales of other accessories.

In response to the characteristics of emerging markets, she proposed using online platforms and artificial intelligence technology to gain a deeper understanding of the target market policy environment and find new market entry points.

02 Consolidate one's own foundation

Danyang Sainuo Junwang proposed three suggestions: firstly, to deepen the existing product line and expand the category of accessories; 2、 Secondly, consider building overseas warehouses and transforming into small wholesalers; 3、 The most important thing is to start brand building as early as possible. Brand building requires time accumulation, and without ten or twenty years of accumulation, it is difficult to achieve results, but we must start from now on.

03 Cross border consolidation to reduce costs

Tengdao guest shared some phenomena observed from her customer group: firstly, they have been involved in warehouse building projects in the past, and they have achieved overseas consolidation of multiple enterprises through third-party platforms, which can reduce operating costs; 2、 A motorcycle business enterprise that develops overseas agents into "product partners" can establish closer cooperative relationships; 3、 Most clients are doing the same thing, which is closely monitoring the trends of companies in the same industry, observing what they are doing, and adjusting their market strategies in a timely manner.

04 Amplify advantages and enhance stickiness

Mr. Cheng emphasized that companies should focus on amplifying their own advantages, continuously improving in three dimensions: product quality, service level, and customer relationships. They should observe what their peers are doing, analyze how we can surpass them, enhance customer stickiness through detail optimization, and form differentiated competitive advantages in specific fields.

05 Deeply explore existing major clients

Kangbo International's General Manager Wan proposed that we should deeply tap into existing major customers. Among the 20% of major customers, we should focus on manufacturing customers who usually need multiple accessories. This is the fastest and most economical way to expand our business.

Additionally, it is recommended to take the already popular products to the extreme and enter emerging markets with high cost-effectiveness and low price advantages.

06 C-end practical experience sharing

The first special guest of this time, Mr. Chen from Taoban in Changzhou, based on his practical experience in operating C-end brands, put forward a set of his ideas and insights:

1、 He suggests promoting the localization of company entities, operations, and teams in key markets such as Europe. Not only can it avoid tariffs and policy restrictions, but it can also gain policy dividends and enhance customer trust through "local identity".

2、 Mr. Chen observed that even for products from the same origin, strong brands can still maintain higher pricing and customer loyalty. Therefore, companies must abandon the mindset of low price dumping and establish value through brand building to attract high-quality customers.

3、 Establishing local warehouses in Europe through warehousing can greatly improve delivery efficiency, after-sales service response speed, and visually demonstrate one's own strength to customers, thereby establishing trust.

4、 He suggests introducing automated software tools to address the pain point of high labor costs, covering all aspects from product launch, marketing to internal management, in order to reduce costs and increase efficiency, and achieve refined operations.

5、 Omnichannel

He proposed to build multiple channels through online platforms, independent websites, social media, etc., for example, reaching agreements with core customers in specific markets, while adjusting the sales scope of their own C-end channels to form complementarity, and thus gaining market initiative.

07 Data Driven Inward Seeking

Special guest two, as an expert in the field of data, Mr. Tengdao Zhong proposed a clear path for data-driven growth:

Step 1: Look inward and take inventory of data

She suggested that the primary task is to systematically sort out the internal data accumulated by the enterprise over the past decade of operation. ·Business life curve chart: Analyze the growth fluctuations over the years and identify whether they are driven by external dividends or core competitiveness.

·Business growth curve chart: Analyze the proportion of B-end and C-end structures, vehicles and accessories, customer types, and market attributes (developed/emerging markets) from four dimensions to identify potential points.

·Analyze customer lifecycle: Identify customer groups that have been lost, have stable cooperation, and are deeply bound, focus on early lost customers with "composite possibilities", and discover the core advantages and breakthrough points of the enterprise from them.

Step 2: Outgoing insight, clarify value positioning

Internal data can support how we choose external data:

·Conduct a questionnaire survey: Understand from the perspective of users what Jialuo's core values are, and extract the true selling points of the product into brand labels that can be quickly spread.

·Utilizing AI and external data: Utilizing data tools and AI capabilities to monitor market trends, policy changes, and peer dynamics, ensuring the timeliness and accuracy of external decision-making.

Step 3: How to grow?

1、 Develop peer clients to directly target competitors' clients and conduct precise outreach through SWOT analysis.

2、 Colleagues who develop clients utilize the business relationships of existing cooperative clients, follow the clues, find their competitors, and achieve market breakthroughs.

3、 Customers who reach out to dealers can try to understand the needs and pain points of their end users, in order to provide more competitive product or service support.

4、 Can electric assistance technology be used in other scenarios, such as elderly mobility devices, to actively create new market demand for cross industry marketing.

Finally, enterprises need to maintain determination, adhere to value creation, and seek new breakthroughs on the basis of deepening their own advantages in order to achieve sustainable development.

In the next issue, we will continue to share more exciting viewpoints and practical suggestions, providing more references and inspirations for your business growth path.

If you also have the same confusion, you are welcome to join the private board of directors for the new difficulty "Jiuge Talks about Marketing" that no one has paid attention to!

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