"Rational Marketing"

Since 2003, condiment industry has entered a stage of rapid development. After several rounds of industry integration and integration of domestic and international capital, from a relatively backward industry and large leaps and bounds to fierce competition in the market, the survival of the fittest in small and medium-sized enterprises has been constantly staged.

With the rising price of raw materials and competition in the industry, this pattern is becoming more and more intense.

In order to find a breakthrough, many manufacturers seek new market development, set up branch offices, recruit troops, product OEM, advertising bombing and even cross class operation, resulting in problems such as management, market, products and so on, and operating costs remain high.

Why do we do well in the local market and go to other markets? What should enterprises do in the current situation?

I often say to my colleagues like this: "how did you succeed?"

In the face of the current situation, enterprises need to return to rational marketing, so as to achieve "no turning around".

Strengthening team building

Many enterprises are unable to deal with human resources problems, resulting in employee treatment.

In terms of control of work, the staff can make tasks for employees through standardized operation manuals. The salesperson should report the monthly and weekly results to the enterprises in the form of documents, so that the enterprises can accurately grasp the trend of employees and the market situation.

In the salary system, rewards and performance are linked to avoid "big pot" treatment. As long as they have the ability, salesmen can quickly be promoted to district managers.

For employees who fail to achieve the expected goal, there will be corresponding punishment policies.

Xiaokang also set up an idea in the enterprise: every department is customer relationship, and there is no excuse for serving colleagues. The inter departmental meeting two times a week solves the "buck ball" internal evasion.

Through the construction of the workforce, the work of employees has been greatly avoided.

Maintain channel stability

Agents often have a sense of panic and insecurity.

In fact, entangled in

First of all, develop standard external service manuals, detail each link, so that agents can cooperate in the most convenient way to reduce the friction between manufacturers.

Secondly, establish an information exchange platform within the enterprise, establish a dynamic learning mechanism, and provide feedback to all customers for the operation of a well functioning market.

Pay close attention to the close cooperation with agents.

Once again, the manufacturers agree on the sales targets and make a sound sales plan to help agents complete their tasks.

Market rather than market

When enterprises do not have the resources superiority, there is obviously not enough profit to maintain the brand and expand.

The cost burden caused by blind expansion has become "poor and frustrating".

The best way to do well in the market is homeopathic marketing, to satisfy demand rather than create demand.

The principle of well-to-do development is to advance steadily from point to area without expanding blindly and not pursuing full bloom.

Look at the market problem from the perspective of market rather than market.

Before developing a new market, market research must be done to identify which category, price and channel are more suitable for local consumers. According to the geographical characteristics, the products category will be determined, and there will be a month's adaptation period when developing the market. If the market reflects well, a detailed and comprehensive market planning book will be reformulated.

Under the influence of the big environment, the most important thing for an enterprise to do is not to expand blindly, nor to intrigue with customers, but to return to the essence of marketing, and to make sure that employees, customers and markets do not give up.