When price competition for write-off products becomes fierce

what, why

Low price strategy for basic products

Customers can choose or not choose or customize

Can have basic products

Add nearby products with low price sensitivity

or low comparability in the market

Products with lower price than those on the market

If the space is fixed for a long time, the price of nearby products can be increased.

Price-sensitive basic products

Customers are bound to us

Support other companies in marketing their products

Strong ecosystem

Many customers

Can you have customers for a long time?

How to find the best potential partners

Dealing with sales uncertainty

How to deal with customer returns if the partner fails to perform services?

Completely different products or services within the industry

Completely opposite position to competitors

courage enough

Think outside the box

Market testing is most important

Are there any guided consumers?

Is he a representative of the target market?

Can you overcome all difficulties?

○ Product price is ultimately determined by the customer

○ Rare or special products

Flexibility and huge possibilities

Buyers and sellers create markets

All day long

What is your unique selling proposition?

Grab customers from established players

■ How to maintain competitive advantage

■ Market coverage

■ Add participants quickly and efficiently

■ Establishment of credibility and secure transactions

○ Exchange of different types of products or services between individuals and groups

■ Complementary partners

● Suppliers

● Customers

● Competitors

■ Think outside the box

■ Is there a reciprocal relationship?

■ Or there is no competition

■ Complementary products or services

■ New partner brand spillover effect

■ Implementation within a reasonable framework

■ Similar corporate culture

■ Suitable for make-to-order production

■ The product or service has high value

■ Integrate with subscription model

■ Able to pay promptly after receiving payment

■ What benefits does the order model bring to customers?

■ Is it possible to negotiate contracts with suppliers?

■ Whether the product or service can be completed after receiving payment

○ Add complementary products to the existing basis

○ Let channels generate more value and cross borders

■ Simple, small profit margin, solving basic needs

■ Combined with products with large profit margins

■ Also available in the B2B field

■ Whether the bundled products are beneficial to consumers

■ Whether potential customers recognize additional products

■ Do consumers have natural needs?

■ Is the price consistent?

■ Is the threshold high enough?

○ Fund raising outsourcing

○ How to make an announcement

○ Return product

■ Ideas are attractive

■ Multiplayer support

■ Able to provide funding consistent with what they say and what they do

■ Want to inspire people

■ Provide financial or in-kind rewards to investors

■ Comply with laws and regulations

■ Ability to protect one’s intellectual property rights

■ Crowdfunders can become new customers or fans

○ Purpose to expand the company’s sources of innovation and knowledge

■ Crowdsourcing with creative talents

■ Can it cultivate community?

■ Define questions that are specific enough

■ Are there clear and transparent standards?

■ Clearly define and communicate the process

■ Ability to manage social media dynamics

■ Is there a real market?

■ Attract relevant

■ Profit model

○ Provide value beyond basic value

○ Incentives or discounts

○ Level membership system

■ Customer-centric

■ Which channels are suitable

■ Which way is best?

■ How to obtain requirements

■ Is the feedback valuable?

■ Customers become fans

■ Fan interaction

○ Product or service becomes digital variant

○ Many advantages

■ Combination of virtual and reality

■ Endless possibilities

■ Disrupt more industries in the next 5-10 years

■ Can products be converted to digitalization to generate value?

■ Can you create and capture value?

■ When is it useful?

○ Eliminate retail revenue margin and other costs

○ Better understand consumer needs

○ Promote product innovation

■ Cut out the middlemen

■ Pay close attention to customers

■ Optimize collaboration among various departments

■ How large a team is needed?

■ Healthy competition within the team

■ Training team

■ How to increase intimacy

■ What functions need to be changed?

○ Online sales

■ Any B2C is ok

■ Can it create value for customers?

■ Reduce costs

■ Publish online

■ Whether it weakens competitive advantage

○ Basic products will increase in price due to additional experiences

○ Give a story or emotion

■ Win the hearts of consumers

■ Brand concept experience

■Full support

■ Clearly define the product experience

■ Create positive emotions and turn them into purchasing power

○ One-time purchase of services or products

○ Use low frequencies to offset high frequencies

○ Set upper limit

■ Controllable costs

■The law of diminishing marginal effects

■ Fixed fees are more cost-effective than individual charges

■ Within calculable profit

■ Increase market share and reduce profit costs

■ Avoid customer abuse

■ Price elasticity

■ Price difference losses as potential assets

○ Shared usage rights, shared ownership

○ Purchase part of the assets and obtain the right to use them

○ Implemented in an alliance manner

■ Product prices are high

■ Low usage

■ Asset value can appreciate

■ Suitable sharing plan

■ How to divide ownership

■ Allocation of usage rights at contract and transaction level

■ Selling shares is simple and feasible

○ Selling map mode

■ Requires knowledge or brand strength

■ Low risk and rapid growth

■ Attractive enough

■ Growth potential

■ Standardized process

■ Legalization to avoid being imitated

■ The business model is not modeled

■ Advance and retreat together

○ Customer is God

○ From seller’s market to buyer’s market

■ Challenge the entire value chain

■ Potential in production and logistics

■ Is the production and logistics system flexible?

■ Is there currently excess inventory?

■ Focus on customers in every activity

■ Whether the supplier can produce just-in-time

■ Allows us to be more flexible

■ Which value chains should be prioritized for development?

○ Reduce losses caused by technical or equipment failures

○ Establish long-term cooperative relationships

■ Availability is critical in the industry

■ B2B e-commerce

■ Is it affordable?

■ Fully stocked

■ Risk of price decline

■ Speeds up repairs and recovery

■ Punitive measures

■ Addressing financial and reputational impacts

○ Main income comes from third parties

○ It is common practice to embed advertising into products

■ Income is difficult to assess

■ Customers are highly alert

■ Separate customers from revenue streams

■ Other ways to commercialize assets

■ Will customers be lost?

○ One of the products is branded

○ Can only be used as an accessory product

○ Cannot be purchased separately

■ High brand awareness

■ High product quality

■ Ingredient branding must not influence the final product

■ Distinguish original manufacturer

○ Reduce transaction costs

○ Create value efficiently

○ Unable to focus on specialization

○ Flagship ecological chain

■ One-stop solution

■ Risk of loss of depth and specialization

■ Can it create more profits?

■ Do the advantages outweigh the disadvantages?

○ Focus on a certain link in the value chain

■ Maximize professional potential

■ Become a leader

■ Copy to other businesses

■ Enough knowledge to detect changing trends

■ Do economies of scale play a role?

○ Focus on big data

○ Need to be processed

■ Combined with hidden income models

■ Data provision risks

■ Data can create value

■ Other means to commercialize customer relationship resources

■ How to leverage customer data

○ Commercialization of corporate intellectual property rights

■ Knowledge or technology intensive

■ Not a core component of the enterprise that can be authorized

■ Patent that other companies cannot imitate

■ Can it increase product and brand awareness?

○ You will suffer losses if you change suppliers

○ Avoid commonalities with competitors

○ Shared with razor blade mode

○ Features: Contract specifications

○ Features: One-time investment

○ High transfer costs

■ Lockdown mode; legal aspects

■ Short-sightedness

■ Technical level

■ Ongoing maintenance

■ Economic level

■ Create incentives

■ What methods are there to retain consumers?

■ Without damaging reputation and customers

■ Gentle and indirect locking

■ Consumers create additional value

○ Supply small sales volume and rich varieties

○ Low profits and low sales volume

○ Both mass and niche products can bring profits

■ Lack of write-off products and qualifications

■ Highly specialized and personalized products

■ Consumers gain value

■ Good at management

■ Handle large-scale products

■Background processing capabilities

○ In addition to the core, others are provided to other companies

■ Qualifications that are difficult to imitate

■ Helps improve core competitiveness

■ Understand the core competitiveness of the enterprise

■ Is it unique and difficult to copy?

■ Can it be applied to different industries?

■ Whether the inherent potential of core competitiveness has been repeatedly considered

■ Are the target market assumptions correct?

○ Modular production

○ Personalized customization

○ Large quantities

○ Buyers feel involved

○ Differentiate yourself from competitors

■ Applicable to all industries

■ Must have the ability to handle complex data

■ How to adapt to personal taste or expectations

■ Maximize consumer interests

■ Efficient operation of backend system

○ Aim to attract more target customers

○ Enter the mass market

○ Continuously adjust the process

○ Cost minimization

○ Product standardization

○ Optimize distribution methods

■ The target audience is highly cost-conscious

■ Can be provided free of charge according to customer needs

■ Fields should be treated carefully and differently

■ Which link in the value chain is used to reduce waste?

■ Create economies of scale in procurement, production, R&D and distribution

■ Completely redesign production processes to reduce costs

○ Let external collaborators participate in the value creation process of your own chalk

■ All members must have sufficient income

■ What added value can collaboration with others provide consumers?

■ Which parts can benefit most from external knowledge and partners?

■ What role do partners play? How to position yourself?

■ How to reasonably distribute income with partners

■ How to benefit from the entire ecological chain

○ Products developed by the coffee shop public community

■ What are suitable for open source methods?

■ Can sharing results gain competitive advantage?

■ Develop according to strategic direction?

■ Create value or capture value?

○ Focus on own competitiveness

○ Not core external to professional companies

■ What are the core strengths?

■ Go all out in the areas of expertise

■ Occupy an absolute advantage

■ Good at managing different collaborators

■ What are the key activities?

■What are the unique advantages?

■ Which businesses are not important and can be outsourced

■ Can the total cost be reduced?

■ Can it be more flexible?

■ Ability to manage multiple collaborators simultaneously?

○ Settlement of actual usage quantity

○ Various charging methods can be adopted

○ Specify basic service usage

■ Applications of Internet of Things

■ Will customers change their behavior?

■ What kind of data can be measured and analyzed?

■ What additional value is provided to customers?

■ What customer behavior do you understand?

○ Prices are determined by consumers

○ Sometimes provide minimum price or guide price

○ Who, what, how, why

■ Assume consumers are fully knowledgeable

■ Willing to consume rationally

■ Which products are suitable for reasonable valuation?

■ Can the revenue model be divided into a fixed part and a flexible part?

■ How to avoid free users

○ Transactions between individuals

○ Rental, service, sharing experience, sharing information

■ Increase the marginal utility of a product or service

■ Self-reinforcing cycle effect

■ How to persuade consumers to switch networks and what are the benefits?

■ What kind of incentive mechanism and lock-in method

■ Strictly implement the design blueprint

■ When to implement a freemium revenue model

○ Measurement is based on exact usage

■ The products produced are complex and have certain application risks.

■ What are customers’ real needs?

■ Can it create added value for customers?

■ Increased cost structure transparency

■ How to design a value chain

○ Basic products are low-priced or free

○ Supporting products are sold at high prices

○ Set up barriers to switching to other purchases

■ Strengthen patent R&D capabilities and brand building capabilities

■ Design unique functions for after-sales business

■ Is it difficult for competitors to imitate?

○ No need to purchase, short-term use

○ Enterprises have the ability to bear product costs up front

■ If products and services are offered at a fixed price

■ Customers can use it without having to own it

■ To own or to use

■ Products generate cash flow on their own

■ Which products are suitable for leasing?

■ What value is created for customers?

○ Individuals, groups or companies cooperate to share income

○ Related to franchise plans established on the Internet

■ Gradually becoming fragmented, open and independent value chains

■ B2B, B2C environment

■ Who is the right partner?

■ Can a collaborative concept create synergies?

■ How to design product packages to create synergies

■ Simple processes and mechanisms

■ Does co-branding create positive or negative spillover?

○ Research existing technologies or products

○ Develop similar or compatible

■ Automobile, pharmaceutical, software industry

■ 3D scanning and printing technology facilitates reverse engineering

■ What have you learned from successful practice?

■ How to legally exploit competitors' products?

■ In which areas can the most be learned?

■ How to understand product features and cost leadership strategies

■ Dealing with critics?

■ Ability to move freely within the scope of the law

■ Apply what you learn to yourself

○ Products were originally designed and developed for developing countries in China

○ Finally repackaged and sold in developed countries at low cost

■ R&D or innovation in low-cost areas

■ Cost pressure may need to be adjusted

■ Is R&D and innovation strong enough?

■ Can intellectual property be protected?

■ Avoid knowledge spillover effects

■ Can it be pushed back to the high-income market?

■ Differences in new markets and market segmentation issues

○ Most profits come from wealthy families

○ Low prices attract the poor and create economies of scale

○ Able to create a positive corporate image

○ Who, what, how, why

■ Core markets attract a large number of stable customers

■ Improved version offers low prices to low-income customers

■ 2 Purpose: Improve reputation and obtain considerable sales

■ Can you provide products or services to low-income people?

■ Can the market be segmented reliably and consistently?

■ Can it be subsidized? Or how to adjust the low-end version to reduce costs

○ Consumers participate in the value creation process of products

○ Suitable for high cost but low perceived value to consumers

■ Suitable for consumers who are willing to work hard to obtain low prices

■ DIY elements in the production process create perceived value for customers

■ Analyze potential from the customer’s perspective

■ How to price?

■ Provide the value customers expect?

■ View self-help as a positive experience?

■ Ensure that self-help behavior does not cause other troubles

○ The retailer opens a separate store within the store

○ Strong alliance

○ Increase main brand sales

○ Obtain rental income

■ Suitable for relying on distributors and middlemen to sell products

■ Use channels to increase brand exposure?

■ How to improve consumer brand awareness?

■ Which channel can display everything about the company?

■ Which partners are we matched with?

○ Provide all products and services in a specific area

○ Able to build close relationships with customers

■ Products or services can be expanded

■ After-sales service

■ After integration, consumers can perceive more added value

■ Can after-sales service business be planned in the early stage?

■ Can you handle increasing diversity of complexity?

■ Sacrificing professionalism? How to maintain the current market positioning?

○ Consumers enjoy products or services regularly

○ Enter into a contract to stipulate the frequency and period

○ Consumers must actually benefit from

■ Consumers need to consume regularly

■ Add value to customers

■ Save time, trouble, continuity, and reduce risks

■ What do consumers need on a regular basis?

■ Which ones are suitable for ordering?

■ Can it provide added value?

○ A wide range of products for sale at the same time

○ Products are cheap

■ Economies of scale and scope

■ Sufficient market potential?

■ Background processes that run efficiently?

■ Standardization

○ Great potential, demographic dividend

■ Brings many opportunities for sustainable business development

■ Good public relations brings many benefits

■ What products can be provided to low-income people?

■ Can services that are temporarily unaffordable to consumers be appropriately reduced?

■ Reach a larger target audience via mobile devices?

○ Recycle or reuse waste materials

○ Refurbishment and resale

○ Reduce resource costs

○ Create a good image

■ Core concept of sustainable development

■ There is no value in a certain value chain, but it can be reused in other value chains.

■ How to create value from waste

■ It takes the image to a higher level

■ Mechanism can create value for partners

■ Which industries create valuable waste?

○ Through intermediaries or platforms

○ Promote good interaction between the two complementary groups

○ Seek common interests

○ Which came first, the chicken or the egg?

■ Who are the relevant stakeholders?

■ How to connect

■ Who is involved in the use

■ How to contact

■ What value streams flow between participants?

■ What is positioning in the value network?

■ Why do some participants leave?

■ Can it create additional value for consumers?

○ Target the top rich

○ Highest quality, privileged

○ Unique features

○ Self-actualizing buyers

○ Vanity effect

■ What value can be created for people who have everything?

■ The target audience is small, how to deal with fluctuating demand

■ What kind of employees are needed?

○ Dual identities of consumer designers

○ Support and benefit from consumer design

○ Consumers do not need to invest

■ Industries that are extremely attractive to design

■ Growing demand for interactivity among people

■ Strengthen brand effect

■ How to strengthen cooperation and communication with consumers

■ Improve the quality of solutions by integrating consumer creativity

■ Increase consumers’ DIY workload and enhance value perception

■ Which social media can help with engagement

○ The product is unbranded. no label

○ OEM

○ Cannot let consumers understand that the products are actually the same

■ Customers are highly price sensitive

■ A well-known brand has been created

■Introduce a small number of white label products first

■ How to deal with conflicts with your own brand?

■ How do customers perceive product value?

■ What are the inspirations and benefits of existing brand products?

○ Build a huge customer base for free

○ Attract customers to jump to paid premium version

■ Internet-based businesses

■ Marginal cost is close to zero

■ What customers need

■ Improve user experience

■ Locking in customers?

■ What provides added value