酒店VI設(shè)計-溫泉酒店的VI設(shè)計網(wǎng)如何市場營銷

        酒店VI設(shè)計服務(wù)作為第五個因素,進一步體現(xiàn)了市場營銷的核心思想,即以消費者為中心。溫泉酒店品牌設(shè)計服務(wù)可以使企業(yè)創(chuàng)立個性,增加競爭優(yōu)勢,有效地增加企業(yè)的新銷售和再銷售的實現(xiàn)機率。服務(wù)作為第五個因素的導(dǎo)入為溫泉市場營銷提供了一個新的杠桿支點,為市場細(xì)分及市場定位等開辟了一條新路(見下圖)。

重視企業(yè)酒店VI產(chǎn)品

重視客戶酒店設(shè)計價值

酒店VI價格導(dǎo)向型

服務(wù)酒店標(biāo)識設(shè)計導(dǎo)向型

酒店VI產(chǎn)品導(dǎo)向型

酒店品牌設(shè)計關(guān)系導(dǎo)向型

        B圖1市場細(xì)分導(dǎo)向矩陣圖這一矩顯示了一種新戰(zhàn)略構(gòu)想,為企業(yè)在市場競爭中取得優(yōu)勢提供了很大幫助。

        (1)酒店設(shè)計價格導(dǎo)向型。象限A中的企業(yè)依靠產(chǎn)品的價格優(yōu)勢與競爭者較量,期望通過低價吸引消費者,保持一定的市場占有率。在這種情況下,除非企業(yè)能保持住極低的生產(chǎn)成本優(yōu)勢,否則要想維持一個長期的較高的市場占有率是非常困難的。當(dāng)今世界,勞動力成本、天然資源等直接成純粹價格導(dǎo)向型的本占產(chǎn)品的總成本的比重變小,其重要性也開始企業(yè)將越來越難于減弱。所以純粹酒店VI價格導(dǎo)向型的企業(yè)將越來越難于在市場上站住腳。在市場上站住腳。

        (2)酒店VI產(chǎn)品導(dǎo)向型。象限B中的企業(yè)謀求以技術(shù)優(yōu)勢向顧客提供更高的使用價值及滿意度,從而爭取顧客并贏得顧客。在某些場合,只要溫泉酒店VI設(shè)計產(chǎn)品的性能及質(zhì)量保持優(yōu)勢,顧客可以容忍服務(wù)方面的某些不產(chǎn)品導(dǎo)向從根本上足。如豪華型高性能轎車的購買者一般可以承受由講是違背以消費者于零配件的昂貴價格及維修網(wǎng)點不足帶來的不便,為中心的市場營銷只要能充分享受一流的駕駛樂趣及顯示與眾不同的觀念。社會地位。產(chǎn)品導(dǎo)向從根本上講是違背以消費者為中心的市場營銷觀念。因而最終也難以在激烈的溫泉酒店市場競爭中獲勝。

       (3)酒店VI服務(wù)導(dǎo)向型。象限C中的企業(yè)由于企業(yè)經(jīng)營資源有限,不能保證其產(chǎn)品在技術(shù)上長期領(lǐng)先,所以試圖通過刻意增加額外的服務(wù)來建立起競爭優(yōu)勢。在此種場合,溫泉酒店VI設(shè)計網(wǎng)只要能從所信賴的廠家獲得各種優(yōu)勢服務(wù),他們?nèi)匀粫|(zhì)量、性能一般的產(chǎn)品感到滿意。這種戰(zhàn)略的弱點在于:與技術(shù)個性相比,企業(yè)的服務(wù)個性很容易被其他企業(yè)所模仿,一旦被人模仿了,企業(yè)的優(yōu)勢也就蕩然無存了(4)關(guān)系導(dǎo)向型。象限D(zhuǎn)中的企業(yè)既向顧客提供優(yōu)質(zhì)的產(chǎn)品,又向顧客提供一流的溫泉酒店VI設(shè)計服務(wù)公司。 

         Hotel VI design-how to market the VI design network of hot spring hotel

        As the fifth factor, hotel VI design service further embodies the core idea of marketing, that is, consumer-centric. Hot spring hotel VI design services can enable companies to create individuality, increase competitive advantages, and effectively increase the probability of the company’s new sales and re-sales. The introduction of service as the fifth factor provides a new lever for hot spring marketing and opens up a new path for market segmentation and market positioning (see the figure below).

Pay attention to VI products of corporate hotels

Pay attention to the value of customer hotel design

Hotel VI price-oriented

Service hotel VI design-oriented

Hotel VI product-oriented

Hotel VI design relationship-oriented

        Figure B Figure 1 Market Segmentation Orientation Matrix This moment shows a new strategic concept, which provides great help for enterprises to gain advantages in market competition.

        (1) Hotel VI price-oriented. Companies in Quadrant A rely on product price advantages to compete with competitors, hoping to attract consumers through low prices and maintain a certain market share. Under this circumstance, unless the company can maintain a very low production cost advantage, it is very difficult to maintain a long-term high market share. In today's world, labor costs, natural resources, etc., which are directly purely price-oriented, account for a smaller proportion of the total cost of products, and their importance has begun to become increasingly difficult for enterprises to weaken. Therefore, purely price-oriented companies will find it increasingly difficult to gain a foothold in the market. Have a foothold in the market.

        (2) Hotel VI product-oriented. Enterprises in quadrant B seek to provide customers with higher use value and satisfaction with technological advantages, so as to win customers and win customers. In some occasions, as long as the performance and quality of the hot spring hotel VI design products maintain superiority, customers can tolerate some non-product orientation in service. For example, buyers of luxury high-performance sedans can generally bear the inconvenience caused by consumers who are against the expensive prices of spare parts and insufficient maintenance outlets, as long as they can fully enjoy first-class driving pleasure and display and inconvenience. Different ideas. Social status. Product orientation is fundamentally contrary to the consumer-centric marketing concept. Therefore, it is difficult to win in the fierce hot spring hotel market competition in the end.

       (3) Hotel VI service-oriented. The enterprises in Quadrant C are unable to guarantee the long-term technological leadership of their products due to their limited operating resources, so they try to establish a competitive advantage by deliberately adding additional services. On such occasions, as long as they can obtain various advantageous services from trusted manufacturers, they will still be satisfied with products of average quality and performance. The weakness of this strategy lies in: Compared with technical personality, the service personality of an enterprise is easy to be imitated by other companies. Once imitated by others, the advantages of the enterprise will disappear (4) Relationship-oriented. The companies in Quadrant D not only provide customers with high-quality products, but also provide customers with first-class hot spring hotel VI design service companies.