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Interpretation Of The Five Test Of Enterprise Marketing Management

2014/2/15 18:47:00 18

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anyway, the final result of marketing is the implementation of landing, which brings good sales performance.

Otherwise, a good marketing plan and marketing plan may be vague.

Therefore, the chief expert of Beijing Li Jun century marketing planning office is very important to the importance of enterprise marketing management. When he goes to an enterprise or does marketing training, he will emphasize that "enterprise marketing management is the fundamental of enterprise marketing". Although he is an expert in marketing planning, he still insists that enterprise marketing management is far more important than marketing planning.

He pointed out that good marketing plan can achieve super similar marketing performance through good execution, and bad marketing plan can achieve fairly good sales performance through good marketing management execution. If there is no marketing management execution, the marketing plan is good or bad.

generally speaking, enterprise marketing management is often faced with five important tests. The reason why many enterprises fail to do well in marketing is that they cannot deal with these five important tests.

lack of objective /p >

to do anything requires a certain purpose and marketing management.

Here, the author believes that the key is not whether there is a goal, the important thing is whether the goal of marketing management is correct and whether it meets the overall needs of the enterprise.

marketing planner experts often mention "building a large market structure", that is to say, enterprises must conform to certain pattern when dealing with their marketing affairs, which means that the marketing pattern of enterprises must be comprehensive and symmetrical, not the traditional concept of size.

Only when a marketing manager recognise the marketing pattern faced by an enterprise and makes a comprehensive assessment of his knowledge and insight, can he straighten out the tasks he needs to accomplish and the marketing objectives that he needs to achieve.

any lack of correct target marketing management activities can easily lead to the failure of the whole marketing activity.

in reality, we often find that some business marketers lack strategic thinking and long-term vision, so that their marketing activities are totally entangled with how to deal with dealers and how to deal with terminals. Although they have made huge contributions in marketing policies and marketing costs, they still can not get the market's approval, so that enterprises become more timid and marketing work goes to a blind alley.

What is the reason? The main reason is that the whole marketing management activities of the enterprise lack the correct goal. All marketing thinking is based on a narrow marketing pattern. There is a systematic marketing thinking. The problem is that it can be found, but there is no plan to solve the problem in series or even in pieces. Of course, all the actions of marketing management activities are based on the solution of punctuate problems.

lack of management depth

In fact, P is the last step to achieve any ultimate goal. Therefore, we usually pay more attention to process management. However, we often ignore the management of the last link that is about to achieve the goal, that is, lack of management depth.

In the process of enterprise marketing management, this phenomenon appears frequently, and it is also a direct embodiment of different companies starting from the same result.

Li Jun Century Marketing Management Institute found that the lack of < a href= "http://www.91se91.com/news/index_c.asp" > marketing management < /a > depth is the main reason for the failure of nearly 60% marketing.

we have more contact with enterprises in the process of marketing planning, especially when communicating with top executives and marketing executives. We will find that they are more willing to make frequent discussions on strategy, but lack of detailed marketing details and even marketing activities. We should not say that executives of enterprises are marketing executives who do not know or do not understand the work of marketing grass-roots employees.

Obviously, this is fatal to the marketing management of an enterprise.

We do not require top executives or marketing executives to go all in to the end, but they need to establish effective mechanisms to manage the end of marketing to ensure a clear control over the entire marketing campaign.

P > well done enterprises will eventually become brand leaders of the industry, and the bad ones can only be gradually widened in the competition.

Zong Qinghou, chairman of Wahaha Group, is the best and most successful customer terminal manager in our service. Whenever there is time, he will come to the forefront of marketing or sales terminal to visit, or conduct business exchanges and discussions with grass-roots salesmen, or secretly visit the sales terminals of enterprises. He has never failed in business for many years, but also keeps the frequency of going to the marketing line every week.

Therefore, when we study marketing management with Zong boss, he must be most concerned about the depth of marketing management, and also can grasp and judge the core of marketing management very clearly.

This is why Wahaha can set aside its western marketing theory system and create its own perfect marketing operation system and maintain a good operation posture. Then Wahaha becomes the brand champion of China's beverage.

the self compromise of marketing managers

there is a general marketing management level in modern enterprises. Because of this, enterprises usually make a complete marketing plan according to the annual budget, so as to ensure the smooth realization of the marketing budget objectives.

However, in the division of labor among enterprises, marketing is one of the most flexible jobs, which provides the marketing managers with the space to play, thus providing a space for compromise to the marketing managers.

In P marketing, many marketing managers often appear self negation and self compromise in order to fulfill their immediate sales targets. On the surface, they are the targets of sales tasks completed, but in the long run, they may have hidden dangers for future market operation.

a marketing professional manager enters a business as a marketing director, and the pressure it faces is very huge, because the noodle enterprise is facing a serious pressure of pformation and upgrading. If we can not finish pformation and upgrading within two years, we must not say that the gap between the Chen Keming and Jinsha River and Xiang Xue, such as the industry leader, is widening, that is, it will be difficult to survive in the industry.

To this end, the marketing director should ensure that the annual sales growth rate of about 15%, on the other hand, to achieve the overall pformation and upgrading of enterprises, improve sales gross margin.

From many years' attention and research to the rice grain and oil industry, the problems faced by this enterprise are not difficult to solve. However, due to the self compromise of the professional manager and the compromise of the marketing management team, the enterprise is facing a survival crisis two years later.

Later, we learned that this professional manager tended to tend to the former in the dilemma of acquiring sales and launching new products, causing regional managers and provincial sales managers to follow suit. Although the sales target was fulfilled according to the plan, the strategic goal of upgrading the enterprise was neglected because of the carelessness of the top management. When the problem was completely exposed, the enterprise was still the largest low-end noodle supplier in the five provinces of the Central Plains, and its noodle was mainly sold in the county and the rural market. Although the sales volume was huge, the profit was almost zero.

Directly leading to the bigger sales volume of the enterprise and the smaller profit margins, the enterprises' survival is facing unprecedented challenges. It not only widen the gap between Chen Keming and Jinsha River, but also has a big gap in the profitability of the same brand in the original Henan province.

this enterprise seems to be a product positioning market positioning problems, actually the root lies in the marketing managers in the implementation process of self compromise and enterprise executives for marketing management control negligence.

external < a href= > http://www.91se91.com/news/index_c.asp > > market management < /a > deletion /p >

marketing management is the organization management and effective utilization of internal and external resources by enterprises.

Many enterprises focus on internal marketing management, but ignore the marketing management of external market. Some enterprises, while focusing on the management of external market, lack the same management concept. They do not regard external market units and consumers as a whole of the marketing channel network system. They often dismantle the external "network" to be internal loopholes, and can not form the interests community of enterprises and distributors, terminal providers and consumers. Enterprises and distributors, terminal providers and consumers are doing the opposite, even at the expense of coercive channels to push the marketing activities. This kind of opposite marketing pattern can not be sustained for a long time.

although enterprises and channel businesses and consumers are on the same value chain, no interest competition is impossible, but once the principle of profit distribution is formulated, we must resolutely implement it. As a management of enterprises in this area, we must adhere to the principle of fairness and impartiality, and can not reduce the pressure on the side of the enterprise.

In the actual marketing of P, there are many phenomena such as pressing sales volume, occupying profit space and pferring fees to dealers. Even there is a phenomenon of fooling consumers by lowering product quality.

> therefore, when we talk about marketing management, we must scientifically manage the external market fairly and fairly, not only to ensure the stability and reliability of the entire marketing value chain, but also to ensure the fairness and impartiality of value management in the entire marketing value chain.

In particular, the external market management, due to the different units of the enterprise, enterprises should do a good job in the formulation and implementation of relevant policies, establish a marketing consortium, and jointly achieve the sales goals of enterprises, instead of two levels of skin management.

internal < a href= "http://www.91se91.com/news/index_c.asp > > performance management < /a > singularity /p >

, which is often the mistake of marketing management.

In the actual marketing campaign, many enterprises carry out KPI performance management for marketers, but in the process of KPI key performance indicators, the purpose is not clear, often using sales and marketing costs two indicators for assessment, not only is not comprehensive, and it is not easy to manage the sales staff from the system level.

many small and medium-sized enterprises will have such a problem, because the marketing performance management indicators are single, and they rely too much on sales and marketing expenses in the assessment process, so that the marketing strategy of enterprises can not be effectively implemented. Two.

A leading agricultural enterprise in Henan has always been on the low end because of its product positioning. In order to change this situation, the enterprise decided to introduce Chinese commercial products to give up or reduce some low-end products with no profit capability.

In the process of marketing execution, the salesmen in various districts still sell those old products that are to be eliminated. The reason is that the product market is good and can bring considerable sales, and the new mid end products can not bring considerable sales in the short term because of the large amount of manpower and marketing costs, but it will cost a lot of marketing expenses. Salesmen will not actively introduce these products to dealers.

Although the company's conference has opened countless times, it urged to promote the upgrading of the product. But due to the ineffective performance management, the sales staff had a set of behind the surface, and the new product had been pushed for three months without obvious effect.

there is also a new project of a group company, which also results in poor management of marketing because of the problem of performance management.

The company has launched a fast food elimination project, which has formed a certain dealer resource through the initial market operation, but in order to rapidly expand the market share, the company has recruited a large number of new sales personnel to open up a new regional market.

Two months later, the new salesmen collectively rebelled and gave the resignation to the marketing director. The reason was that the salesmen's performance indicators were too inclined to the sales and marketing expenses, which made the new salesmen waste all their efforts, and they could not reach the level of the old salesmen, because the old salesmen had a fixed sales volume, while the new salesmen had no old customers to develop, and the sales volume was not guaranteed. The former could easily get the performance commission, but the latter could not be effectively guaranteed.

In fact, in the marketing development stage of a company, the development of new customers is more significant for the long-term benefits of enterprises. The failure of new customer visits and new customer development as performance indicators is obviously an oversight of marketing performance management. For example, regional sales growth rate may also be an important indicator of balanced performance management.