飞利浦的营销策略分析

IChapterOneIntroductionAstheincomeofChina’sresidentscontinuestorise,thedemandforlifehasalsoincreased.Smallhomeappliancesarerapidlyenteringconsumers’homesanddailylives.Becauseofthis,China’ssmallhomeapplianceindustryisexpandingrapidlyandstridingintoaperiodofhighgrowthdevelopment.China’ssmallhomeapplianceindustryhasagooddevelopmentblueprintatthesametime,itisinevitablethattheindustrywhite-hotCompetition.Domesticandforeignlargehomeappliancemanufacturersthroughavarietyofcapitaloperationbehavior,alsomaketheindustrygraduallyexpandthescale.Basedonthis,theimpactonforeigncompanies’smallhomeappliancebrandshascausedaconsiderableimpact,foreigncompanies’smallhomeappliancebrandsinvariouscategoriesofbranchesarethreatened,inallkindsofsaleschannelsbymorechallenges.Forthedevelopmentdirectionoftheenterprisetomakelong-termstrategicplanning.Inthedifferentchannelsofcompetitiontoimplementdifferentstrategies,foreigncompanieswanttomaintainlong-termdevelopmentinChina,butalsoaccordingtotheirfaceofthemarketenvironmenttomakeadetailedanalysis,todevelopthecorrespondingmarketingplan.Basedontheaboveresearchbackground,Philips,aninfluentialforeigncompanybrand,isselectedastheresearchobjectinthispaper.Inearly2012,PhilipspositionedChinaasanother“localmarket”,withPhilipsQualityofLifeGreaterChinaresponsibleforsmallappliances,whichbecameoneofthecoremarketsforbuildingthe“businessorganization”duetoitspositionalongsideEuropeandtheAmericas.ThismeansthatPhilipsmakesdecisionsclosertothelocalmarketandrespondsmoreefficientlytochangesinthemarket.AstheQualityLifestyleDivision’spositioninGreaterChinaincreased,itismarketingandotherbusinessactivitiesbegantoexpandintomarketresearch,technologydevelopment,design,andmanufacturing,formingacompletebusinessmodel.ThismeantthatPhilipshadtoestablishamaturesmallhomeappliancechaininChinatoachieveitsgrowthtargetsinemergingmarketssuchasChina.However,PhilipssmallhomeapplianceshaveenteredabottleneckstageofstagnationintheChinesemarket.InaninterviewwithChinaEnterpriseNews,asmallhomeappliancecompanyinGuangdongsaid,“Inadditiontoproductssuchasrazors,Philipssmallhomeappliancesinthedomesticsmallhomeappliancemarketandnootherproductstobecomethemainstreamrangeofconsumption.Atpresent,astheChinesepeople’slivingandconsumptionlevelscontinuetoimprove,soybeanmilkmachines,inductioncookers,electricpressurecookers,electrickettles,andotherproductsareincreasinglyintotheordinarypeople’slifeconsumptionvision.AlthoughPhilipsalsolaunchedtheseproducts,butnotbyconsumerawareness,delayedentryintothemarketsharecanonlywatchthemarketisoccupiedbyothercompanies.”Philipssmallhomeappliancesinadditiontorazors,qualityoflifedivisionproductlineismainlycoffeemakers,airpurifiers,vacuumcleaners,andotherproducts.Atpresent,theseproductshavenotopenedupthemassconsumermarket,andhavenotseenthemovementofPhilipsintheseproductlines.WiththesuccessivewithdrawalfromtheTVandcellphonebusiness,Philips’brandinfluenceinChinahassufferedevenmore.Inthisregard,Philipscompaniesmustmakeabreakthroughandinnovationintheexistingstrategy,lookingforwaysandideastobothreduceoperatingcostsandimprovemarketingefficiency,tobeabletoturnproductadvantagesinthefiercecompetition,theformationoftheiruniquemodel,thebrandadvantageintoadifferentiatedcompetitiveadvantageofenterprises.ChapterTwoEnterpriseProfileRoyalPhilipsElectronicsoftheNetherlandsisoneoftheworld’slargestelectronicscompanies,toppingthelistinEurope.Philipsisalarge,integratedgroupservingbothprofessionalandconsumermarketsthroughthreecross-cuttingdivisions:Healthcare,Lighting,andQualityofLife.ItisaworldleaderincolorTVs,lighting,electricshavers,medicaldiagnosticimagingandpatientmonitoringinstruments,andsingle-chipTVproducts.Foundedin1891intheNetherlands,Philipsemploys166,500peopleandisactiveinmorethan60countriesinthefieldsoflighting,consumerelectronics,homeappliances,andmedicalsystems.HeadquarteredintheNetherlands,PhilipsenteredtheChinesemarketasearlyas1920andestablisheditsfirstjointventureinChinain1985.PhilipshasbecomeoneofthelargestinvestmentpartnersinChina’selectronicsindustry,withacumulativetotalinvestmentofmorethanUSD3.4billion,35jointventuresandwholly-ownedenterprisesinChina,morethan60officesnationwide,andatotalofmorethan19,000employees.RoyalPhilips’uniquecompetitiveadvantageliesintheintegrationofstrongglobalbrands,deepinsightintoconsumerneeds,superiortechnologyanddesigncapabilities,andanextensivenetworkofchannels,partners,andsupplychains.ForPhilips,technologicalinnovationcanmakepeople’shomelivesmoreenjoyableandmeetconsumers’pursuitofabetterlifeonallfronts.Integratingtechnologyanddesignintohuman-centeredsolutions.ItfurtherreflectsPhilips’consumer-centricbrandpromiseofprecisioninmindandsimplicityinform.Philipsproductcategoriesarerelativelycomplete,themarketshareofasinglecategoryineachseriesofproductsisnotalwaysthefirst,butmostofthemremaininthetopposition.Duringitsfirst40yearsofbusiness,Philipsfocusedonlightingasitsmainbusiness.Itwasonlyin1939thatPhilipsenteredthesmallappliancesbusinesswiththeinventionoftheelectricrotaryrazor.Inthedecadesthatfollowed,Philipsexpandeditsinternallineofsmallappliancesandbecameagloballeaderinthesmallappliancemarket.Afterenteringthesmallappliancesectorin1939,Philipsbroadeneditsproductlineandgraduallybecametheleadingcompanyinthesmallappliancemarket.Inthemiddleofthe20thcentury,Philipswasinanimportantstageofexpandingitsbusinessscaleandscope,startingwithPhilips’inventionoftheelectricrotaryrazor,andthenexpandingintomanyvarietiesofsmallhomeappliances,achievingacomprehensivelayoutofpersonalcare,homeappliances,andkitchenappliances.Philipsinpersonalcare,kitchen,andhomesmallappliancesinthreeareashavebeenstrategicallyplaced,andallhavebeeninthegloballeadingposition.ChapterThreeSWOTAnalysisSWOTanalysiscontainsfourtypesofvariables:Strength,Weakness,Opportunity,andThreat.Usingthisanalysismethod,wecaneffectivelysortoutPhilips’internalresourcesandquicklyclarifytheexternalmarketingenvironment,analyzethethreatsandopportunitiesfacedbyPhilips,anddeterminethefuturedevelopmentstrategyofthecompany.3.1StrengthsPhilipsEnterprise,oneoftheworld’slargestelectronicscompanies,topsthelistinEuropeandhasstrongR&Dcapabilitiesandbrandpulling-power.3.1.1StrongR&DCapabilitiesPhilipshasmorethan50operationalR&DcentersinAsiaPacific,LatinAmerica,andNorthAmerica.PhilipshasinvestedheavilyinR&DanditsinnovativesolutionshavehelpedPhilipsinvariousmarketsegments,givingPhilipsanadvantageouspositioninthemarketcompetition,andhasalwaysinsistedoninnovationandresearchasitsbusinessphilosophy.Today,Philipsholds150,000patentsand22,000registeredtrademarks,andtheGroupisresponsibleforthefilingandmanagementofallIPRswithintheGroup,withatotalof500IPRexpertsand23IPRbranches.InordertobettermeettheneedsandexpectationsofChineseconsumers,relyingonPhilips’130yearsofbrandtechnologyaccumulation,PhilipsHomeApplianceshasstrengtheneditsinvestmentinR&DinChina.Philipsenterprisetouserneedsasthecenter,tocreateexplosivenewproducts.Withtheriseofthepeteconomy,moreandmoreyoungpeopleregardpetsasfamilymembers.Continuingtofocusontheneedsofpetowners,Philipshomeappliancesdevelopedairpurificationsolutionsforpetowners,aimingtosolvetheproblemsof“hair,odor,germs,andviruses”broughtbypets,tocreateacleanandcomfortablelivingenvironmentforpetsandowners.Philip’shomeappliancestrategycontinuestopromotethedeepintegrationofinnovativetechnologyandintelligentlifeandcontinuestoprovideuserswithhigh-qualityproducts,withChina’sintelligentmanufacturingformorefamiliestobringintelligentandbeautifulhomelife.3.1.2StrongBrandPullingPowerPhilipswasfoundedintheNetherlandsin1891andfocusedonlightingasitsmainbusinessduringitsfirst40yearsofoperationinmarketing.Itwasonlyin1939thatitenteredthebusinessofsmallappliancesthroughtheinventionoftheelectricrotaryrazor.Inthedecadessincethen,Philipshasexpandeditsinternallineofsmallappliancesandhastakenaleadingpositionintheglobalsmallappliancesmarket.Philipshasstrategicallyplaceditselfinthreeareas:personalcare,kitchen,andhomesmallappliances,allofwhicharesuccessivelyinthegloballeadingposition.3.2WeaknessesPhilipsenterprisehasmanykindsofproducts,eachproductlinewantstotakeintoaccountthebusinessmodel,themarketinvestmentislow.Soinnovativetechnologyproductscannotbespecializeddisplayisthekeytothedeclineinmarketshare.Atthesametime,othercompaniescontinuetorise,andthecompetitionismoreintense,whichisnotconducivetothedevelopmentofthePhilipsenterprise.3.2.1LowMarketInputWiththecontinuousdevelopmentofChina’stechnology,therapidriseofdomestichomeappliancebrands,suchasMidea,Haier,Gree,andotherhomeappliancebrandsrapiddevelopmenttooccupythemarket.AndforPhilipsenterprises,theimpactishuge,forcingPhilipsenterprisestotransformandupgrade.MostofthereasonisthatPhilipsenterprisesdonotunderstandtheChinesemarket,alargevarietyofproducts,andthemarketinvestmentratioisnotbalanced.Inrecentyears,Philipshasalsodivestedthetelevision,audioandvideo,lighting,smallhomeappliances,andotherbusinesses,themaincapitalintothemedicalhealthsystem,comparedwiththepreviousPhilipsGroup,today’sPhilipshasbeencompletelydifferent,fromtheformerEuropeanelectronicsgianthasbecomemoreandmoredistant.3.2.2WeakMarketingPowerAsshowninthechartbelow,mostofPhilips’salescomefromfirst-tiercitycountersandmarkets,accountingfor68%;whilethesumofsecond,third,andfourth-tiercitiesisonly32%.Comparedwiththegraduallygrowingconsumerdemandandrisingdisposableincomeinthesesmallandmedium-sizedcities,Philips’salesinthefirst-tiercitiesareonly32%.Incontrasttothegrowingconsumerdemandandrisingdisposableincomeinthesesmallandmedium-sizedcities,alotofhumanandfinancialresourcesneedtobeinvestedinsmallandmedium-sizedcitiestopromote.图3-1飞利浦2019&2020年销售金额占比–城市等级Whenevereconomicgrowthisslow,consumers’purchasingpowerdecreasesandthemarketisdepressed,thecompetitioninthemarketbecomesmoreandmoreintense,andtheworkofmarketingpromotioneffortsbecomesespeciallyimportantatthistime.Overthepasthundredyears,thePhilipsbrandhasbeenthemainhigh-endimage,inthemarketingofmoderate.Forpeopleinfirst-andsecond-tiercitiesoroldcustomersofthePhilipsbrand,itsbrandimageisdeeplyrooted.Butforthethirdandfourth-tiercities,Philips’productpromotionpowerisweak.Therefore,Philipsenterprisesshouldbedominatedbyregionalcitydistribution.Basedontheactualsituationofthelocalmarketandsalestasks,thecompanyheadquarterswillallocateacertainproportionofpromotionalresourcesandcarryouttargetedandeffectivepromotionalactivitiesinvariousregions.3.2.3SingleMarketingModeThemarketingconceptandmarketingbehaviorofChina’senterprisesarefarfromshowingthecharacteristicsofdiversification,specialization,andenrichment,butmorehomogeneity,similarity,andsimplicity.Accordingtostatistics,Philips’targetconsumersgenerallyhaveahigherincomeconsumptionconceptismorefashionable,liketopursueahealthyhighqualityoflife,orarekeentopursuegreenenvironmentalprotectionlife.Whilethethirdandfourth-tiercitiesduetothegeneralincomelevel,thepurchasingpowerisrelativelyweak.ThisrequiresPhilipsenterprisestotakeacombinationofmarketingmethodstocapturetheconsumer’sconsumerpsychologyandenhancepurchasingpower.3.3OpportunitiesFirst,thehighdegreeofoccupationinlargecities.Philipshas6000countersinthedevelopmentofmorethantwentyyearsandisconcentratedintheprovincialcapitalfirst-tiercities,relativelyspeaking,itsbrandcountersetuptimeandmarketshareishigh,intheheartsofconsumers,brandawarenessishigh,whichistheadvantageofthebrand.Second,thegrowthofe-commerce.Theexplosivegrowthofthee-commercemodelinrecentyearshasforcedPhilipstoinvestmoreresourcesinitse-commercesegment,whetheritistheTmallflagshipstore,JDflagshipstore,thelatedevelopmentofvariouse-commerceplatformssuchasAmazon,Vipshop,Jindoduo,etc.Alsobecauseoftheblowoutsalesgrowthofthee-commercebusiness,PhilipsChinabusinesshasbroughtnewgrowthpointsandgraduallybecomeasupportpoint.Thee-commerceplatformreachedamilestonegrowthinsalesduringthePhilipsTmallSupermarketBrandDay2019.Alargenumberofproductssuchaselectronicshaversandelectrictoothbrushesweresold,withover110,000piecesofproductssoldontheday,andthenumberofnewmembersregisteredonthedayreacheda101%growthrate.Finally,high-endmarketdemandisstrong.Withthesignificantincreaseinnationalincomelevel,thehigh-endmarketalsofacesabroaderdevelopmentspaceanddevelopmentprospects,andthehigh-endmarkethasbecomethewindvaneleadingthewholeindustrytechnologydirectionandproductdirection,sohigh-endproductshavebecomethemainresearchanddevelopmentdirectionofthecompany.3.4ThreatsOntheonehand,thereisquiteserioushomogenizationofproducts,andotherbrandsarecompetingtofollowsuit.Asthesmallhomeappliancefieldbelongstothemanufacturingindustry,itsindustryentrythresholdislow,resultinginaveryserioushomogenizationofproductsinthesmallhomeappliancemarket.Ontheotherhand,laborcostsarerising.China’slaborcostsarerising,whichreducesthecompany’sprofitabilityforPhilips,whichhasmostofitsproductscomefromChinesefactories.Summaryofthischapter:IntheapplicationofSWOTanalysis,thischapterfirstanalyzedtheinternalandexternalenvironmentinwhichthecompanyislocatedandidentifiedthefactorsinfluencingtheenvironment.Aftertargetedinformationcollection,theadvantagesanddisadvantagesofPhilipswereexplored,andthedegreeofpositiveimpactofPhilipsatpresentandinthefuturewasanalyzed.ProposethemainbusinessoperationalthemesthatPhilipsneedstoaddressinthefutureinmarketingandmarketingstrategies.ChapterFourPhilipsMarketingStrategyAnalysisThemainproblemsofPhilipsenterpriseslieinthemarketandpromotion.TakePhilip’ssmallhomeappliancesasanexample,andanalyzeitsmarketingstrategyinthemarketchannelhasitscorrespondingmarketingstrategy,thismarketingstrategyistoachievethetargetmarketofPhilipsandtakemeasures,whileinlinewiththebrandpositioningofPhilips.ThefollowingwillbeasystematicanalysisofPhilips’currentmarketingstrategyinthemarketchannelandasummaryoftheproblemsencounteredsofar.4.1TheIntensificationofMarketingEffortsPhilipscombinespromotionalstrategiessuchasexhibitions,salespromotions,andbasicthemedpromotionswithpersonnelsales.Thisformofsalespromotiontakesupabout50%oftheoverallpromotionalresources.Althoughthemarketinvestmenttoensurethat,forexample,razorproductsintheoverallPhilipssmallhouseholdappliancesalesshareofabout50%,butthesalesofthisyear’shotkitchenappliancesandinnovativehomeproductsofthestarnewproducts,themarketinvestmenttopromotethelackofmomentum,butalsocausedtheimbalanceofthefocusofpromotionalactivities.Therefore,marketingpromotioniscrucial.4.1.1IncreasingInvestmentinCustomerFlowtoStoresPhilipshasastrongbrandinfluenceandproductdevelopmenttechnology.However,theentireproductlineadoptsanationwidemarketingstrategythatisnotdifferentiated,withtargeteddeficienciesinlocalcities,resultinginasignificantlossofmarketshareinkitchenandhouseholdappliances.Itisurgenttoinnovatemarketingstrategiesforthelocalmarket.AfterenteringChina,Philipshasconcentrateditsresourcesondevelopingfirst-tierprovincialcities,takingintoaccountitsinternationalbrandpositioning,aswellasproductpricepositioningandproductsegmentation,thebestconsumergroupstendtohavehigherincomelevelsandalsohavehigherrequirementsforqualityoflifeandquality.Philipspersonalcareproducts(razors,hairdressingtools,etc.)targetyoungandmiddle-agedconsumersaged18-45,whichmainlyincludecollegestudents,white-collarworkers,peoplewithgiftneeds,andpeoplewithasenseofbrandconsumptioninpursuitofqualityproducts.Philipskitchenandhomeappliances,foryoungandmiddle-agedconsumersaged25-45,mainlyforfamilypurchases,sotheestablishmentofnewlywedfamiliesanddailyhouseholdneedsofconsumerfamiliesbecomethemainconsumergroups.Mostlyfemaleconsumption.Thecommonalityofthispartofthegroupisthepursuitofaqualitylife,healthylife.Andwiththedevelopmentoftheeconomy,theresidentsofcitiesoutsidethefirst-tiercitieshaveagreaterincreaseinincome,inthesemarkets,Philipsdidnotgetgoodcoverage,whichwillleadtoPhilipslosingpartofthethirdandfourth-tiercitiesmarket.AsshowninFigure1below,thepercapitadisposableincomeofthenationalresidentsclimbedsteadilyfrom2015to2019.Usingthe2019nationalpercapitadisposableincomereportasareference,thenationalresidentswereabletodisposeof30,730yuaninthatyear,an8.9%year-on-yearincrease,excludingtheeffectofpricefactors,andstillhadarealgrowthrateof5.8%.Themediandisposableincomeinthenationalspherewas26,523yuan,up9.0%year-on-year.Themediandisposableincomepercapitainurbanareasgrewby7.9%year-over-yearto42,359,whilethemedianincomegrewby9.6%year-over-yearto16,021,witharealgrowthrateof6.2%excludingtheeffectofpricefactors;themediandisposableincomeofmostresidentsinruralareaswas14,389,withagrowthrateof10.1%.Ruralresidentshaveasignificantlyhigherincomeandsomepurchasingpower,whichcanbeincludedinthetargetmarketasthelowerendofthemarketsegment.图4-22015-2019全国居民人均可支配收入及其增长速度Therefore,Philipsenterprisesshouldincreasethecapitalinvestmentinfirstandsecond-tiercitieswhilestrengtheningthemarketinvestmentinmajorstoresinthirdandfourth-tiercities.Notonlybringbettereconomicbenefitsbutalsoimprovethebrandbenefits.4.1.2BillboardDesignforPromotingNewProductsThephysicalstoredisplayspromotetheconceptualthemeof“Innovationforyou”ofthePhilipsbrand,withinnovativeandtechnologicalproductsdisplayedcentrally.Thecompanyhasbeenpromotingthe“InnovationforYou”conceptthemeinphysicalstores,withinnovativetechnologyproductsondisplay,productdemonstratorsassignedtodemonstrateinnovativeproducts,andlargeandmedium-sizedroadshowstoenhancebrandexposure.ThePhilipsbrandwillbeexposedtothepublicthroughthe“InnovationforYou”campaignwasheldinthemostprominentlocationsofmajorretailstores,withareminderconceptpromotion,highlightingthedifferentiationofPhilipssmallhomeappliancesfromotherbrandsandhighlightingtheconceptofhealthylivingandqualitylife.Philipsbrandandlargeshoppingmalls’jointexhibitionandsale,enhanceconsumertrust.Philipssmallhomeappliances,forChineseconsumers’eatinghabits,specialresearchanddevelopmentofricecookers,pressurecookers,inductioncookers,andotherproducts,with“Philipskitchenappliances,alltheChineseandWesterncuisine”asthemarketingconceptofkitchenappliances,foodtasting,housewivesclassroom,andotherbrandpromotionactivities.Thebrandroadshowisplacedinthemostinfluentialstorestoincreasetheinteractionwithconsumersandenhancethebrandimagethroughroadshowactivities.4.1.3OptimizationofServiceModelandStaffTrainingPhilipssmallhomeappliancesmainlyadoptthepersonnelsalesapproachtomarketsalesandmarketingactivities.ThroughthedealertoretailstoressetupPhilipsauthorizedcounters,stationedpromotersdirectlyfacingconsumerstosellproducts,thisformofpersonnelsalespromotion,butalsodecidedtoadoptastrictstafftrainingandmanagementsystem.Philipssmallhomeappliancesproductsinvolvingrazors,vacuumcleaners,airpurifiersmixers,juicers,ricecookers,pressurecookers,airfryers,soymilkmakers,inductioncookers,electricirons,electrictoothbrushesandabout14seriesofproducts,eachseriesofproductshavedifferentperformance,whiledifferentproductlinesalsofacedifferenttypesofconsumers.Forexample,therazorproductsinthepersonalcareproductlinearemainlyformaleconsumersorthosewhoneedgifts,whilethehouseholdproductsandkitchenproductsareforyoungandmiddle-agedmarriedconsumers.Thisseriesofproductsinvolveatotalofabout400productmodels,eachwithdifferentproductfeatures,whichmustbesetupbyprofessionallytrainedproductpromoterstointroducetheperformanceofeachproductinordertomeettheneedsofconsumersintheseproductmarketsegments.Therefore,Philipsshouldfocusmoreongainingdifferentiationbyhiringandtrainingbetterpeoplethanitscompetitorsandadoptingauniqueemployeemanagementincentivesystemtocontinuouslyimproveemployeeloyalty.Philipssmallhomeapplianceshaveanadvantageoveritscompetitorsbyinvestinginmorepersonnelandequippingthemwithprofessionalproducttraininginstructors.Awell-trainedstaffshouldhavethefollowingbasicqualitiesandabilities:(1)Excellentproductknowledge,withgoodsalesskills.(2)Theabilitytorespectandsympathizewithcustomers.(3)Toestablishfranknessandtrustwithcustomers.(4)Enterpriseheart,withasenseofresponsibilityfromtheperspectiveofownership.(5)Promptfeedbackonproblemsreflectedbycustomersandtimelyresolution.(6)Goodcommunicationandconveyingaccurateinformation.Inadditiontooptimizingstafftraining,itisessentialtoestablisharationalmanagementframework.Itspurposeistoprovideanenvironmentforthedevelopmentofthebesttalentswithinthecompanysothatthecompanycanbefurtherdeveloped.Companiesthroughasystematictrainingsystemandstandardizedtrainingmanagementprocess,trainingemployeescannotonlyminimizecostsbutalso,canwinabettercorporateimageandeconomicbenefits.4.2OptimizationofMarketingNetworkDevelopmentIntoday’srapidlydevelopednetwork,thee-commercebusinessistakingoff.Moreandmoreconsumersarefollowingthenetworkshoppingwithoutleavinghome.Thenetworkbringsconsumersnotonlyaneweraofentertainmentandbusinessbutalsoopensanewchapterintheformofshopping.Therefore,thecombinationofmarketingmethodsandthenetworkappearstobecrucial.4.2.1NetworkLivewithGoodsUndertheenvironmentoftheInternet+era,live-streamingmarketingisbeingtargetedbymoreandmorebrands,whilealsochangingtheirmarketingmodels.Intraditionaladvertisingandmarketingmethods,brandsmainlyrelyonoutdooradvertising,offlineactivities,andotherformstohelpproductsales.Livemarketingnotonlyhasreal-timeinteractivity,deepeningthesenseofuserparticipationandconcentrationbutalsocanbepreciselytargetedusersunderverticalsegmentation,helpingtoachieveaccuratemarketing.Andfromthelivemarketingsubdivisionoutoftheanchorguideformofsellinggoodsmode,inadditiontotheanchor’sinfluencetoattracttrafficfaster,accesstoalargenumberofusers,butalsofastermarketingcoverage,producemoredirectmarketingeffectandfeedback,isundoubtedlymorecost-effectivelivemarketing,promotionmoredirectnewmarketingmodel.OnApril1,2020,LuoYonghaoShakeYin'slivedebut,PhilipssmartlockappearedinLuoYonghaolivePhilips7300smartlocksingleproductsalesbroke16.93millionyuan,astunningachievement.Thisperformanceisdifficulttoimagineintheofflinemodeofrelyingonasingleshoppertoreachsalesbutalsoreflectsthebusinessvalueoflivingwithgoods.Toanswertheonlinemarketingtest,thebrandneedstore-integrateandoptimizeitsresourcesandimproveitsonlinemarketingcapabilitiesfromallaspects.Ontheonehand,thebrandinternallyexploresnewmarketingmethods,inthenewscenetoexplorenewgrowthpoints,andontheotherhand,thelinkageofdealers,toworktogethertoachievedigitalmarketingtransformationandupgrading.AndPhilipsshouldseizetheopportunitytointegratetheadvantagesofonlineandofflinetobetterdevelopthemarket.Itiseasytoseethatthecombinationofbrandliveformisabouttobecomeanewtrendinbrandmarketing,comparedtothechoiceofcelebrityendorsement,thismodelofthelivebroadcastwiththeanchorguideisnotonlyfortheformofinnovation,powerfulabilitytobringgoodsisalsoamazing.Atthesametime,itcanalsobringalotofexposureforthebrandorevensecondarycommunication.4.2.2NetworkSweepstakesAsakindofactivitypopularwithconsumersinrecentyears,networksweepstakesarealsoanessentialformofcorporatemarketingactivity.ThePhilipsbrandconductsonlinelotteryactivitiesthroughlivestreaming,brandpublicnumbers,andothermethods.Thefirstthingistoclarifytheuseridea,whichrequiresplatformoperatorstothinkdifferentlyandthinkabouttheonlinesweepstakesplanningfromtheuser’sperspective.Itisimportanttodesignanonlinesweepstakesplanningplanwithasmoothandsmoothoperationexperience.Prizesasakindof“lure”isthecorefactortoat