People Need Physical Examination, And Marketing Should Also Be Examined.

An enterprise is like a person. It is a pain for people. There are problems in the enterprise, some enterprises have small problems, some enterprises have big problems, and different problems have different solutions.

Marketing diagnosis is the process of finding problems and putting forward solutions.

Marketing diagnosis is the first content of the integrated marketing work that enterprises must carry out frequently. It is also the first step for enterprises to climb high.

Only by "one day, three provinces" and diligent self-examination, can enterprises not get sick.

If you don't get a medical examination for a long time, once the enterprise is ill, it will often be a serious illness. If you have a serious illness, you will not get a good medical treatment. If you are a doctor, Fei Yegui is not as good as a doctor.

The main contents of marketing diagnosis include: strategic direction, brand planning, production capacity, product development, marketing mode, marketing 4P, marketing team, human resources, management and logistics.

In short, the contents of the diagnosis contain all aspects of marketing.

There are mainly four methods of marketing diagnosis: face-to-face interview, telephone interview, questionnaire interview and market visit.

The diagnostic method of TCM is to look, smell, ask and cut, and add a thought.

Look: observe with your eyes, go deep into the enterprise, and see clearly the strength, scale and capacity of the enterprise.

Wen: to mobilize olfactory function, go deep into the market, detect the anomalies and changes in enterprises and markets, find problems in distribution networks and terminals, and explore consumer's consumption characteristics.

Q: from a high level to a grass-roots level, from marketing to production and R & D, an enterprise conducts a one to one interview to see whether the strategic planning, 4P status and internal organizational status are clear.

Cut: through the appearance, dig deeper truth and reason, see the essence through the phenomenon, find out the law of the market and the operation of the enterprise;

Si: comprehensive analysis and speculation on the information of Wang, Wen, ask and cut, draw conclusions and give direction suggestions.

As a matter of fact, when marketing diagnosis is done, it is necessary for us to mobilize all senses to support us.

First, hope:

1, look - enterprise scale and strength:

The strength of an enterprise determines its marketing mode. The marketing solution put forward by the enterprise must conform to the present situation of the enterprise. The scheme is too large for the enterprise to carry out, and the scheme is too small to grasp the market opportunity.

"The right is the best". Therefore, the understanding of the strength of an enterprise is the first step in marketing diagnosis.

The strength of an enterprise includes scale strength, capital strength, production strength and comprehensive strength.

2, hope - capacity:

Business owners often ask themselves three questions: "what is the future plan?"

"How much?"

"How much capacity?"

Why is it so important to see the problem of capacity?

Enterprises must create marketing miracles, and the foundation of sales miracle must be able to keep up with production.

If sales are red all the way, but the capacity shortage is dragging behind, then dealers will not be able to deliver the goods and the terminals will be out of stock. The good sales situation will be destroyed once again, and the sales opportunities will always be gone.

To judge the capacity of enterprises, we must "three look":

A look at the production line: the production line of an enterprise represents the capacity, and the expected sales target should be matched with an appropriate number of production lines for production; L

Two look at the packaging process: the degree of sophistication and automation of the packaging machine is often an important factor in the size of the production capacity. If it is a manual based packaging process, the production capacity should be given a big discount.

Three see if the capacity is moderate: the production capacity is small and can not keep up with the progress of sales; but it is not that the bigger the capacity is, the bigger the capacity is also the waste of enterprise resources.

Therefore, according to the sales target of the enterprise, we need to push the production capacity to match the best.

Two, Wen:

The way to smell is to smell with feet. There is a principle called "Eighty feet, twenty brains". The so-called "Eighty feet, twenty brain" refers to the marketing of enterprises "80% feet and 20% brains."

Enterprises must follow the real marketing from the market. Therefore, for enterprises, to do well in marketing, we must first build a pair of iron feet, "break the iron shoes and make a good sale", and become a system in the enterprise.

1, smell - smell dealer's marketing capability:

In the process of visiting the market, we must first visit and thoroughly explore the dealers and their companies.

There are three ways to find out the level and marketing ability of distributors:

First, the strength of dealers:

From the storehouse area, product inventory, pport capacity and other aspects to determine the strength of dealers, large warehouse area, large inventory, pport vehicles and more, of course, the great power.

Second, smell the dealer's marketing awareness:

Do you know if dealers are familiar with their business?

What is the profit margin of each item?

What is the proportion of accounts receivable?

How much profit?

If he can't answer, he can't be intimate.

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To investigate the familiarity of dealers to the local market, if dealers can not tell how many cities and counties there are in the local market, the total population, the city population, which city is rich, which county is poor, where there are large enterprises and large family areas, etc., it shows that he can not develop the local market well without understanding the local market size and market characteristics.

Inspecting dealers' attitude towards delivery and distribution, and serving the offline customers, if they are willing and actively develop offline customers, they are qualified dealers.

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Third, smell the dealer's market management capability:

Examine the service ability of the distributor and the area covered: how many of his fixed offline customers?

How big is the sales network?

Can business personnel and vehicles guarantee services?

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Inspecting the logistics management level of dealers: whether there is a warehouse management system, whether there is a warehouse management system, whether there is a warehousing and warehousing procedure, and whether there is a warehouse management system with first in, first out and classified storage.

All these can reflect the management level of dealers.

2, smell - smell terminal sales:

A, is there any need for replenishment, will there be a break?

B, is the price in the market chaotic and how can enterprises help stabilize prices?

C, look at the production date of the product, determine the sales flow rate of the product, and infer the sales situation of the product.

D, is the distribution rate high?

How about E and vivid layout?

F, competitive brand promotion action.

Analysis of G and market opportunities: for example, visiting shows that the sales promotion of competitive products in supermarkets and wholesales is very large indeed.

But they neglect in the school channel, do not belittle the sales volume in the University, where a shop sells more than three times the sales volume on the ordinary street, so the school channel is an opportunity.

Three, ask:

1, ask - big marketing environment and Strategy:

Know your enemy and know it, and you will win every battle.

The importance of understanding the environment and competitors is self-evident.

To understand the environment, enterprises should always ask themselves "four problems":

First question: the history, current situation and trend of the large market, and the growth of the brand.

Second question: where are the strong resources and potential resources of enterprises and brands?

Third question: what are the direct competitors and the top and bottom competitors?

What is their resource status and strategic deployment?

Fourth question: the overall strategy and implementation plan: A, what is the core value of the brand?

What is the overall development strategy of B, annual and long-term?

What kind of adjustment and resistance will be faced with such a strategy?

C, what is the annual marketing target of an enterprise?

What is the basis for formulating marketing objectives?

2, ask - Marketing 4P:

First question: Products:

The history, current situation and planning of A, variety structure (product line);

B, what are the key varieties?

Why is it defined so?

The quality, packaging, positioning and concept of key varieties are analyzed in depth.

Second question: Price:

A, understand terminal pricing and pricing, and the basis of pricing.

B, what is the reflection of each link pricing?

If there is a gap, where is it?

What are the reasons for the disparity?

What is the pricing of C and direct competitive products?

Third question: access:

A, understand the overall structure and operation mode of the current channel.

B, understand all the current access policies;

C, what are your problems with access work?

D, the policy and work done by the direct competitive products you know.

What is the overall coverage of E and terminals?

How many kinds of terminals are there?

What are the policies and modes of operation for development, construction, maintenance and motivation of all kinds of terminals?

Fourth question: promotion:

A, what is the current media delivery strategy, process and basis?

What is the basis and process of B and advertising funds?

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3, ask - internal marketing environment survey:

First question: marketing organization structure:

A, what is the structure of the current marketing organization and management?

What is the principle of this design?

B, what are the responsibilities and responsibilities of the posts you are engaged in?

Who is directly responsible?

Second question: effectiveness evaluation system:

A, how do you evaluate the work effect of the sales unit you are responsible for?

B, how do you assess the effectiveness of your subordinates?

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Third question: Sales Training System:

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