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1、营销管理突破销售瓶颈（Marketingmanagementbreakthroughsalesbottleneck）I.briefdescriptionoftheenterprisebackground1.,thenatureoftheenterprise:limitedliabilitycompany,fromthestate-ownedsystemtransformation.2.,themainbusiness:food,beverages.3.yearssales:80millionyuan.Two,marketingmanagementstat
2、usandcharacteristics1.,marketingorganizationstructure(1)functionsetting:thepositionissetupbythesalesmanagerandregionalsalessupervisor.Theregionalsalessupervisorreportsdirectlytothemarketingdirector,andthesalesmanagercoordinatestheworkoftheregionalsalessupervisor.Standardizationof
3、marketingmanagementprocesshasnotbeensetupmanymarketingfunctionslackornodivisionofresponsibilitytoclearthe.(2)thenumberofmarketingpersonnel:1marketpersonnel;salesexecutivesaround20,dividedinto3cases:1peopleunderthejurisdictionofaprovince,anumberofpeopleunderthejurisdictionofaprovi
4、nce,1people,jurisdictionofseveralprovinces.2.marketingmanagementsystem(1):thesalesincentivesystemofcompetitioncompetitionforsalespersonneltotargetmarket,salestarget,costtarget,putforwardtheirownpracticesandsufficientreason.Theappointmentiscarriedoutonceayear.(2)salarysystem:theba
5、sicsalaryistencommission.Thesalesexecutivehasveryfewbasesalariesandisbasedonsalescommissions.(3)controlofmarketingexpensesisverystrict:alldeliveriesaremadewithreturnvehicles,andthewholelogisticsdeliverytimeisbasically7-10days(fromthedateofpaymentofgoods).Salesexecutivescanflexibl
6、yuselowersalescosts.Noregionalbranchesaresetuptosavemoney.3.,marketingoperationmodeissingle,mainlythroughexperiencetopromote,lowpricesasthemainmeansofpromotion(1)takethewholesalemarketasthemarketkey,causestheproducttopermeatethebroadruralmarketrapidly.Entirelyrelyondealerstrength
7、,marketperformancedependsonthequalityofdealersandthepromotionofthewillofstrength.(2)thesalessupervisormanagesthedistributorsdirectlyfromtheheadquarters,mostofthemcommunicatebytelephone,andthereislittletimeinthemarket.(3)nosystematicanalysisofthemarket,thereisnooverallmarketingstr
8、ategyplanning,enterprisesalesplanbasical
