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Enterprises Comply With The Four Principles And Do Well In Marketing.

2008/8/9 14:40:00 30

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現代營銷觀念認為：營銷管理重在過程，控制了過程就控制了結果。結果只能由過程產生，什么樣的過程產生什么樣的結果。

原則一：控制過程比控制結果更重要

Often hear some marketing managers say to the salesperson: "no matter how much you sell, as long as you can sell it, the company wants sales."

This is a typical "result oriented" marketing management. In the current marketing environment, the above concepts are not only unreasonable, but also have lost the market.

If a marketing manager is so demanding of a salesperson, he will never get the market or get the sales he wants.

This is a typical concept of marketing management, regardless of the process.

The modern marketing concept holds that marketing management focuses on the process, controlling the process and controlling the outcome.

The result can only be generated by the process, and what kind of results will be generated by the process.

The most horrible phenomenon in modern marketing management is black box operation and opaque process management, which leads to process management out of control.

To a large extent, the marketing management of enterprises adopting "result oriented" or "process oriented" determines the final success or failure of marketing management.

We are not entirely opposed to relying on the results of marketing management, through the analysis of marketing results, we can also find and take effective measures to control.

But in fact, the "result oriented" control can only play the role of "mend the sheep", because the result is lagging behind. The sales situation of the company is good this year. It may be the result of marketing efforts last year, and this year's marketing efforts may take a long time to show.

In the marketing decision making of modern enterprises, decisions must be made according to the latest market information.

It is obviously not feasible to conduct marketing management solely according to the "marketing results" with time lag effect.

The basic requirement for process management of marketers is to control every salesperson's every day.

The Haier group, which controls the marketing personnel's process management, is called "three E management", that is, managing every Everyone (Everyday) of every marketing person (Everything).

Although a company under Haier group has only more than 40 salesmen abroad, there are as many as four marketing managers at its headquarters. The task of these four marketing managers is to control the marketing process of marketers.

At eight o'clock every morning, managers at the headquarters call to check out most marketers to see if they arrive on time to the designated customers (or work places) to carry out marketing work. From five to six every evening, marketers must contact the headquarters managers on time to report on the day's work, including where to visit, what customers to visit, what problems to negotiate, what problems to solve, what problems they still have, what kind of help they need, what kind of help the company offers, the names, addresses and telephone numbers of their customers, and tomorrow's work plan.

The head office manager records all the information reported on the company's "daily list".

The company headquarters will conduct spot checks regularly or irregularly according to the information reported, and investigate and report the authenticity of the information.

Marketers should also fill in the "daily list" (equivalent to a marketing Diary) every day.

When a salesperson returns to the company for reimbursement and reporting, the manager should check the authenticity of the bill against the "daily list" before making reimbursement.

Haier's "three E management" for marketing personnel in the whole process has the following five major functions: first, it makes all salesmen's work in a state of control, so that many managers of enterprises often exclaim marketing personnel "will be outside, the fate of the emperor is not accepted" state completely changed.

Second, people are inert, and some marketing personnel have achieved a little bit of results, and their performance is difficult to improve. It is often inertia. Because of the "three E management", marketers feel the pressure of work at all times. This pressure can become a driving force, which can overcome inertia and, of course, help marketers to improve their sales performance.

Third, "three E management" constantly reflects on oneself and sums up experiences and lessons through marketers' daily list, so as to improve the working ability of marketers and make progress every day.

Fourth, through "three E management", headquarters has mastered the sales progress of marketers, so that the company can provide them with the most timely sales support when they are most needed by the marketing staff. Fifth, by analyzing the "daily list", the company can master the general market situation and adjust the marketing policy and marketing idea in time.

The basic requirement of dealer's process management is to manage to which market the price of each product flows to.

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