Marketing Summary And Thinking

Not in silence, but in silence.

7 years, very soon.

I am a man who can work hard for my vision, not just slogans, but actions.

It is gratifying to witness the rapid growth of the group in recent years.

However, I am engaged in domestic stationery business, and I have 3 offices in 7 years.

Since the company restarted the channel, it has invested continuously every year, but the annual answer is not limited.

In fact, more and more institutions and departments have been set up. More and more young soldiers are coming, and more and more people blame each other. Of course, there are more and more people who engage in rivers and lakes.

Black is black, white is white! It can not be seen anymore, no longer obeying the facts, but is constantly stirring up, playing with concepts, expanding institutions and making new patterns.

Back 3 years, sigh, cherish!

1. On products

5 years of domestic marketing process, 2006~2007 is the initial stage of domestic sales. Inevitably, there are such problems. Customers have different voices. This is objective. Business personnel have effectively evaded customers' various misgivings and established confidence in customer management.

In 2008~2010, according to the regulation of development, it is the stage of continuous improvement and growth.

So far, we can only feel, always say more, do less.

Three years of office product research and development, none of the products have been successfully launched. Most of the new products are competing products that have not been sold in the early years.

The problem of new product backlog and inventory explosion and the explosion of more than ten branches in the whole country can not be treated simply.

The way to find it is to try to reduce inventory, control orders, and report on super safe stock.

Let's make a report, and let it continue for 5 times to play mentally handicapped games.

He thought the office staff was idle and had nothing to do, waiting in the office to report.

It is an indisputable fact that KA's shortage of tickets is coming after repeated disapproval and condemnation.

Product development oriented problems: 1, there is no market orientation.

Without going deep into the market and understanding the market demand, basically, they are all closed behind the doors, taking the samples provided by the parties simply to plagiarize.

For example, money boxes, plastic paper cutters, awards, letters of appointment, etc., several series of products up to several million stock, can not be sold.

2, although the sales volume of KA is larger, the competitiveness of our products is not, but the threshold of the large scale system is high, and SMEs can not withstand the pressure of operation, only to give big manufacturers the chance.

3, outsourced products, especially desktop office products, have been seriously troubled by unstable quality, unstable source of goods and confusion of product packaging styles.

2. On mechanism

It is everyone's eagerly looking forward to the company's development in the right direction.

A good mechanism is inspiring, like the overthrow of the Kuomintang by the Communist Party of China. She is the spiritual sustenance of a generation and the yearning for a better life.

However, the immediate mechanism is not to encourage and unite the strength of the team, but to cross the team strength, to frustrate the passion and morale of the team, and not to create the culture of the team.

A branch, less 5~10, more 30~40 people.

Sales scale is less than 500~1000 million, and more than 2000~3000 million.

However, all management and mechanism of the company are implemented in a unified way.

For a small team, it is no big deal, it will not cause big contradiction.

But for a large team, it is no longer a small team, but a company that needs to be managed.

Workshop management is suitable for small groups, but it is not feasible to manage a large-scale team in a single and unified way.

A large branch manager and a small branch manager have different roles and identities. They are no longer a small branch manager who can play the role of a single gun, but a corporate organizer and leader, but a instructor.

Time is limited. Headquarters does not think so. More importantly, the manager of a large branch is regarded as a god man.

It is also right to find a manager, but also to give a few of them, not to the 40 soldiers, a manager, and some authority.

I want to run horses well, but I don't want horses to eat grass.

Headquarter mechanism: too much!

3. On operation

Now is the financial, logistics, business three separate management (small branches can not be contradictory), of course, financial double management is right, finance itself is the headquarters and branches of the early warning mechanism.

However, it was not until October 2010 that the system was introduced. Financial statements were required to be submitted to branch managers for review.

Although the implementation of the system is not in place, who will supervise and manage it?

Finance is a very important post and role in a branch. However, we can only play one eye in the headquarters, and none of the other roles has been played.

After 10 years of operation, it is a confused account without a complete control process and system.

On the contrary, after the wave of the sand, after the communication with the remaining operators, the management is very strict and the system is strictly controlled.

And look at us.

On the branch manager's ability is limited, headquarters should also give guidance, in recent years, I see too many people crossing the river.

Sigh! The loss of a large branch is 4.5 million a year, and it can not be seen. This can be avoided by management.

The new headquarters logistics (including warehousing, order, pportation) was also implemented in 2010. The idea is right.

And our logistics department has not consciously regarded this important position as an important thing. We did not want to give more guidance and help to the branch. Instead, we thought and figuring out how to control the backstage and personnel of the branch to follow his direction.

This move has brought great confusion to branch management, giving the logistics staff a reassurance. The manager of the branch does not listen to anything, and the manager has no right to dismiss.

This kind of thing has happened many times, confirming many facts, including the absurd guidance method to prevent customers from returning products, which brings great credit losses to our company and customer losses.

Looking at the voice of senior industry and customers, these three years continue to be a story of first-class companies, second class brands and three stream products.