When Everyone Is Fighting for Overseas Clients, How Can Chinese E-Cigarette Manufacturers Break Thro

Do you feel like all manufacturers are competing for a few clients and ultimately getting pushed out?

E-cigarettes are becoming increasingly crowded in the overseas market.

01

The Current Situation of Client Competition

Competition is a common term in the overseas market.

(Is the initiative in choosing manufacturers changing?)

Why is this common?

Because too many companies are rushing overseas, too many are following trends to enter the market, and too many are trying to seize market share while expanding channels with high costs and low efficiency.

Currently, industry companies categorize overseas channel clients, mostly locking onto Class A clients, such as leading distributors.

But have you noticed that the rush to cater to Class A clients easily leads to client competition? Because one Class A client can connect with many manufacturers in China, making it a one-to-many situation for the client. The result is that most can only obtain the client's business card, often neglecting the essence of business, usually leading to little follow-up. This is because the initiative is given to the channel clients, who are seeking cooperation with leading manufacturers, making it difficult for other small and medium-sized manufacturers to break into the cooperation circle.

This is what is referred to as "client" competition. All manufacturers are competing around a few clients. In the end, clients often cannot communicate deeply with manufacturers, and most manufacturers are pushed out.

(Market channel strategies, big and small strategies)

At this point, can you think about why you should focus solely on Class A clients? Would changing your mindset help you find your own path?

"Client competition" somewhat increases the difficulty for large distributors in selecting brands, but it also causes a rush to find large distributors, leading to a cluster of factories competing around a few large distributors, significantly increasing the difficulty of finding channels and orders overseas.

As long as there is a market, there are channels.

But the market is expansive, extensible, and has incremental space.

Existing channels are competing fiercely, increasing the competition situation, while the development of incremental markets has fewer people, leading to a feeling of chaos in going overseas.

Strategies are presented before manufacturers' brands, requiring them to take the first step. Your vision determines your channel vision.

02

Breaking the "client competition" expands your channel!

How many companies can contact core channel distributors or agents in a certain overseas country or region within a month or even a shorter time?

Or, how much travel cost and personnel cost is required to reach these distributors?

(Reaching overseas, easier said than done?)

As a new force in the vaping industry representing the Chinese e-cigarette cluster going overseas, CVIC is launching the "Four Steps to Customer Acquisition" special publication, CVIC VAPE, which allows you to reach overseas distributors without going abroad, through precise distribution in target countries and regions, face-to-face promotion, integrating Chinese manufacturers' products and brands into a reference book, CVIC VAPE, to be exported to precise overseas channels.

The four special publications will cover important channels in countries with hundreds of millions of people, and participating in one special publication equals contacting many local precise distributors, achieving the process of reach and acquisition expectations. This reflects the value of multi-channel customer acquisition:

1. Different channel coverage. One special publication covers not only channel lines but also category lines;

2. Different distribution methods. Offline is coverage-based, online is broadly disseminated;

3. Different levels of customer acquisition. Visiting channels with the special publication in hand for recommendations;

4. Different target values. Not only agents, distributors, and wholesalers but also retailers and cross-industry distributors will be reached;

5. Different regional values. From layered progression to point-to-point coverage.

6. Different starting points. The first step is to establish precise reach, laying a solid foundation for future connections.