Pesticide Marketing Trends (I)

After years of baptism of market competition in China's pesticide production enterprises, in the process of transition from traditional production-oriented enterprises to market-oriented ones, both in terms of product innovation and market development awareness, have made great progress compared to the planned economy. The production capacity and varieties have increased substantially. The development of the international market has continued to increase. The vast majority of state-owned pesticide companies have completed restructuring, and some large-scale backbone enterprises have also successfully achieved the listing and financing. The market viability and comprehensive competitive strength of enterprises have become apparent. The improvement.
However, with the changes in the domestic and foreign market environment and the ever-increasing competition, the role of marketing elements such as services, brands, channels, and talents in market competition is rapidly increasing, and many new uncertainties will affect and change the existing market. The competitive landscape, therefore, makes it very difficult to predict the future development trend of China's pesticide market. Based on the research experience of other relatively mature industries, combined with the development status and industry characteristics of China's pesticide industry, the author absorbs the useful insights of some people in the industry, starting from the analysis of the main elements of marketing, the development trend of China's pesticide marketing in the future Make the following rough predictions for reference by colleagues in the industry.
First, the product
1. Under the pressure of international market green trade barriers and domestic policy adjustments, highly toxic and high residual chemical pesticides will withdraw from the stage of history, and counterfeit and inferior products will gradually lose their living space. Changes in the objective environment have brought challenges to pesticide companies, but It also provides new opportunities for development. Pesticide manufacturers should attach great importance to product structure adjustment, actively develop and find efficient, low-toxicity and low-residue alternative products, use various technical means to improve and improve the efficacy of low-toxicity and low-efficiency drug use, and carefully guard against possible various operations during the product transition period. Risk, as soon as possible to seize the commanding heights of product competition.
2. Technological advances will lead to further shortened product life cycles. The idea of ​​trying to create long-term benefits for companies using one or two stereotyped products will no longer return. This requires companies to speed up the pace of new product development, and constantly adjust the differentiated market development strategy of each product to ensure that the company continues to behave well.
3. The adjustment of the industrial structure of the agricultural industry places new demands on the varieties, functions, packaging specifications, and production capacity of pesticide products. This requires our pesticide companies to make prudent decisions in terms of diversification and specialization of varieties, broad-spectrum and specialization of functions, diversification and simplification of specifications, and the size of production capacity, to meet different regions, Different needs for different crops, different production scales and production methods.
Second, the price
1. Increased competition will inevitably lead to continuous reduction of prices. The company must attach great importance to this changing rule and general trend of market price in all stages of new product development and entering the market, and implement effective and effective cost control from the aspects of technology, technology, raw material procurement, production management, and marketing. Improve product competitiveness in the market.
2. Price competition will remain the killer of future pesticide market competition. Price is not the only factor that determines the success or failure of competition. However, it is a marketing challenge that any industry must face in an excessively competitive environment. How to constantly adjust its price strategy based on many factors such as products, markets, and competition, and avoid price competition Excessive harm is a big issue that we need to seriously study.
Third, distribution channels
1. With the continuous improvement of the government's market supervision function and the increase in administrative law enforcement, distribution channels will gradually shift from differentiation to integration. Inconsistent distribution channels are an important factor leading to the chaos in the current pesticide market order. The long-standing agricultural capital market will inevitably be deeply intervened by government agencies, and individual dealers who illegally deal in pesticides will face the potential of being expelled from the market. Threatened.
2. Like any other industry, distribution channel competition will become the focus of future competition in the pesticide market. Whoever has more efficient distribution channels will gain more market competitive advantage. This requires our pesticide production companies to adjust existing distribution strategies as soon as possible to effectively prevent distribution risks while strengthening the supervision and control of distribution channels, close partnerships with distributors, and actively explore new distribution models. Consolidate and expand your channel advantage.
3. Large and medium-sized pesticide manufacturers will gradually become more ethos in investing in distribution channels. The distributor-controlled distribution network will become the main force and leader in China's future pesticide market operations, and manufacturers will be controlled by existing distributors for a long time. It will be completely changed. Some large pesticide manufacturers such as Red Sun and Xuanhua in Hebei Province have started to invest in the construction of marketing networks. Although the choice of their construction and expansion model is still valid, it is still very time-tested, but their determination and courage to take the initiative in the field of distribution are very high. Worth affirming. It can be expected that, in order to prevent marketing risks and safeguard the needs of self-interest, under the active advocacy of more and more people of insight, large-scale pesticide manufacturers and many manufacturers participate in the distribution network construction of the pesticide market in the form of marketing alliances. Will be more and more, and will gradually become the protagonist of the distribution channel. (To be continued)