General Manager of Fulai Brand Marketing Consulting Agency, Lou Xiangpeng:
Since last year, the spread of the global financial crisis and the major changes in the international industrial structure have triggered concerns, anxieties, and a desire for change in China's manufacturing sector.
However, the more enterprises are in困境situations, the more prosperous the demand for consulting companies becomes. As a result, including Fulai, some excellent consulting companies have been swamped with customers, forming a stark contrast to the "crisis" faced by enterprises.
This brings not only surprise but also heavy responsibilities to Fulai. The trust from clients is the greatest responsibility and pressure.
Fulai, as a consulting company that has grown alongside Chinese enterprises, in 2009, what I thought about the most was how to work together with excellent Chinese enterprises to foresee social trends, grasp the essence of change, adapt accordingly, and make strategic decisions and adjustments as early as possible.
Although the global economy is facing a cold wave, the world still looks favorably upon China. China is currently at a critical historical stage of economic upgrading, industrial upgrading, and brand upgrading. This is a social trend. If anticipated, followed, and upgraded accordingly, it will lead to the second spring of growth for Chinese enterprises. Chinese enterprises must seize the opportunity for comprehensive upgrades, such as upgrading the industrial chain, brands, management models, marketing models, and responding to the upgrade in consumer needs.
The arrival of the crisis, on the contrary, provides an excellent opportunity for some prepared enterprises, or even a once-in-a-century opportunity —— the global oil crisis in 1978 led to the rise of Japan's automotive industry; the Asian financial crisis in 1997 led to the rise of South Korean companies represented by Samsung; and this round of the global financial crisis is a strategic opportunity for Chinese enterprises.
However, not every enterprise can capture this opportunity. It requires the deep involvement of excellent consulting institutions to find solutions together.
In 2008, the Kangwang brand of Dianhong Pharmaceutical, under our service, identified the large market opportunity in the medicated dandruff category despite the shadow of the crisis and the strategic contraction of its main competitor, Janssen’s Ketoconazole. Through the comprehensive upgrade of four key areas — model, strategy, communication, and promotion, we engaged Chen Daoming as the spokesperson, aired advertisements during CCTV's prime bidding slots, and launched a battle to seize the leadership in the "medicated dandruff" category, achieving the strategic goal of becoming the leader in the category and significantly increasing sales.
Similarly, China Gold Group, which we have served for a long time, seized the historic strategic opportunity of the beginning surge in China's gold investment market in 2008. They increased product development, network expansion, and brand building, achieving a strategic transformation, upgrade, and leap from a single resource advantage to a supply chain advantage, and from selling low-value-added products to high-value-added brands.
Therefore, for Fulai, it's not a question of expanding or downsizing, but whether we can concentrate our efforts to provide better high-quality services to our clients. This is Fulai's self-upgrade and challenge!
So, in 2009, coinciding with Fulai's tenth anniversary, we reviewed the company's core competitiveness, established the corporate philosophy of "credibility, thoughtfulness, and practicality," defined our service value as "rapidly enhancing brands and sales with Chinese wisdom," positioned ourselves as a "brand strategy and marketing consulting communication agency," and rebranded "21st Century Fulai Communication Institution" to "Fulai Brand Marketing Consulting Agency."
More importantly, Fulai has designated 2009 as the "Customer Satisfaction Improvement Year," launching nine core trainings across the entire company aimed at enhancing customer satisfaction. These cover concepts, models, quality, processes, learning, services, and other sectors. We reduced the number of clients to enhance service quality, treating each client as a key client and sincerely serving them. Fulai firmly believes that only by treating the client's affairs as our own can we genuinely improve service quality and satisfaction. Only by serving each current client well will we not worry about future clients. This is precisely the fundamental reason why Fulai continues to renew its contracts with clients in 2009.
Perhaps, this is also the simplest yet hardest-to-achieve "unspoken rule" and business logic between consulting companies and their clients. Let us all dive deeper into it together.
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