Resources are a key element in a company's strategy for developing and implementing it. Traditional enterprise resources generally refer to human resources, funds, equipment, factories, land and other material resources.

Culture is a strategic resource for marketing. Material resources are scarce and limited, and cultural resources are rich and infinite. In the era of knowledge economy, if enterprises want to lead in the competition, they must upgrade their soft power to an important position and let culture share the important mission of marketing. .

With the development of the new economic era dominated by the knowledge economy and the experience economy, knowledge has increasingly replaced traditional production factors and become an important resource for enterprises. The reason why knowledge has become the main economic factor is precisely because the knowledge has made fundamental changes in the way of economic growth in the process of value, and it has also made the long-term growth of enterprises possible. In general, material resources, as a strategic resource for corporate marketing, are characterized by scarcity, exclusivity, loss, and value transfer. Cultural resources are characterized by richness, sharing, permanence, and value-added. Cultural resources can Inspiring people's unlimited imagination and creativity is an essential incremental resource for marketing.

Master Drucker has predicted that society will transform into a knowledge society. "The decisive 'production factors' that really control resources are neither capital nor land or labor, but knowledge." A more striking feature of the era of knowledge economy is the unprecedented increase in the status of knowledge as a factor of production. In the era of knowledge economy, the reason why culture has become a key factor in the success of enterprise competition has become the strategic resource of enterprise marketing, which lies in the special functions of culture itself.

Culture is the magic weapon for marketing success in the experience economy era. Culture can create market differences for enterprises more broadly, and can communicate more effectively and create more personalized product experiences and brand segments.

According to the theoretical model of strategy master Michael Porter, in order to avoid fierce competition, enterprises must choose between three basic strategies: total cost leading strategy, differentiated strategy, and target agglomeration strategy. In the knowledge economy, especially in the era of network economy, the level of competition among enterprises is getting higher and higher, and there are more and more competitive weapons. Whether it is the concept of strategy, the competition of culture, or the competition of strategies and means at the technical level, it has risen. To a higher level and realm. As competition intensifies, the company's market share and profit margin will also be constantly rewritten.

The “hardware” elements of enterprise marketing strategy, such as the homogenization of traditional marketing elements such as 4P, are a major feature of modern market competition, while the “software” elements of enterprises can create a larger market for competition among enterprises. difference. The corporate culture as a resource can be continuously enriched and continuously added and exchanged in the internal and external interactions between the organization, and it is inexhaustible and inexhaustible. In the economic depression period, based on the company's marketing strategy, the positioning of the master Ai Lisi's "focus" strategy and "pruning" art deserves our attention. Enterprises should pay more attention to building their own soft power. Only brands can create a premium, and only a reputation can be worthless. Therefore, culture is the sustainable resource of marketing strategy, the secret weapon for competition, and the invisible wing of enterprise.

Looking back at the local and looking at the local, regardless of the successful practice of Japanese and American companies or the learning of Chinese companies, culture has undoubtedly become the core competitiveness of enterprises. Starting from a resource-based corporate strategy, the culture-oriented marketing strategy has pushed the management innovation of enterprises to a new level. From the perspective of culture, the competition between corporate marketing strategy and marketing elements is actually the competition between the main system capabilities of business operations. The behavior of corporate marketing strategy is based on the premise of knowledge, system and innovation. Or, the corporate marketing strategy is a personalized and knowledgeable corporate behavior. All marketing activities of the enterprise must rely on people to complete. Therefore, only by fully mobilizing the strategies and means of different marketing systems, it is possible to achieve the strategic goals of marketing and win the market in the end. In order to achieve their own strategic goals, enterprises must establish correct cultural values, abide by business ethics and integrity, otherwise the enterprise will not go far.

Studying the marketing strategy from the height and perspective of culture helps us to accurately grasp the essence of the marketing strategy and maximize the market value of the marketing strategy.

During the period of rapid economic growth, enterprises often neglect the construction of resources for their own sustainable development because they are eager to develop. With the advent of the global economic recession triggered by the US financial crisis, many Chinese companies seem to have reached the economic crisis overnight: exports are blocked, products are slow-moving, losses, layoffs, bankruptcies, and waves are higher than the waves. In China, which is in transition, because the entire social security system is still not perfect, once the crisis hits, the scale of market demand is already inevitable.

In the economic downturn, the decline in corporate performance and the decline in overall social consumption will certainly hinder the normal development of enterprises. Often, the cohesiveness of the company begins to loosen, and the company's vision and mission are shaken... However, as long as the culture is used as a weapon, the culture will display its unique guiding function in silent and subtle ways. Even the more pressure companies face, the more they are in crisis, the greater the cohesive and stimulating functions of culture. In many cases, it is not Jinshan Yinshan that can save the enterprise in distress, but the cultural concept and core value of the enterprise. Therefore, in this economic winter, as an important strategic resource, corporate culture should receive more attention and cultivation from enterprises.

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