Two Engines Of Marketing: Talent And Capital

Talents and

As we all know, talents are the first resources of enterprises, and capital is the first element of the survival and development of enterprises.

How to correct the relationship correctly?

Nowadays, there are two kinds of viewpoints in many small and medium-sized enterprises: limited by the limited disposable resources, some enterprises focus on talents in the development process, and think that talents will naturally bring capital patronage; some enterprises will focus on financing, and believe that having capital will naturally attract high-end talents, and establish and perfect their own personnel training system.

What is the real situation?

In reality, the above two kinds of enterprises appear to be backfired in the development process, and many failed cases are vividly visible.

The most fundamental reason for this situation is that talent and capital are two engines of enterprise marketing, and the two are indispensable.

One of the engines:

Talent is the core power for small and medium-sized enterprises to survive, operate and grow. Specifically, they are mainly reflected in many aspects, such as marketing planning, management execution, marketing team building and enterprise culture strategic construction.

Marketing is related to the success or failure of a company and its survival or marketing. Marketing planning is a key link in marketing. Therefore, planning talents are important intellectual capital of an enterprise. The role of planning talents runs through all business activities and plays a dynamic role.

It's like an army. You can't just care about the problem of war. When you consider weather, geography, and people, you need to set strategic goals, consider operational plans, organization, strategy, logistical support, political influence, and so on. The final victory is only the result of a series of activities.

We say that the marketing planning of an enterprise is not only a general who can fight, but also a military adviser and chief of staff.

At the same time, many small and medium-sized enterprises in the enterprise culture construction work in the business management department and planning department and other departments, planning talents need to link up the work of enterprise culture and other departments.

Therefore, the power of planning talents to enterprises' marketing and operation is self-evident.

However, some enterprises seem to attach importance to talents, but their focus is actually not on talents.

They believe that money can make "grinding ghosts", and they are afraid of not finding "able people" without money. They do not know that due to the particularity of talent resources, there may be huge potential risks for "able talents".

Guangdong Lok HVAC air conditioner began to embark on the road of rapid development in 2000, with abundant funds.

Because the initial market reaction is good, more energy is paid attention to the sales of air-conditioning.

As Lok Wah is a rapidly developing new enterprise, almost all the internal talents come from other enterprises, and belong to the typical "immigrant" enterprises.

These talents are the elite of the original enterprises, and made important contributions to the rapid development of lohua air conditioning at the beginning.

Due to the failure to establish the scientific management system and the cultural values of the whole enterprise which are suitable for the talents of the enterprise, by 2002, due to the changing market environment, the enterprises had frequent personnel turnover and personnel turnover, and the morale of the internal staff was increasingly low.

With the further intensification of competition and talent problem, the established marketing strategy of enterprises can not be implemented and no suitable person can be found.

Enterprises with abundant capital and rapid development often pursue profits alone, ignoring the importance of human resources in marketing.

Blindly thinking that funds can attract the enterprises that need talents will be like the imbalance of aircraft's single wing engines, which will inevitably lead to serious deviation of the marketing strategy of enterprises.

Engine two: funds

"It is hard for a skilled woman to cook rice without rice", which is also applicable to enterprises.

If the "ammunition is insufficient", even if the enterprise has a strong core marketing team, facing the booming market, it can only be powerless.

Financing difficulty has always been the primary problem that puzzles the development of small and medium-sized enterprises.

Standard Chartered Bank recently released the "white paper on the financing ecology of small and medium enterprises in New China business" recently revealed that: at present, bank loans are still the main channel for SME financing, while loans for SMEs are mainly short-term loans, and 62% SMEs still believe that their demand for medium and long term funds for expansion is difficult to meet.

Apart from banks, many Vc firm provide a choice for enterprise financing. But after the honeymoon period between enterprises and venture capitalists, the profit seeking nature of capital decides that venture capital will not give enterprises too much time.

Some of the original values of enterprises will be subverted by investors, and the whole enterprise will serve the capital market entirely.

At the same time, when capital comes in, there will be a lot of adjustments to the original executives and the middle level to adapt to the new development mode. This is the pain of being kidnapped and invested by many enterprises. Therefore, how to absorb and make rational use of funds has become the top priority of many small and medium-sized enterprises.

The brilliant Anhui Wan Yan company was famous for making the world's first VCD, but quietly in the audio-visual market later.

Why?

Wan Yan's early research and development has invested 16 million yuan, in order to open the market and put in 20 million advertising costs, until it wants to develop the disc in the market promotion, there is no money to produce.

Because of the failure of decision making, capital did not continue to pay attention to Wan Yan. Wan Yan could only watch the huge market he opened hard and was absorbed by other enterprises.

During sports events and international sports meetings, many enterprises carry out sports marketing in a big way, sponsoring sports events such as Olympic Games.

Because of the huge cost of sponsorship bidding, enterprises often spend a lot of money, spend a lot of marketing funds, and even use the production capital of enterprises.

Many enterprises do not have sufficient follow-up funds to spread their sponsorship and association with events.

Originally hoped to take the sports marketing express to quickly enhance the brand image, become the focus of consumer attention, arouse the resonance between consumers and brands, but because of the overdraft of funds, the marketing of enterprises is weak, and even affect the overall operation of enterprises.

Without the engine of capital, enterprises will also face the fate of imbalanced development.

The failure of these enterprises is due to the lack of management experience in capital operation.

Because the management system and process of small and medium-sized enterprises are not mature enough, the work to be done is often trivial, which will cost most of the time and effort of managers.

The bosses of these enterprises are often a group of "super salesmen, super firefighters, super housekeepers" and so on. The most justifiable reason for learning capital management ability is too busy, resulting in slow updating of their knowledge, and can not adapt to changes in the external environment.

At this point, your competitors are constantly learning, and if that happens, even if you start with a certain lead, you will eventually be surpassed or eliminated by your competitors.

Building platform for talents and capital

In terms of talent, small and medium-sized enterprises themselves do not have the advantage of talent, often choose to use the external brain to outsource the modules that they are not good at.

However, many companies have been working with some planning companies to find that these companies are doing more product packaging and graphic design for the enterprise, and then let the enterprise desperately advertise, and do something "water" for the marketing planning level, which is not suitable for the actual needs of the enterprise.

In terms of capital, enterprises have to think about how to use funds effectively and rationally, and how to achieve win-win cooperation with venture capitals when they acquire the capital they must develop.

At present, most small and medium-sized enterprises need such a platform: not only can they realize the external brain function of consulting management, help enterprises build their own talent system, but also inject "capital" blood into the development of enterprises in terms of corporate financing and capital operation.

This is undoubtedly the most demanding and most valuable market service for SMEs at present.

For many marketing planning and business consulting companies, if we can help enterprises make decisions while helping enterprises to achieve financing and meet the needs of enterprises, it will help enterprises start the two marketing engines of talent and capital.

With the help of this platform, enterprises can make up for the insufficiency of their own intellectual capital with the help of excellent external brain. At the same time, they can learn from experience or train through external brain, improve their own marketing planning ability, improve the quality of their own talent team, and establish and improve their own talent system construction.

Only in this way can we really solve our talent problem.

With this docking platform, enterprises can overcome difficulties such as insufficient funds, less financing channels, more restrictions on financing applications, high threshold for financing guarantee, and poor investment channels for foreign investment.

In this way, small and medium-sized enterprises can give full play to the advantages of the system and mechanism and increase the strength of becoming bigger, stronger or even going out.

Intellectual capital and monetary capital are the most powerful source of Guan Jian's power and the engine of all marketing activities.

Consulting companies should solve problems for enterprises.

At present, we wish star is actively exploring this platform mode: we have set up a complete service system of "enterprise intellectual capital + human capital + currency capital".

The market has proved that small and medium-sized enterprises are very much in need of this project hosted service. Many small and medium-sized enterprises in the Pearl River Delta have already benefited from this new service platform, and several of them have entered the listing process through capital operation.

I believe that through the strategic operation of intellectual capital and monetary capital, with the full speed of the two engines of marketing, enterprises will truly become the productive forces of monetary capital and intellectual capital.