After the epidemic, fast company survival strategy risk and opportunity!


The biggest impact of this epidemic may be the rupture of the global industrial chain, which may mean the demise of the global division of labor model, and the fact that production and consumption in many places have been suspended, further triggering the lag of the entire industrial chain, which has a profound impact on The survival and development of enterprises in the whole industry, how can enterprises transform to deal with extreme challenges, how to improve their ability to adapt to the drastic changing environment, and then turn crisis into opportunity, and breed new core competitiveness, innovative business forms in the pain, and even iterative new business model or species?


The global epidemic has been unexpectedly long. Some companies with outdated models or slow-moving companies have been unable to see the sun tomorrow, and unfortunately they are out of the game. Among them, there are many rookies in the IT training industry, the visa giant Baicheng, and the large toy manufacturer Panduit. Major manufacturers such as BYD, Great Wall Development, ENSM, etc. have stopped their recruitment plans and are preparing for the winter

Amidst the grief, there are also some outlandish companies that grow savagely and are determined to survive, but that's another story. Most of them are companies that have just started their businesses. Their distinctive characteristics are that the founders have a very strong entrepreneurial spirit, endure hardships, are tough and tyrannical, and have a strong ability to accept market disturbances. They are sensitive to the changing market environment chance to arrive

The boss or CEO is generally a long-term practitioner in a certain industry, who is familiar with the elements of the industrial chain and is a master of cost control. Have a sense of the changing trends of the industry, once see an opportunity, quickly mobilize resources to cut in without hesitation

In the commercial jungle, there is a rainy season with abundant water and grass, and a dry season with flying sand and rocks. Some companies are not afraid of any external environment, and can always grow strong life from the Gobi or rock crevices. Once the business climate is suitable, they can grow arbitrarily, conquer cities and conquer land, and speed. Astonishing, and waiting to attack giant companies

In small categories, the competition through cost-effectiveness is very popular, and the opportunity for brand exposure is obtained through leading strategies. We call these cutting-edge companies developed by non-traditional development - fast companies


The emergence of fast companies is first of all based on the high concentration of the industrial chain. As we know, Shenzhen is now a paradise for global makers and intelligent manufacturing, but behind this achievement is driven by cottages, thanks to Shenzhen's perfect electronic industry chain, low labor and equipment costs, and all resources Concentrated in the area of dozens of kilometers in radius

The former Huaqiangbei Shanzhai spirit is no longer a derogatory term, but a spirit of continuous innovation. Kuai Company was born out of this spirit and soil.

As most people know, China is not a mature market, and this immaturity will be infinitely magnified under the epidemic. In this changing market period with enhanced unpredictable factors, both opportunities and risks are bred. How fast-paced innovation, fast-paced decision-making, fast-paced product selection and competition, and fast-paced connection with consumers is a systematic in itself. The high-difficulty combination of punches, and in the fast, the risk is also continuously accumulated


The first risk of a fast company strategy is that fast is an infinite loop. Relatively speaking, foreign start-up companies pay more attention to the originality of products and technologies, seize a niche market, use product technology to consolidate the bottom layer of innovation, become bigger and stronger, become unicorns or be acquired by large companies

The domestic situation is that if a competitor thinks you have done a good job, he will quickly copy you in an innovative way. This is the B-side of Shanzhai. After all practitioners believe in a fast strategy, the entire industry enters into a fight, and after capital is ignited, it is easy to form a tragedy of shared bicycles.

The ultimate cost-effectiveness is also a fast strategy. As Duan Yongping said, there is no cost-effectiveness for products. The so-called cost-effectiveness is just an excuse for insufficient performance. It’s arrogant to hear it, but we can indeed understand it from a certain point of view. The price-performance ratio is actually mainly about price comparison rather than comparison. Therefore, the ultimate price-performance ratio is a fast marketing strategy. Fast shipping and fast harvesting with the fastest bid in the market, that is, a low price strategy, and low prices will eventually lead to price stampede

Therefore, the fast company strategy itself is a shield and a spear, like Achilles' heel, and like the challenge that Purek is currently facing, we use fast as a weapon, and we must also nurture new logic in fast. The fast strategy must be given a new vision and connotation

At different stages of development, companies need to have different abilities. These abilities include but are not limited to judgment and decision-making on opportunities and markets; retention of high-quality talents; and the ability to continuously maintain profit margins. Whether it has the ability and business model of continuous innovation will mean whether the leader can lead the company to start anew at different stages


Against the backdrop of the pandemic reshaping the global industrial division of labor, there are also obvious opportunities for fast company strategies. Different from the strategy of conventional industries, Fast Company is more adaptable to the rapidly changing market environment and is market-oriented, in order to reduce the probability of mistakes and maintain the flexibility of the enterprise combat team

Fast Company will choose the smallest "combat field", which is the "needle-point strategy" advocated by Huawei in the early days

Under this strategy, rapid resource allocation, rapid product selection, rapid market segmentation, etc., the rapid strategy is a time-oriented strategy to deal with the uncertainty of the post-epidemic era. We believe this is the least bad strategic consideration. Under the leadership of the company, integrated innovation has become the best way to match the corporate strategy. It adopts the existing technology application results, and on a few exclusive technologies, adopts a rapid iteration strategy, and quickly comes out and obtains funds. This also becomes a fast driving factor.

For local fast companies in Shenzhen, a mature and dense supply chain, sincere and diligent supplier system makes the integrated and innovative outsourcing army a huge advantage over global competitors. It is an advantage built by an ecological chain.

Consumer electronics manufacturing is the industry with the highest degree of Internetization. All aspects of the value chain of enterprises are deeply penetrated by the Internet. This also happens to be an opportunity for marketing digitalization. Digital marketing can best realize the ultimate dream of all entrepreneurs - building a user-friendly business model. comprehensive marketing system


Fast Marketing is an advanced version of Fast Company. It goes beyond the extreme integration of the production supply chain, extends the fast strategy beyond the supply chain, obtains almost endless external resources, and even truly implants the brand into the minds of consumers.

With the evolution of the market, users have become the most important assets and goals of enterprises. Due to the improvement of Internet sales channels, every enterprise has become extremely hungry for traffic, but simple traffic thinking and user thinking are opposite. User thinking means that an enterprise truly faces consumers, mobilizes all resources of the enterprise, and creates, communicates and delivers value for target users, while traffic thinking is short-sighted

The epidemic is only a catalyst for the change of the times. Changes have already come, and classical marketing has long since faded. Purek believes that it is not Internet technology, not Douyin, WeChat or Facebook that disrupts enterprises, but consumers

Many companies think that marketing has failed, because a lot of resources have been invested in brand building, marketing promotion, exhibition investment, etc., but the results are very small and sales are dismal. Many companies directly cut off the marketing department and wish to bring everyone to the sales KPI indicators , I can't wait to put toilets, grain and oil, feed and other products into the live broadcast room, so that the Internet celebrities can sell them in the blink of an eye, but they can't


Today, the brand and marketing department is the department that can take the lead in bringing more growth than any functional department in the enterprise, because the user-oriented business thinking determines that we face this hyper-segmented market, which is based on social and values. In the new consumption scenario oriented, it is not the production department, nor the after-sales department, nor the sales department, but the brand marketing department that can accurately grasp the heartbeat of users in the era.

Their preference for product tone, their sense of balance between product functionality and emotional value, and more. Only the brand marketing department can systematically formulate and follow the 5A path for consumers, and then formulate marketing strategies, that is, the awareness (aware), appeal (appeal), inquiry (ask), and action (act) proposed by Kotler. ) and advocate the five user engagement stages. To build a user-centered comprehensive marketing system, we must follow the 5A consumption path, and at the same time realize the coordination of resources inside and outside the enterprise, as well as the brand attitude of growing together with users

Take the consumer action and advocacy stage as an example: if the digital marketing system is used to effectively intervene in consumers' purchasing decisions, or through brand interaction, consumers will take purchasing actions.

And the consumer sharing stage: especially for some products with a very high topic, after a good consumer experience, they will definitely share it with their relatives, friends, colleagues, etc. At this time, the user becomes your free sales representative, brand spokesperson, and circle. Opinion leaders, etc. At this time, the user retention rate and repeat purchase rate are very high

In the post-epidemic era, the frequency of communication in online communities has become more intensive. In the face of a possible large-scale economic recession in the future, consumers have become more cautious. Only user-centric marketing can be effective marketing. This is a more systematic and forward-looking fast company strategy

User-centric, because the user can become the value co-creator of the company through interaction, and can even redefine the industry, such as Bilibili, Heytea, Necessary Mall, and Japan's AKB48 girl development group, etc. These Merchants or platforms are actually brands created by users’ C2B reverse, and when these brands become more and more successful

Consumers seem to have achieved a certain power or achieved a certain dream. In the Internet age, consumers are not only one-sided buyers, but also not only fans of data traffic. This kind of consideration is too narrow and unimaginative for enterprises.

Users are actually the generation of an external force, an ecological value network. In this era, the boundaries of enterprise organizations have become blurred. With marketing as the link, enterprises are actually in an open, interactive and related resource ecology that has never been seen before. For example, the success of Xiaomi, the success of Apple, etc., they Throwing the product definition and marketing behavior of the enterprise to the users in the external atomic state realizes the external coordination of management efficiency and organizational performance, and the end users achieve Jobs and Rebs.