Regional marketing seven-step strategy - "My marketing • I am fine...

Zhang Haidong graduated from Shanghai Radio and Television University and has been engaged in the electrical lighting industry for four years. He is currently the deputy general manager of Huake Group's Aokes Lighting Marketing. In 2003, he was the planning and marketing director of Zhongshan Raymond Lighting Co., Ltd., and set up a fashion trend based on home lighting in the industry. In 2004, he founded the Zhongshan Lighting Industry Professional Managers Association and Zhongshan Guangcai Enterprise Service Co., Ltd.; The promoter of "marketing", the initiator of "VIP customer"; the planner of the large-scale TV series "Fengyun". Lighting marketing simply regards sales execution as the development of new customers, the development of blank market management dealers, the promotion of distribution, planning and promotion activities, and after-sales service. In fact, these tasks can only be considered qualified. salesperson. For a regional manager, it is necessary to stand at the height of the evolution of the competitive landscape, evaluate the market initiatives of themselves and competitors, and accurately determine the direction of future changes. As the saying goes, it is not enough to make a long-term solution; it is not enough to seek a common ground. This article explores how to implement a large-scale attack in a regional market, whether it is for market leaders or attackers, and the area referred to here refers to at least one province or more. Processes and methods are common regardless of the size of the region or the national market. The purpose of the large-scale attack warfare is to rapidly increase the coverage level, sales volume and market share in multiple regions and key channels. At the same time, this upgrade can change the overall competitive landscape in the regional market and improve the market position of its own brand. The first step: competing for hostile assessment The competitive hostile assessment is different from the general market situation assessment. The focus is on assessing the strengths and weaknesses of the major competitors in the region where the attack is planned, and the strategic trends to identify the attack area. ,channel. The competition evaluation mainly involves the following aspects: ● Brand power: the first does not prompt the popularity and popularity; ● Advertising: media form, creative level, volume; ● Main product quality: product line combination status, new product listing trend; ● Price: Which grade of the category market occupies the main position; ● Promotion: promotion channel selection, promotion method, promotion intensity, promotion frequency; ● channel distribution: understanding the distribution rate and vividness at the main channel level; ● market share: sales volume And turnover rate, logistics cycle, market position; ●Strategic level: response to competitive products, innovation, and speed; ● Cooperation status: number and distribution of customer groups, relationship with manufacturers, cooperation, strength; Members: quantity and distribution, quality; ● Consumer evaluation: consumer satisfaction status; through the above-mentioned inspection and evaluation, the strategic direction of attack can be clearly defined. Sun Zikai: It is expected that the enemy will win, the risk will be far and near, and the way of the general will also be! Step 2: Formulate the sales campaign plan The campaign plan here refers to the four main points of the goal, scope, time and stage of the overall sales attack. ● Goal: channel distribution growth rate, sales growth rate, sales. Putting the sales target at the end is to let the grassroots executives involved in the campaign, including salespeople, dealers, and their salesmen, first understand the content of the work and the direction of their efforts, rather than focusing on sales. Because people who care about sales only need two: the planner of the campaign, the collaborator (dealer) who implements the campaign, and the rest of the staff can complete the daily mission objectives as required, and the sales can be achieved as planned. ● Scope: In the choice of region, we must pay attention to the strength and weakness of ourselves and our main competitors. At the same time, we must choose a market with inter-regional relationships, and accurately predict how much damage you can make in your opponent’s strong market or channel. It follows up with the reaction. ● Time: The time range of the campaign must be defined in advance. Generally speaking, the achievement of the campaign goal must be completed within two months. If it is more than two months, the initial sales campaign goal will generally change and the target changes. It means the beginning of this other sales war. ● Stage: It is necessary to clarify the “critical moment” in the campaign planning, that is, divide all the cycles into several stages, and set the auditing standards for the objectives of the evaluation stage for each stage. If two consecutive stages are not achieved, the campaign targets are not achieved. The realization of the grasp will be greatly reduced. In short, in the planning stage, the regional manager must complete the overall concept of the sales campaign, that is, to do what the grandson calls: the place to know the war, the day of the war, you can fight for thousands of miles!


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