When is the brand shoe company now "quality door" when it can disappear?

Case playback: On April 28 of this year, Mr. Wen bought a pair of shoes worth 500 yuan at a Belle counter in a shopping mall in Changsha. After returning home, he found that the left side of his right foot was slightly open, 0.5 cm wide and 4 cm long.

From the above cases, we can be sure that Mr. Wen bought the "defective" goods, and Belle Footwear is also trapped in the "quality door."

It is not just the footwear industry. In the past two years, big brands that once were synonymous with high quality and high reputation have been trapped in “quality gates” and they have become ill.

Following the "Recall Door" incident in March 2010, the world's largest automaker, Toyota, the world's largest PC maker, Hewlett-Packard Co., Ltd. has also suffered a quality scandal and was pushed to the top of the recalled product, and suffered the biggest brand since entering the Chinese market. crisis.

From food, cosmetics, clothing to electrical appliances, IT, and automobiles, more and more international front-line brands are constantly falling into the “quality door” incident. In the past two or three months, Honda, Hyundai, General Motors, and Ford have also issued various types of recall announcements, and the global automobile recall boom is set. Toshiba, Fujitsu, NEC and other five internationally famous brands of notebook computers have also been ordered to stop sales and investigate.

The financial turmoil that swept across the globe in 2008 made all major multinational corporations feel unforeseen pressures for survival, especially in products that are closely related to consumers, such as automobiles, home appliances, IT, and clothing. Have to use cost-cutting methods to maintain operations. In order to occupy a larger market share and maximize profits, many international brands have minimized costs in product production, marketing, and after-sales services.

In the second half of 2009, with the gradual recovery of the global economy, the automotive, home appliance, IT and other industries began to take off. Many well-known multinational corporations have raised their production and marketing plans, and there has been a surge in capacity expansion. In particular, the automotive, PC, and home appliance industries are twinning a strong wave of "expansion." Many multinational corporations are greedily pursuing the speed of market expansion and are desperately trying to reduce their costs in order to achieve both a profit and a market harvest.

Thousands of miles of embankment, collapsed in the ant spot. A small pedal can bury the world’s largest car king; an inadvertent black screen can also overthrow the throne of the world’s PC kings.

In the mid-1980s, Audi's sudden acceleration caused the Audi brand to almost disappear in the US market for many years afterwards. At the beginning of this century, Mitsubishi Motors directly caused business defects because of the long-term concealment of product defects until the last two years. Only gradually entered the track.

Statistics show that from January to March 2010, affected by the mass incident, Toyota Motor has already fallen out of the top ten rankings of sales of Chinese sedan brands. In the first quarter of 2010, HP’s sales of Asia-Pacific notebooks fell to second place. Lenovo exceeded.

It can be said that in today’s increasingly multinational companies’ emphasis on the Chinese market, no matter how high the brand’s popularity has been, how large the market share has been. If we neglect product quality and lack credibility in the expansion, we will only pursue gorgeous marketing figures rather than When the sincere demands for quality are met, the rapid bubble production will become a nightmare, and the multinational brands will eventually lose their confidence. The phenomenon of “recalling doors” and “quality doors” will likely be copied and repeated again and again.

When dealing with the price offensive of competitors, companies should comprehensively analyze the support basis for the opponents to launch price offensives, compare the similarities and differences in cost, labor productivity, target population, product efficacy, and brand image, and fully understand and analyze consumers’ Cognition, attitudes, and price thresholds for different branded products, as well as appropriate response strategies.

Enterprises can't pay attention to price reductions, and they can't sacrifice the quality of their products in order to fight. At the time, this was a solution to the urgent needs of the company, but it left a lot of work for the future after-sales. Service will inevitably produce a lot of expenses, which will consume the sales profit of the previous period; at the same time, the concept of “lower quality of certain products” produced by the low-quality products in the consumer center will not only reduce the repeated purchase rate of consumers, but also It will have a negative influence on the word of mouth in the society. This is undoubtedly a blow to the brand image that has been set up in the early stages of the company's hard work. It will make the company's business into a dangerous situation!

The front of the car, a lesson. Well-known companies now need to improve their internal skills and return to the mainstream of quality. Whether it is globalization expansion or large-scale production, quality management cannot be relaxed, and we must not cut corners and materials, and must not reduce product quality in order to expand. Only sticking to the tenet of “quality-oriented and win the trust of the people” is the fundamental plan for the long-term development of the company.