How to develop the second and third line market security market?

In recent years, as the regional markets in coastal first-tier cities and major capital cities have matured, supply and demand have basically reached saturation, and competition has become increasingly fierce, forcing more and more security companies to turn their attention to large and medium-sized cities in the central and western regions. The more and more we have faced the development of these secondary and tertiary markets and accelerated the development of the security market in these areas.

In recent years, with the deepening of the construction of safe cities, the competition in the security market in first-tier cities has reached a level of enthusiasm. At present, the pace of construction of security-type projects based on large-scale unified planning has stabilized, and the development of the operational service market for the security industry has also been slow. All these have led to the security market demand no longer soaring as in the previous two years. Therefore, many security companies have turned their attention to the second or third-tier cities that have just started or are not yet fully developed. The secondary and tertiary security markets are absolutely essential for the sustainable development of China's security industry in the next few years.

However, due to the relative weakening of the brand concept of target customers in the second and third-tier markets, chaotic market order, and low brand marketing power, the successful marketing model in the first-line market is difficult to replicate in the second and third-tier markets, and even the first-line brands will lose. Third-line brand strange phenomenon. How to adapt to local conditions and formulate marketing strategies that meet the second and third-tier cities has become the focus of security companies. At present, there are a large number of security companies at home and abroad. With the intensification of market competition, well-known foreign companies that occupy the traditional high-end market have begun to attack the mid-range market. In low-end markets, such as second and third tier cities, due to low entry barriers, A large number of local security companies, price wars broke out frequently. However, as the market continues to regulate, in addition to traditional competitive factors such as functionality, quality, and price, services have become powerful as an effective means of competition.

Advocate differentiated marketing strategies What are the differences between customers in Tier 2 and Tier 3 cities and Tier 1 cities? What strategies should be adopted for these differences? Compared with the markets of first-tier cities, the brand perceptions of target customers in second- and third-tier cities are relatively weak. Enterprises should conduct marketing work for target customers and Party A’s buying habits and purchasing power, and strive to achieve targeted results.

First, through the analysis of the purchasing habits and purchasing power of the target customers of security products, we learned that as the second- and third-tier cities, marketing awareness in the future will inevitably strengthen brand awareness. In the marketing of second and third-tier cities, enterprises should instill more brand management concepts and brand service awareness. Through these brand-based system marketing, they will guide the market toward a healthy development, and at the same time establish a series of guiding processes. The company’s own brand image lays a solid foundation for further marketing. In the brand promotion and customer persuasion work to increase efforts to form a partial momentum, that is, local momentum, on conditional basis, in the key second and third cities to do new product development conference. Inviting local advantageous engineering companies and important government and Party A customers to participate in the conference will not only demonstrate the performance of the products, but also reflect the strength of the company and the image of the brand, and make use of such opportunities to better integrate the relationships among customers. Let customers know more about our company;

Second, at present, most of the first-line markets that focus on brands and quality tend to be saturated, but remote second- and third-tier cities are in full swing in the construction of safe cities. Marketing in secondary and tertiary cities still has to focus on brand and quality. If the company’s product quality and services do not pass, even if the price is low, not only the market in the first-tier cities, but also in the second and third-tier cities is also difficult to last long. Enterprises work hard in product research and development, and combine the customer's consumption habits and management ideas of second- and third-tier cities to develop smart-type management system products that are more suitable for the local market. That is to say, sub-systems can be appropriately sub- tracted on the premise of ensuring quality.

Avoiding the quagmire of falling into the price war The primary market has once become a battleground for security product price warfare. In the more cost-conscious second and third-tier cities, how can we avoid falling into the quagmire of price war? This possibility exists, but the price is not a decisive factor because there is experience in first-tier cities. This kind of blindness in the price war will be relatively reduced, and quality and service will remain the core elements of competition. Personally think that as long as it is a commercial product, in the process of its market development, price war is inevitable. As the first-line market has become the battlefield for security product price wars, the price factor will also become the biggest factor affecting the marketing of second- and third-tier cities. Due to the lack of a unified management system for the management of the domestic security market, there is no scientific standard system for the operating companies in the security industry, resulting in a disorderly and disorderly security market. The price war has seriously affected the quality of the products and led to low-cost materials selection. High-cost marketing. Security companies involved in the second- and third-tier market competition will face enormous challenges. The construction of market channels, the promotion of marketing, and the establishment of service systems will all result in huge investments. At the same time, internal management will also face enormous challenges. The increase in rigid equipment for business operations, and the strengthening of soft conditions such as employee training and cultural construction will increase the company's operating costs. In addition, soft hardware enhancement companies can control costs from three aspects: marketing, technology innovation, and service innovation.

At the same time, the price war cannot subvert the security industry, nor will it affect the marketing of second- and third-tier cities. Security products have strong stability and easy operation, and can be reflected in the first use or operation. Enterprises participating in the second- and third-level market competitions need to promote products that are simple to operate and affordable, and at the same time they should strive to increase the value of their products, and should not be overly generous advertising.