This is the problem we have to solve in our marketing.

These three are interlinked.

The founder of our company summed up the value of Galanz in a simple sentence: we can not make consumers richer, but we can make the hard work of our consumers more valuable through their products.

We do not seek huge profits, and strive to achieve good quality.

There are a lot of profiteering products now. Why don't we enter?

Because it's like a casino. When people enter a casino, they will think of getting rich overnight, and they will lose their capital.

It is our basic values that we should not speculate or pursue profiteering while we are doing business.

Our value chain has upstream and downstream links. We are concentrating on the upstream link. We need a lot of support in this link, but we have a strong supporting capability ourselves. We can reduce the cost through this operation.

Why is Galanz always cutting prices?

The reason is that we control fairly well upstream.

Our motors and plastic parts are all made by ourselves.

For example, if we want to enter Carrefour abroad, they put forward 8 seemingly demanding requirements, but we try our best to satisfy them.

Why did we enter Carrefour at that time?

Because we are located in global manufacturing, we must enter the mainstream of foreign countries.

Because this channel is the channel of communication and the channel of investigation, it can give you the best feedback, and then adjust our production and manufacture, thus creating a positive cycle.

Galanz has entered Carrefour. The largest order is US $36 million, which can buy off our sales in a few months.

Therefore, this is the ticket for Chinese manufacturing enterprises to enter the overseas market.

We don't have much money to do the promotion. We will make products. If the share of the products is very high, then the products will enter the whole world. Your brand can enter the overseas market imperceptibly like the submarine.

We mainly take the form of a master with an apprentice, a person who hits the market, takes two disciples, tells them how to communicate with customers, then gives the market to two new people, and then he goes to new markets again.

Our greatest experience here is to "satisfy customers".

Our salesman didn't give him tea when he talked with him. Instead, he gave him coffee and talked to him about football. It felt like he was not in China but in Italy.

The customer wants a coke when they leave, because Coke can overcome carsickness.

Later, when he came back, our salesman prepared a large bottle of coke for him.

The Italy client later brought five customers and wrote us a letter saying, "your happiness is my joy."

I would like to add 5 US dollars to buy your products on the same value. "

In particular, how to satisfy customers in detail and let him be interested in your company.

If the brand is the thumb, the scale is the index finger, the technology is the middle finger, the sales is the ring finger, the capital is the little finger, and the five fingers grasp and attack at the same time, then the last everything is in the grasp.