Recently, with the down jacket being too expensive, the average price of Bosideng has been raised to 1,600 yuan and other topics have frequently appeared on the Internet hot search, the domestic down jacket leader Bosideng has attracted a lot of heated discussions, such as many netizens complaining that Bosideng is too expensive and worthless, and the monthly salary of 20,000 yuan is reluctant to buy Bosideng, etc.
Some industry insiders pointed out that Bosideng's high-end strategy is not ideal, and its performance growth has slowed down year by year. Taking the performance data of FY2022 23 as an example, in the last full fiscal year, Bosideng's revenue was about 16.7 billion yuan, an increase of only 35%, which has not yet seen the effective help of high-end transformation for performance growth, which is in line with consumers' resistance to Bosideng's increasingly expensive mentality.
However, is Bosideng really expensive?Why is there so much controversy?It stands to reason that under the trend of national fashion, as a representative of domestic brands, Bosideng should be popular among people, like Huawei and BYD, but why is Bosideng questioned so much?
As we all know, Huawei launched the high-end model Mate60 comparable to the iPhone this year, which was a great success, as well as the extraordinary master series that far surpasses the iPhone, including BYD This year, it also launched a million-level luxury car comparable to Mercedes-Benz S-class.
Although the consumption environment is not optimistic, the high-end of Huawei and BYD has ushered in full market praise and even the national pride of the majority of Chinese people. However, the average price of Bosideng is less than 2,000 yuan, which is only less than one-fifth of that of Moncler and Canada Goose**, which has attracted so much controversy, which can't help but make people think deeply, is the quality of domestic down still far behind foreign brands?
In response to this phenomenon, we consulted Mr. Wang Bo, the founder of Dongji Positioning Consulting. Mr. Wang Bo has worked in Trout company for many years in the early years, and has studied the theory and strategic thinking of Trout in the past 20 years, and has been focusing on helping Chinese enterprises to build national brands with the correct positioning, and has a lot of unique insights on how to position national brands.
In response to Bosideng's expensive hot search, Mr. Wang Bo said that although this phenomenon has a certain relationship with the consumption environment, the fundamental reason is that Bosideng does not have a real differentiated positioning, or Bosideng has not established its own real differentiated value.
If a brand does not establish its own truly effective differentiated value for its core competitors, it is destined to lead to a lack of value in the minds of consumers, and it is easy for consumers to complain that it is too expensive and worthless, and cannot achieve a real high-end jump. In short, Bosideng did not establish a reasonable reason for its own ** that consumers can accept.
Mr. Wang Bo pointed out that in recent years, Bosideng has been known as a strategic benchmark for Moncler and Canada Goose, and its core positioning slogan is: Sell well in 72 countries around the world. However, from a competitive point of view, can it be effectively differentiated from Moncler and Canada goose in 72 countries around the world?Can you stand or even suppress Moncler and Canada Goose at the level of brand value?
Obviously, no, because Moncler and Canada Goose are more international high-end brands. Bosideng's appeal to sell well in the world obviously cannot break the strong suppression of Bosideng by Moncler and Canada Goose on the consumer perception side. The suppression of competition on the mental side has not been broken, and the value space on the mental side has not been opened, so it is destined to be difficult for Bosideng to truly win the attention and enthusiasm of the mid-to-high-end mainstream consumer groups, and the high-end strategy is destined to be easily rejected by the market.
Moreover, in the down jacket market, domestic brands such as Yaya and Gaofan are also accelerating, and they can also sell their products to overseas markets, and it is very easy to sell well in dozens of countries around the world at the level of brand communication. For example, Duck Duck has begun to appeal in advertising: leading the global sales of down jackets;Gao Fan also appealed in the publicity: the love of the world's royal stars.
Therefore, selling well in 72 countries around the world is not a differentiated competitive advantage that Bosideng can monopolize, not only can it not break through Moncler and Canada Goose in terms of cognitive value, but it also cannot strongly suppress domestic competing brands such as Yaya and Gaofan.
In essence, from the perspective of Traut's position theory, which sells well in 72 countries around the world, such an appeal is essentially a hot-selling trust state, not a real differentiated value proposition, and does not reflect the difference and competitive advantage of Bosideng's down jackets.
As Mr. Trout reminds in the book "Different", highlighting hot sales can bring a certain amount of momentum to the brand, and its advantage is that it can prepare the company to establish a long-term differentiation concept, but hot sales themselves are not differentiation, and enterprises must establish their real differentiated value as soon as possible on the basis of hot sales, otherwise the momentum will disappear quickly.
That is to say, if a brand only highlights hot sales and does not find the differentiated value that can effectively distinguish competitors, it is difficult to achieve a significant increase in competitive potential, it is difficult to get rid of the vortex of homogeneous competition, and it is difficult to truly achieve a high-end jump.
Therefore, selling well in 72 countries around the world is not the unique brand value of Bosideng, which cannot form a significant difference from competitors, and it is difficult to promote the significant increase of Bosideng's brand value and support high-end upgrading.
In the past two years, Bosideng has also used some other slogans, such as "the world's leading scale of down jackets". However, if it reflects the world's leading scale, can it stand or even suppress its core competitors Moncler and Canada Goose?Can it attract mid-to-high-end consumers?
Apparently not. What is the first reaction of mid-to-high-end consumers when they see Bosideng surpassing Moncler and Canada Goose in scale?Obviously, because your Bosideng is very cheap and sells a lot of pieces, you can be a leader in scale.
Therefore, the scale of the appeal is leading in the world, which just reflects that Bosideng sells cheaply and has little attraction for the middle and high-end crowds. It's similar to Xiaomi's saying that its global sales are leading, can it effectively impress mid-to-high-end consumers?Can it be effective against Huawei and Apple?It's difficult, and the first reaction of mid-to-high-end consumers is that Xiaomi is really cheap.
In the airport advertisement, it can also be seen that Bosideng has recently appealed: 47 years of hard work, time to witness the classics. But in terms of history, Bosideng is clearly far behind Moncler and Canada Goose, both of which have a history of seventy or eighty years. Including Yaya, which was founded 4 years earlier than Bosideng, it can be said that Yaya has been working hard for 51 years for you in the cold wind.
Therefore, through these publicity, it can be seen that Bosideng has not found a truly effective differentiated positioning that can stand or even suppress Moncler and Canada Goose. Best-selling in 72 countries around the world, leading the world in the scale of down jackets, and 47 years of hard work, from the perspective of competitive potential, these demands are basically under the Moncler and Canada Goose, and it is difficult to break through the cognitive suppression of Moncler and Canada Goose.
Moreover, these demands are basically easy to be quickly followed up by competing brands such as Yaya, and it is difficult to build real cognitive barriers. For example, Duck Duck has also begun to show in its publicity that it has focused on down jackets for 51 years and led the global sales of down jackets.
This means that the more Bosideng appeals to the world's best-selling 72 countries, the world's leading down jacket scale, and its 47 years of hard work in communication, the more consumers will feel that Bosideng is very similar to a duck, more and more homogeneous, and there is no essential difference between Bosideng and ducks. The ** of duck duck down jackets is generally only 300 500 yuan, and there are top star endorsements like Wang Yibo, which are not weaker than Bosideng's core spokesperson Yi Yang Qianxi. Therefore, it is normal and expected that Bosideng has been complained that it is too expensive and not worth it.
Recently, it can be seen that Bosideng has added another slogan to its public relations publicity: "The world's down jackets, China's Bosideng, leading the new trend".
The question is, can't Duck Duck talk about "World Down, Chinese Duck Duck"?Of course. Isn't it possible for Gao Fan to say "the world's down, China's Gao Fan"?Of course you can.
To a certain extent, "World XX, China XX", such an appeal method can be used by all leading brands in China, which is a propaganda slogan with no differentiated value.
So, how should Bosideng break the game?How to achieve the high-end jump?Mr. Wang Bo said that if it wants to truly achieve a high-end breakthrough and break the whirlpool, Bosideng must take advantage of the rise of a great power to find its true differentiated positioning, rather than simply relying on the trust of 72 best-selling countries, leading the world's scale, and 47 years of hard work, nor by increasing the amount of advertising communication, let alone by inviting spokespersons such as Yi Yang Qianxi and Yang Zi. All these resources have helped to enhance Bosideng's competitiveness, but these are not Bosideng's differentiated positioning in essence, nor are they Bosideng's real differentiated value.
In essence, the scale of Bosideng's single brand is only about 12 billion, which has basically just returned to the peak state in 2012, and has not really made a qualitative breakthrough in brand potential and mental status, and is far from breaking the strong suppression of foreign brands. If Bosideng wants to achieve a big breakthrough, it must establish its own differentiated value.
Just like Huawei and BYD. Why is the price very high, but it is still highly sought after by the Chinese people, and even become the pride of the Chinese people, and is widely praised by the Chinese people, because Huawei and BYD have established a clear differentiated competitive advantage in the minds of consumers. For example, Huawei is positioned as a high-end self-developed brand, and has achieved a leading competitive advantage in core technology fields such as satellite calls and self-developed chips, including BYD, which also has its self-developed blade batteries.
And where is Bosideng's differentiated competitive advantage?What kind of differentiating value does it have?Consumers don't know. There is no clear differentiated value, just increase marketing communication resources, and promote high-end products stubbornly, which will not only lead to low resource efficiency, but also stimulate the market to complain that it is too expensive and not worth it, and it is easy to fall into the whirlpool in the current consumption environment.
In the end, Mr. Wang Bo pointed out that at present, China's major industries have appeared a number of tens of billions of national enterprises, how to lay out hundreds of billions or even greater in the future, to build the world's leading national brand, has become a major strategic issue faced by China's leading enterprises.
In this process, the right differentiation positioning is the key to strategic success. In the era of the rise of great powers, how to choose the correct strategic positioning direction is a test for Chinese enterprises and strategic positioning consulting institutions.
In recent years, in order to expand the scale of fees, many positioning consulting agencies have increased a large number of other consulting services, spent a lot of time and energy on operation and tactics, and no longer focused on establishing the correct positioning for enterprises, and lacked sufficient attention and awe for positioning definition, resulting in a large number of mispositioning cases.
The same is true for Chinese enterprises, many entrepreneurs often lack sufficient awareness and awe of strategic positioning, often think that positioning is very simple, read two books by themselves, and simply plan, you can make a positioning, and the effect can be imagined.
Positioning and positioning set people's hearts play a decisive and overall role in the development of enterprises. The positioning seems simple, such as being afraid of drinking Wang Laoji and fighting local tyrants to divide the land, which is just a simple slogan on the surface, but the essence is a deep insight into industrial opportunities, a high-dimensional control of the competitive landscape, and extremely high requirements for the concentration and professionalism of practitioners.
In the era of the rise of great powers, major industries are calling for national brands. There is no doubt that the future business is the world of China's national brand. We hope that China's consulting community and China's business community can be highly in awe of the correct choice of strategic positioning, and hope that more outstanding Chinese enterprises can find their own differentiated positioning, lead the strategic upgrading of enterprises with correct positioning, and build a world-class national brand that Chinese people are proud of.