Chapter 96 SynTao 95 increases the gold content of the brand

Essence of Business: Nowadays, all enterprises know the importance of brand. Owning a brand means owning an intangible asset and capital in fierce competition. In a word, brand is competitiveness. In fact, China Fapai Clothing Enterprise Co., Ltd., founded in September 1997, has positioned itself as an international brand since the company was established. The standards require themselves.First is the name.As the saying goes: If the name is not right, the words will not be right.Only by choosing a good name and being different can a company or product be well-known. "Fapai" has a distinctive European style. At first glance, one might think it is a foreign brand. There are basically no national boundaries in terms of pronunciation, which is very conducive to the international spread of the brand.

Second is the design aspect.Fapai not only employs a famous Italian designer as the chief designer, but also cooperates with famous Italian clothing companies and research institutes to develop fashion products, and has set up more than 20 "international eyes" around the world to collect various clothing information and provide the products for Fapai. The development and design provide information assurance. The internationalization of production is also an important part of the internationalization of Fapai.Almost all the raw and auxiliary materials of Fapai are purchased from world-class production enterprises, and the production equipment is from developed countries such as Germany and Japan; in terms of craftsmanship, Fapai has hired famous Japanese craftsmen to carry out scientific transformation and innovation of suit technology Innovate to make it more in line with the requirements of international products.

Fapai strives to be in line with international standards in terms of quality management and environmental management, and has successively passed ISO9001 international quality system certification and ISO14001 international environmental management system certification. Marketing internationalization is the top priority of French brand internationalization. In the mid-1990s, Fapai began to implement the new international marketing model at that time - franchise chain operation at the beginning of its business, and realized the brand's market expansion plan at low cost and quickly. In 1999, Fapai suits entered the Japanese clothing market, which is extremely picky about quality, and then the market became more and more popular.In the second year, Fapai's online "tailor shop" opened, which not only met the individual needs of customers, but also provided a sharp weapon for Fapai's market competition.Once you start, you will keep pace with the world, and Fapai people are working hard to practice it with actions.

Nowadays, all enterprises know the importance of brand. Owning a brand means owning an intangible asset and capital in fierce competition. In a word, brand is competitiveness. From a junior high school graduate who was born in poverty to an entrepreneur with billions of assets today; from a shoemaker who was looked down upon and discriminated against by others, to a famous entrepreneur who is revered by Wenzhou people and even received by Comrade Jiang Zemin in person ;From an obscure small factory to a large enterprise that dares to challenge multinational companies today.Nan Cunhui, chairman of Chint Group, relied on the determination and courage of "preferring a brand rather than a ticket", starting from quality and reputation, and solidly playing his own "Chint" gold-lettered signboard.

It can be said that Nan Cunhui's life will undergo a major turning point from the moment he left the shoe mending stall and established the "Qiujing" switch factory. In fact, since the establishment of Chint Group, Nan Cunhui has made great efforts to build the "Chint" brand with his own integrity and high quality. Today, when people look back on Chint's brand road, except In addition to his consistent integrity, Nan Cunhui also discovered two major trump cards in his brand management process: one is "brand shareholding", that is, controlling all companies that use the "Chint" trademark; the other is "boiling a pot of water" ", adhere to the path of specialization.

In 1993, when the building of Chint Electric Co., Ltd. was completed, Nan Cunhui put forward the resounding slogan of "reshaping the new image of Wenzhou Electric".At this time, Nan Cunhui was doing two things: one was to create Chint’s corporate culture of quality first under the business philosophy of “do not make money, and strive for survival with quality”. Of course, it was this business philosophy that made the company gain The success of the initial venture; Another thing is to use the "License" and "Chint" brands to save many dying electrical enterprises in Liushi.At that time, Nan Cunhui proposed that low-voltage electrical appliance manufacturers in Liushi could lease the "Chint" brand for only a small management fee, and at the same time, companies that leased the brand would become members of the "Chint" group and obtain production licenses at the same time. .In fact, this move is a strategy of Nan Cunhui in order to make his company bigger and stronger, and to highlight the "Chint" brand more.However, for many Liuzhou low-voltage electrical appliances companies at that time, it was tantamount to "timely rain". As long as they had Chint's brand and production license, it was equivalent to being brought back to life.So by the end of 1994, there were nearly 40 large and small enterprises successively gathered under the banner of "Chint". At that time, they were still enterprises represented by independent legal persons.

Just as these enterprises became strongly dependent on Chint's brand, production license, and Chint's sales channels, Nan Cunhui quickly showed his trump card - "brand equity participation"!That is to say, Chint will use tangible and intangible assets as inputs to hold holdings in all companies that use the "Chint" trademark.This is simply an unacceptable thing for Wenzhou people who believe in "a chicken head is better than a phoenix tail".For this reason, one can imagine the difficulties Nan Cunhui faced when implementing this centralization strategy. Although this move caused great controversy, Nan Cunhui finally achieved this goal.

Because, at that time, the economic benefits of the Chint brand had already been revealed, and it was the golden signboard of "Chint" that those companies that accepted the holding took a fancy to.In the next two years, Nan Cunhui concentrated on the shareholding reform of these subordinate enterprises, with the aim of making the enterprises truly group-oriented and large-scale development. To this end, he adopted two methods: on the one hand, minimize the number of independent legal persons, and on the other hand On the one hand, it is a choice of "survival of the fittest" for products, and more prominent core products.Subsequently, Nan Cunhui began to "decentralize power", that is, to sell his own equity, so that these independent legal persons can develop into shareholders of the group.So far, through Nan Cunhui, a magical "fisherman", two consecutive actions of casting and collecting nets, Chint has met the requirements of the group in the true sense in terms of resource sharing and management integration.

Of course, since then, a unified and powerful Chint Group has appeared in front of the world, and the brand name of "Chint" has become louder and louder.In the mid-1990s, Nan Cunhui was also affected by "diversification". In the following two years, Chint entered many industries such as clothing, logistics, drinking water, and IT software, but the actual result was , the brand investment in electric appliance companies back then has lost its due magic effect in these industries. Nan Cunhui admitted that his diversification road was a failure. Regarding this, he seriously reflected on it and said: "Regardless of the actual diversification , is blind diversification, and as a result, not only will the company fail, but even its own main business may be dragged down.” For this reason, he believes that before his company does not have enough strength and talents to carry out real diversification Therefore, it is important to use "subtraction" to make a bigger enterprise.Soon, Nan Cunhui chose to "boil a pot of water", that is, take the path of "professionalization". When people are busy making money from those profitable fields, Nan Cunhui always insists on leading The industry will become more refined and stronger, and then become bigger and longer.

In this regard, he once used a story to illustrate his point of view: "One person went to boil water, and one pot of water was heated to 99 degrees. He thought it was almost done, so he let go and boiled another pot of water. When the other pot was heated to 99 degrees, he went to boil other pots of water, and so on. , When he went back to pour the first pot of water, the hot water had turned into cold water, and he didn’t even boil a pot of water in the end.” Chint has now become a leader in the low-voltage electrical industry, and has won absolute awards in many products. The leading position of the company relies on Nan Cunhui's strategy of "boiling the pot of low-voltage electrical appliances".At present, in the context of globalization, Nan Cunhui clearly understands that Chint will face domestic and international competition pressure at the same time. Therefore, he positions himself as an "electrical expert who constantly surpasses", this new positioning symbol Chint's awareness of creating a brand is completely self-conscious.

In fact, today's Chint has not only become the "inspection-free" product of more than 20 provincial high-quality technical supervision bureaus in China, but Chint Group has also taken the lead in marketing globalization.So far, more than 600 sales companies and authorized dealers have been established at home and abroad.Subsequently, "Chint Electric" sold well in more than 30 countries and regions in the world. At the annual bidding meeting of the Italian National Power Company in March 2002, Chint Group successfully defeated General Motors, Siemens, Schneider, etc. after five rounds of fighting. A large multinational electrical appliance group stood out and won the bid of 60 million euros in one fell swoop.Chint Group, a Chinese private enterprise shocked the world at once.In this regard, Nan Cunhui once confidently told the reporter: "Our cost leadership strategy is the magic weapon to win. Chint's products are lower than the quotations of those multinational companies, but the quality is not inferior to them." The current Chint Group has become the largest private enterprise in Wenzhou City, with assets of 1.1 billion yuan, an annual output value of 4.2 billion yuan, and an export delivery value of 2.3 billion yuan.So far, Nan Cunhui has successfully cast the golden signboard of "Chint", and has obtained huge economic benefits brought by the brand.