Before making products, e-cigarette companies should first think clearly about who to sell the products to, otherwise the so-called research and development is usually a comparison of their own industry. If you have 10000 pieces, I will have 12000 pieces. If you make a screen, I will make a large screen, and so on. Comparing the results of industry differentiation, it is either the roll product or the roll price. If e-cigarettes all do this, will the product have a future? No future! Because the costs will pile up higher and the profits will become thinner.

If you know who the product is sold to, you know the "trade-off". If you know what users don't care about, you should dare to save it, use the saved money to the areas that users care about the most, and make it an absolute long-term version. So knowing who to sell to is the key to defining this product and thinking about which scenario is the first choice to sell it to.

In the era of "compliance" of electronic cigarettes, the first thing to comply with is "who to sell", which is the basic line. Only along this line can we clearly achieve "enterprise positioning", "brand positioning", "product positioning", and "market positioning". Clear positioning can solve the problem of channels, which are the biggest assets of enterprises. Knowing who to sell to can easily complete a series of positioning.

Enterprise positioning

Knowing who to sell to knows the responsibility and mission of the enterprise. The global red line for e-cigarettes is that they cannot sell products to minors. If they can hold on, companies will have a sense of social responsibility. The birth of enterprises, product research and development, and services will revolve around the essence of e-cigarettes: what problems do e-cigarettes solve for users? Enterprises that cannot hold onto the red line are doing high-risk business.

Electronic cigarettes essentially solve the problem of nicotine transmission through electronic devices, allowing adult consumers with nicotine needs to have a good product experience within a standardized range. Electronic cigarette companies also need to consider factors such as product safety, harm reduction for users, and the impact on the surrounding population in the usage environment. For electronic cigarette companies, there are actually two types of consumer users: old smokers and new smokers (adults). The mission of the enterprise is to achieve harm reduction through technology and equipment, and provide products with a good experience for demand consumers on this basis.

On the road to global compliance of electronic cigarettes, strictly adhering to the principle of "not selling electronic cigarettes to minors" is not only the basic law of the industry, but should also become the belief of every electronic cigarette enterprise. Only electronic cigarette enterprises with this belief can have true industry core competitiveness.

brand positioning

Knowing who to sell to should seize the user's mental intelligence and establish channel channels. Brand positioning is to identify strengths and make oneself the first choice for that usage scenario. Selling e-cigarettes to adults is a broad group and can be precise and precise, such as for women, business, middle-aged, and a certain cultural attribute group among young people. Nowadays, e-cigarettes are entering the branding operation, seizing the segmented user field, and striving for a high-end brand is a good opportunity.

By accurately determining who to sell to, identifying the pain points of consumption, and combining the characteristics of the enterprise to see the product advantages, and analyzing the differences among competitors in the market, the positioning of a brand is to integrate these three points. A good brand positioning is the concentration of the enterprise's competitive strategy.

product positioning

Knowing who to sell to requires understanding the true needs of users, which is really a pain point. Electronic cigarette products themselves bring users emotional pleasure through the combination of equipment and e-liquid, with taste, taste, and grip being the most important. So atomization technology, battery capacity, and material safety are the key points, and appearance is also important. However, it should be a solution that stands out among many products and has a good grip, rather than just attracting or achieving seductive use. So the core of product positioning is to truly clarify who to sell to, then find the true needs of this group, and achieve the ultimate product experience around these needs.

With a core orientation, combined with commercial layout planning products, such as: drainage products, conventional products, image products, popular products, and profit products. A good channel starts with product positioning. In the era of branded e-cigarettes, segmenting products has become inevitable. Seizing a certain niche field and becoming a leading enterprise in this product field should be the direction that most enterprises strive for.

market positioning

Knowing who to sell to requires understanding where the user is and where they will be. The choice of the current electronic cigarette market still depends on one aspect, which is whether the product strength of one's own enterprise is competitive in this market. So market positioning cannot be separated from enterprise positioning, brand positioning, and product positioning. With the first three precise positioning, it is not difficult to find suitable market services.

Looking at the world of e-cigarettes, there are many markets to choose from. After evaluating the business environment, traditional cigarette consumption, and enterprise resource advantages, regions can be selected. With the determination of enterprise, brand, and product positioning, the next market we see is moving from knowing who to sell to to being the leader of regional markets, which has become an industry trend.

Speaking of this, it is not difficult to see that for e-cigarettes, it is important to first think about who to sell them to. If companies can figure out who this "is", the industry will naturally develop in an orderly manner, and "disorderly" development is precisely the root cause of today's internal competition in the industry.