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MindMap Gallery Diamond product brand business model organizational structure construction method
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Diamond product brand business model organizational structure construction method
A mind map of how to build the organizational structure of diamond product brand business model, including business model, organizational model, management model, operating model, strategic layout, marketing system, etc.
Edited at 2022-11-09 15:12:31
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Diamond product brand business model organizational structure construction method
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- Outline
Diamond product brand business model organizational structure construction method
business model
Business model review
[Business model review]
"First generation model"
"Experience terminal mode"
"Second generation model"
Asset-light “experience terminal + product” model
business model
Model definition: experience terminal product model
Mode features:
1. Combination of physical and virtual products (reduce operating costs)
2. Enrich product lines (combination of physical products and virtual products)
3. Personalized customization
Selling point:
many
Rich
quick
Customized, fast delivery
good
Good product
Province
E-commerce is cheaper than spot goods
channel customers
client needs
Form of cooperation
brand
product
channel
Requirement type
long term benefits
Short-term benefits
M
In line with the company's long-term interests
In line with the company’s short-term interests
Staged customer selection
What is the return on investment to the end customer?
How to avoid risks for end customers?
How to control agent channels?
The control of channels lies in the brand
Channels can be cut off at any time
Channel secondary system monitoring
Operation system customer operation
value of customer
Cultivate personalized private brands
Customized equipment, systems, products, investment promotion, training, marketing
Enhance retail franchisee stickiness
Value-added services (training, marketing)
end customer
Reduce product input
Reduce operating expenses
Diversified sales models
Increase sales
Brand rejuvenation
Attract young customers
Improve brand competitiveness
what to bring
consumer customers
What does the experience feel like?
What is the difference in customer value between spot goods and virtual goods?
What kind of superiority does the virtual mode bring to customers?
What is the bundle value?
what to bring
"Third Generation Model"
Industrial chain + supply chain model
Feature positioning
bundled terminal
Sales Products
charge service fee
Platform franchise fee
Agent products
Agent brand
supply chain sales
supply chain finance
Integrate industry chain resources
pattern keyword
Product Diversification
diversity of forms
Cinema mode
Brand or chain?
capital model
lever
Resource amplification
risk transfer
Large system - platform model
Profit sharing model
[Business model positioning]
[Comparable development]:
Comparable stage planning
Launch a comparable model
A small number of customers try
Model Solve Customer Sales
Large-scale promotion
Customers become dependent
Comparable brands
Comparable model core
020 mode
offline
Spot goods
purchase
Own (free)
on-line
virtual
Reserve
comparable
share penetration
model success
Comparable development paths
wholesale
shopkeeper
peddler
penetration
brand
[Industrial chain positioning]:
foreign wholesalers
First-level wholesaler
Terminal Retailer
Terminal brand
Secondary agent
Terminal franchisee
Terminal brand
Secondary agent
Terminal franchisee
solution
1. Release customer information that customers are worried about
2. Hide comparable brands and conduct pilot projects
Problem discussion
Is the direction feasible?
What are the risks?
How to avoid risks
conclusion of issue
1. Who are the stage customers?
As a prerequisite, which customers have room for long-term cooperation with us?
What are the customer’s interests?
Where are our interests?
2. How to avoid customer risks
Customers cannot be taken away (customer information risk)
The product price should be affordable
No risk
3. How to implement and serve the model
Level 3 customer needs analysis
Implementation team implementation
question
Make a fool of yourself
around continuous implementation
4. How to carry out regional pilot projects
6. Comparable supply chain and comparable brands
1. Core purpose
wholesale
brand
What is the core of the brand?
Can it be implemented?
What is brand support?
Policy support?
Brand success rate
2. Brand positioning
High-definition brand positioning
Lack of understanding of the terminal
Tools for selling products
No "comparable" names are used
3. Opportunity
Brand opportunities sell products
New model, new service system = opportunity for customized model
Brand agency model expands the market
3. Risk
Is there any conflict between brand and wholesale?
Can brands make terminals profitable?
If the brand cannot be managed well, it will ultimately affect the future.
4. What are the key resources?
【Unique advantages】:
thinking power
Innovative business thinking
Expansion ability
Advantageous market expansion capabilities
Marketing power
Read the unique investment recruitment system
Product strength
Core product operation capabilities
【Product Positioning】:
Product 1: Asset-light model
1. Bring an asset-light business model to customers
2. Terminal experience machine
Product 2: Goods and Sales System
Offer products
Spot goods
Enrichment
Differentiation
Place an order
Enrichment
Differentiation
integral
basic services
Program classification
Series 1: Experience terminal mode
Series 2: Transformation Mode
System 3: New store opening model
Model implementation solution
space renovation
product planning
Machine operation process training
terminal material
Customized sales training
Product Three: Professional Marketing Services
Marketing value-added services
Design different series according to brand
service organization
Yunpeng Century Training
Shengxuantang planning
[Profit model]:
1. Product: product profit
2. Service: value-added service profit
【Strategic Positioning】:
Comparable positioning:
The fastest jewelry customization expert
Comparable missions:
Create an excellent jewelry customization experience
Comparable core competencies:
Effectively reduce cash inventory and achieve rapid shipment through super shopping guide machine
Shengxuantang
brand integration
MI
VI
Brand Promotion
product marketing
Marketing
space promotion
Operational thinking
role positioning
Product positioning and combination
Operating model
Profit model
business critical processes
[Key processes of business model]:
Find partners
Investment courses
Sales service
Sales Products
form dependence
[Node decomposition]:
【Looking for partners】
1. Classification of partners
Diamonds
Non-diamond
Brand owner
More than 50 channels
agent
2. Cooperation demand design
Promote partner brands
Strive for strong channel stickiness among agents
Comparable value-added services
Profit from selling products
Brand tag profit
Channel borrowing
Develop new customer retailers
Drive product sales in customer showrooms
Improve customer team growth
Other value swaps
3. Cooperation mechanism design
1. What are comparable bargaining chips?
2. complementarity of cooperation
3. sharing of benefits
1. Short-term benefits
2. long term benefits
4. How to build trust in collaboration
1. clear positioning
2. complementary interests
3. Clear terms of cooperation
4. Risk management and control of partners
4. Determine the agency mode
Provincial exclusive agent
Total market volume requirements
Regional exclusive agent
Total market volume requirements
5. Negotiate key contents
1. Market size expected design agreement
Outlet expansion plan, number of designated areas
2. Invite customers to anticipate appointments
Course starts
Key customer quality
Designate key customers
number of large customers
Classification of major customers (non-diamond, diamond, etc.)
3. Anticipation agreement of major customers
4. Activity income expected agreement
product cooperation
profit distribution
Guaranteed sales
5. The number of key customers participating in the on-site interaction and the content agreement
6. Division of responsibilities
7. Constraints
Agent withdrawal mechanism
8. Risk avoidance
3. Cost design arrangement
Course fees: Clients are responsible for sharing
6. Sign a cooperation contract
Provincial agent
Brand customer contract
Agency Client Contract
Regional agent
Brand customer contract
Agency Client Contract
7. Establish a special team
Special person in charge of cooperation
Division of work among the other party’s personnel
Comparable provincial representatives
Staffing plan
More than 20 outlets dispatch provincial personnel
Fee arrangement
Both parties will contribute half, and the rebate will be deducted after reaching the target.
Submit results
"Project Introduction, Negotiation PPT Plan"
"Project Cooperation Contract"
"Project Promotion Plan"
"Provincial System Operation Manual"
【Business Recruitment Course】
1. Seller benefit design
Customer mechanism design
consumer customers
What does the experience feel like?
What is the difference in customer value between spot goods and virtual goods?
What kind of superiority does the virtual mode bring to customers?
What is the bundle value?
what to bring
Selling point:
many
Rich
Richer choices, spot e-commerce model
quick
Customized, fast delivery
good
Good product
Province
E-commerce is cheaper than spot goods
Higher cost performance (price advantage)
Advertising slogan:
Physical experience, online price
Overall marketing solution
promotion pamphlet
climate change
Marketing strategy
. . . .
end customer
Reduce product input
Reduce operating expenses
Diversified sales models
Increase sales
Brand rejuvenation
Attract young customers
Improve brand competitiveness
what to bring
return on investment
Investment return calculation comparison:
Traditional model return on investment (inventory)
New model return on investment (inventory)
Address risks
Risk management and control:
"Zero" risk
Submit results:
"Model Promotional Leaflet"
2. Course nodes and control settings
1. Clarify the purpose of the course
market development
Create new customer resources
Sales equipment
Sales Products
Sales value-added services
Preparation
Company Profile
Mode introduction
product description
2. Optional course topics
The new retail code that achieves change and XXX brand press conference
The New Retail Code to Achieve Change and XXX Company (theme) Conference
The new retail code that achieves change is a large-scale CEO training meeting
Marketing ideas
Training sessions
Model innovation theme
Model implementation project
Implementation plan
Sign a contract
3. Cooperation operation model
Single partner model
Multiple partners
Peers
agent
Brand owner
wedding photo studio
wedding company
beauty salon
Terminal provider
expert
Different industry
media
hotel
club
commercial mall
Chamber of Commerce
3. Solve core problems
trust
1. Success stories (customers’ testimonials)
2. ability issues
3. Implementation issues
4. risk issues
5. Level 2 training
6. interactive session
7. Consulting session
value
Sale
scarcity
4. Course content design
first day
morning
"Asset-light Operation Model"
Sales link plus comparable model
afternoon
"Experiential Marketing"
Sales link plus comparable model
night
"Pattern Presentation"
main content:
Comparable model
Jewelry store asset-light operation model
Sales link (Ming Marketing) (Mr. Wu)
Successful Cases (Customer Testimonials) (Guest)
Customer risk avoidance (Teacher Yuan) “Zero risk”
"Intention Form" (host)
"Comparable, asset-light model promotion leaflet"
Mr. Wu’s first day of intervention
the next day
morning
"Product Planning"
Sales link plus comparable model
First half of section: product planning
Second half of the section: Comparable mode
Issuing cooperation policies and guiding intentions (moderator)
afternoon
"Diamond Marketing"
Sales link plus comparable model
Become a stranger
Issuing cooperation policies and guiding intentions (moderator)
night
"Model Implementation"
On-the-ground operation (20 minutes)
Space landing
Product landing
marketing techniques
Team building
Level 2 training
Operation demonstration
"Customized Class" Promotion
Issuing cooperation policies and guiding intentions (moderator)
"signing ceremony"
The third day
morning
"Store Promotion"
Sales value-added services
afternoon
sell goods
5. Course outcome expectations
Course Outcomes - On Stage (Level 1 Marketing):
Host:
teacher:
expert:
Marketing results - offstage (secondary marketing):
Conference team
Group in advance
Group by business personnel and customers
The group number is written on the student ID card
Prepare the card
sales team
Sales identity is reflected and distinguished from students (listing)
uniform
Industrial license (sales consultant)
manner
Advisory Team
collect message
Collection of expressions of interest
problem solved
Customer guidance
sales enablement
Interaction on stage
Follow up later
Contract marketing - three-level marketing
Customer representative signing
Submit results:
"Preparation Before Class"
Company introduction information
Mode introduction information
Product introduction information
"Course Main Body"
Course Topics
Course content
"Expression of Interest Form"
3. Environment layout and interaction
1. Key elements of the environment
2. Aura and atmosphere design
3. On-site interaction with shopping guide machine
4. Customer expectations and invitations
1. Customer classification selection
speculator
Equipment agents
investor
Product franchisee
Equipment orderer
atmosphere enhancer
2. Benefit expectation design
Mechanism design
Sign a contract before the course
Correspondence mechanism
Sign up during the course
Correspondence mechanism
Sign a contract after the course
Correspondence mechanism
On-site design
Host on-site guidance
Sales staff on-site implantation
3. Customer invitation arrangements
Before invitation
"Customer Information Sorting and Classification"
"Invitation content, tools, words, promotion, channels"
"Goal and Incentive Design"
Personnel training and client assignment
Inviting
Invited three times
After invitation
Submit results:
"Customer Information Sorting and Classification"
"Invitation content, tools, words, promotion, channels"
"Goals and Incentive Policies"
"Retailer Sales Contract"
"Signing Policy" (before, during, and after the meeting)
"Implementing the Atmosphere Booster Plan"
"Quantity and Quality Control Form for Personnel Invitations"
Key customer quality
Designate key customers
number of large customers
Classification of major customers (non-diamond, diamond, etc.)
Mr. Wu
5. On-site arrangement and control
marketing line
Pre-meeting marketing
In-session control
Teaching (brainwashing) - 1st marketing
Intent (expression of interest)
Locking in Sales - Catalysis (2nd Marketing)
Signing Ceremony - Atmosphere Marketing (3rd Marketing)
Meeting Marketing Team
host
group teaching
Follow up after the meeting
Follow up and advance
Conference line
Arrangements before the meeting
1. Statistics, classification, and grouping of invited students
"Student Statistical Classification and Grouping Table"
2. Hotel, venue and reception confirmed
"Hotel Venue Reception Catering Standards"
"Hotel Venue Reception and Catering Statistics Table"
3. Material preparation
"Bill of Materials"
4. Personnel arrangement
"Staff Division Schedule"
In-session control
Entry information
Follow up after the meeting
Identify key people in the organization
tissue line
"Project Manager Responsibility System"
Teacher Yuan
Personnel Orientation
Project meetings and training
Summary every night
Summary and evaluation after the meeting
Submit results:
"Organizational Division of Work Table"
"Activity Promotion Process Control List" (including key marketing node control arrangements)
Teaching (brainwashing) - 1st marketing
Intent (expression of interest)
Locking in Sales - Catalysis (2nd Marketing)
Signing Ceremony - Atmosphere Marketing (3rd Marketing)
"Bill of Materials Control Sheet"
"Student Statistical Classification and Grouping Table"
"Hotel Venue Reception Catering Standards"
"Hotel Venue Reception and Catering Statistics Table"
"Daily Customer Transaction Form and Control"
【Experiential Marketing Service】
1. Customer management system
Partner customers
end customer
Customer management
Equipment technical services
Customer Sales Service
Customer products services
2. Sales operation system
Professional sales team
Regional technical staff
Regional sales specialist
Professional sales approach
Level 2 training course
Store manager course
sales course
Promotional touch
Marketing promotion (phased)
key node
Can land
There is service
3. Chain operation model
operating standards
Equipment operation process
Equipment maintenance
Display standards
Sales standards
speaking standards
4. Sales service management
team
company team
Cooperation Team
manage
Division of labor
5. Backend operation system
Network backend
Company official website
Company sales website
iPad sales platform
Mobile phone sales system
Service background
Equipment maintenance personnel system, standards
Sales service personnel, systems and standards
Submit results:
【Bundled Products】
1. Product strategic planning
Product classification
product mix
product pricing
2. Product competition strategy
Submit results:
【Form long-term dependence】
1. Embedded products
2. Embedded services
3. Embedded sales
4. Embed brand
Submit results:
organizational model
Excellence Action Team
1: Management system
unify thoughts
unified mentality
unified direction
Management style led by the project team leader
Group name
"Excellence Action Team"
Action slogan
Excellent action, invincible for several lifetimes!
Action goal
Solve phased goals:
code of conduct
1. Action principles: unconditional obedience, active cooperation, result-oriented, and everything will work.
2. Group spirit: Responsibility without boundaries, selfless dedication
3. Work attitude: Dare to challenge and take responsibility
Organizers
Team leader
Function:
Organize, coordinate, manage, arrange, inspect, supervise, liaise
List: Zheng Jiangjiang
scribe
Function:
Record, organize, publish, archive
List: Qin Chengjian
consultant
Function:
guide
List: Luo Xinzhong
supervise
Function:
Project suggestions, target suggestions, commission requirements, supervision, inspection, and evaluation
List: Zhang Shunfei
member
Function:
Ask questions, participate in discussions, implement, supervise, inspect, evaluate
Permanent list:
boss Zhang
Teacher Zheng
Mr. Wu
Teacher Yuan
Mr. Huang
Mr. Qin
Mr. Chen
Mr. Zhou
subtopic
temporary member
Way of working
Commission project - project approval - determine responsible person - organize discussion - implement action - review and accountability
Three elements of promotion: event, time and responsible person
Management measures
Meeting format: Every Monday 5:00-7:00 pm
Not participating: The team leader agrees to the request for leave, and half of the members vote to pass the vote. If not, a 100 yuan donation (paid on site) will be given.
Not completed on time: 100 yuan per person for each unfinished task (paid on site)
Poor quality of completion: democratic evaluation, 60 push-ups for men and 20 for women (please double the number of duplicate questions)
Dispute resolution: collective voting and obeying collective resolutions
work process
1. Statistical meeting personnel list (conducted by the clerk)
2. Project leader reports work progress
3. Project discussion
4. resolution
5. implement. . . .
6. Question collection
Two: Project advancement
1. "Combining Business Models"
1.1. [Project theme]: Design of three major customer needs
1.1.1. "Consumer Demand Level Terminal Solutions"
1.1.1.1. what to bring
1.1.1.1.1. Selling point:
1.1.1.1.1.1. many
1.1.1.1.1.1.1. Rich
1.1.1.1.1.1.1.1. Richer choices, spot e-commerce model
1.1.1.1.1.2. quick
1.1.1.1.1.2.1. Customized, fast delivery
1.1.1.1.1.3. good
1.1.1.1.1.3.1. Good product
1.1.1.1.1.4. Province
1.1.1.1.1.4.1. E-commerce is cheaper than spot goods
1.1.1.1.1.4.1.1. Higher cost performance (price advantage)
1.1.1.1.2. Advertising slogan:
1.1.1.1.2.1. Physical experience, online price
1.1.1.1.3. Overall marketing solution
1.1.1.1.3.1. promotion pamphlet
1.1.1.1.3.2. climate change
1.1.1.1.3.3. Marketing strategy
1.1.1.1.3.4. . . . .
Overall marketing solution
1.1.2. Responsible:
1.1.2.1. Wu Jianfei
1.1.3. Complete time:
1.1.3.1. Undecided
1.2. [Project Topic]: How to increase customer stickiness
1.2.1. Discussion conclusion
1.2.1.1. Add iPad and mobile terminals
1.2.1.1.1. upload
1.2.1.1.2. pay
1.2.1.2. Increase theme products, categories, and cost performance
1.2.1.3. Increase the flexibility of acquired systems, brand owners
1.2.1.4. Increase the category and quality of value-added services
1.2.1.4.1. training
1.2.1.4.2. marketing
1.2.1.5. Add payment function
1.2.1.6. Brand customer contract
1.2.2. project outcome:
1.2.2.1. delayed discussion
2. "Implementation Plan for Key Nodes in Business Processes"
2.1. [Project Topic]: Looking for an agent
2.1.1. project outcome:
2.1.1.1. "Negotiation PPT Plan"
2.1.1.2. 4 "Contracts"
2.1.1.3. "Project Promotion Plan"
2.1.1.4. "Operation Manual"
2.1.2. Responsible:
2.1.2.1. Wu Jianfei
2.1.3. Complete time:
2.1.3.1. August 6
2.2. [Project Topic]: Investment Recruitment Course
2.2.1. project outcome:
2.2.1.1. "Course Design"
2.2.1.1.1. Submit results:
2.2.1.1.1.1. "Preparation Before Class"
2.2.1.1.1.1.1. Company introduction information
2.2.1.1.1.1.2. Mode introduction information
2.2.1.1.1.1.3. Product introduction information
2.2.1.1.1.2. "Course Main Body"
2.2.1.1.1.2.1. Course Topics
2.2.1.1.1.2.2. Course content
2.2.1.1.1.3. "Expression of Interest Form"
2.2.1.2. "Customer Expectations" "Personnel Invitation"
2.2.1.2.1. Submit results:
2.2.1.2.1.1. "Customer Information Sorting and Classification"
2.2.1.2.1.2. "Invitation content, tools, words, promotion, channels"
2.2.1.2.1.3. "Goals and Incentive Policies"
2.2.1.2.1.4. "Retailer Sales Contract"
2.2.1.2.1.5. "Signing Policy" (before, during, and after the meeting)
2.2.1.2.1.6. "Implementing the Atmosphere Booster Plan"
2.2.1.2.1.7. "Quantity and Quality Control Form for Personnel Invitations"
2.2.1.2.1.7.1. Key customer quality
2.2.1.2.1.7.2. Designate key customers
2.2.1.2.1.7.3. number of large customers
2.2.1.2.1.7.4. Classification of major customers (non-diamond, diamond, etc.)
2.2.1.2.2. Responsible:
2.2.1.2.2.1. Mr. Wu
2.2.1.2.3. Complete time:
2.2.1.2.3.1. ?
2.2.1.3. "Onsite Control"
2.2.1.3.1. Submit results:
2.2.1.3.1.1. "Organizational Division of Work Table"
2.2.1.3.1.2. "Activity Promotion Process Control List"
2.2.1.3.1.3. "Bill of Materials Control Sheet"
2.2.1.3.1.4. "Student Statistical Classification and Grouping Table"
2.2.1.3.1.5. "Hotel Venue Reception Catering Standards"
2.2.1.3.1.6. "Hotel Venue Reception and Catering Statistics Table"
2.2.1.3.1.7. "Daily Customer Transaction Form and Control"
2.2.2. Responsible:
2.2.2.1. Teacher Yuan
2.2.3. Complete time:
2.2.3.1. ?
2.3. Project critical checks
2.3.1. Achievements inspection after all results are completed, whether the current results can solve the target problem, reflection
2.3.2. Each group organizes relevant personnel to discuss and solve problems in order to achieve project goals.
3. Implementation of light asset model
3.1. Implementation system
3.1.1. Improve boot rate
3.1.2. Increase order rate
3.2. Level 2 training
3.3. Sales system
3.4. Standardization system
4. Level 2 Coaching Techniques
5. Improve new retail crypto partner plans and negotiations
6. Complete standardized asset-light management system
7. Create regional pilots
8. Nationwide template copy
9. Comparable brands
management style
1: Objective management system
2: Process management system
Establish a supervision mechanism
1. Reasons and purposes for establishing a supervision mechanism
1. Reduce bureaucracy and increase levels of responsibility
2. Implement various improvement projects
3. Solving implementation regulatory issues
4. Establish a reasonable mechanism of clear rewards and punishments
5. Solve the problem of your own soldiers not helping you fight the war
6. Let all middle and grassroots levels also establish supervision mechanisms
2. Responsibility hierarchy
1. Operating Committee
2. Vice President
3. Manager (Deputy Manager)
4. director
5. team leader
6. staff
3. Responsibility level joint and several relationship (percentage)
1. Vice President
1.1. %
2. Manager (Deputy Manager)
2.1. %
3. director
3.1. %
4. team leader
4.1. %
5. staff
5.1. %
4. Regulatory system
1. Regular meeting supervision
1. Monthly business meeting
1. Propose key indicators and set red lines
1.1. subtopic
1.2. subtopic
1.3. subtopic
2. Inspection of the tasks of the previous month’s regular business meeting
2.1. Benchmarking
2.2. rewards and punishments
2. Monthly sub-item regular meeting
2.1. Sales Monthly Meeting
2.1.1. Sales Monthly Meeting (Sales)
2.1.1.1. Red line:
2.1.2. Sales collection meeting (receipt amount)
2.1.2.1. Red line:
2.1.3. Sales Inventory Meeting (Inventory Level)
2.1.3.1. Red line:
2.2. production improvement meeting
2.2.1. Check whether major issues are improved or not
2.2.1.1. Red line:
2.2.2. Check implementation project results
2.2.2.1. Red line:
3. weekly meeting
3.1. Company sales performance
3.2. Sales performance by region
3.2.1. Red line:
3.3. Number of new customers
3.3.1. Red line:
2. Meeting convening and execution
1. Meeting convener
2. meeting note taker
3. Penalty publisher
4. Illegal executor
5. meeting supervisor
Three: Results Management System
Business model
1. Operation and management
1: Business philosophy: separation of operating rights and management rights
Franchise
open
Zheng
Wu
Yuan
List
yellow
Qin
management rights
layout
expand
Will sell
Sale
product
Production
manage
2: Management method: establishing a meeting system and business model
shareholders meeting
management committee
Positioning the positions and responsibilities of core senior executives
System management rules
result-oriented
accountability
management orientation
Three principles orientation (event, time, responsible person)
Strategic layout
Strategy implementation node
time frame:
Strategic Direction:
Two-year goals:
2014 goals:
the first season:
Second quarter:
the third quater:
Fourth quarter:
Team node:
Marketing Department
Node target criteria
the third quater:
Fourth quarter:
Task completion time node:
Training place
Node target criteria
the third quater:
Fourth quarter:
Task completion time node:
Sales
Node target criteria
the third quater:
Fourth quarter:
Task completion time node:
Product Department
Node target criteria
the third quater:
Fourth quarter:
Task completion time node:
Purchasing Department
Node target criteria
the third quater:
Fourth quarter:
Task completion time node:
Service Department
Node target criteria
the third quater:
Fourth quarter:
Task completion time node:
Create a successful experimental field
Regional pilot
full copy
Backcasting of results
Marketing system
Market strategic planning
Targeted market
Customer classification
Communication methods and resources for different customers
The way to promote
Nodes of marketing methods
market expectation
Target customers
Incentives
Process follow-up
June: Work summary
speak
advantage:
5 lessons
High satisfaction
develop interest
Comparable recognition
shortcoming:
1. Implementation issues
2. Unable to achieve quick signing
3. Not enough curriculum planning
4. Implementation training for middle-level managers
5. Tracking issues for classes starting in other places
6. Limitations of diamond solutions, customers are more than just diamond sales
7. Less frequent courses
8. Poor accurate customers
9. Shenzhen plan in July
10. The training was well received but not popular
11. Course Definition and Marketing
12. Multi-channel sales model
13. Packaging five sets of products is too slow
14. Addition for landing
15. Our advantage is lost
16. The agent’s mentality and the customer’s crisis did not play a positive role
17. Connecting customer interests
18. Customer benefit design for clients
19. Implement training one by one (Project Manager)
20. internal team
Summarize
Perfect system
client
who is the customer
First level customer
Secondary customers
Take advantage of
Brand owner
Large account agent
design
profit distribution
First-level customer benefit design
Secondary customer benefit design
return on investment
Address risks
Pattern core
core competitiveness
What cannot be copied
Phased Design Upgrades
course
personal statement, case
product
Embedded marketing based on the diamond model
Product design for several types of customers
Embedded
Retrofit
Brand new type
Supply chain system construction
Backend bundling
brand
project
Second level tutoring
product support
Service docking
Teamwork
Team layout
Operation
project system
Cooperate
Assessment of planning and execution
Breakdown of goals
assignment of tasks
Time and Responsible Person
Assessment and Benchmarking
July: core work
Nanning project
Conference upgrade
management by objectives
brainwashing
intention
consult
Sign a contract
Team match
Lecturer group
advisory group
Marketing group
form a standardized template
Customized class
August: core work
1. Comprehensively sort out business models and implementation plans
2. Upgrade the course content on August 8th
8.6 Member Records
Course trust issues
1. Display in the teaching content
2. Customer testimonials
course
The two-day course content is put into the course syllabus
A questionnaire will be added at the end of each day’s course
Interactive question preparation
Summarize the key points of the meeting
1. Invitation statistics table
Number of prospective customers for the machine
Number of customers who have purchased machines
Number of prospective customers for the product
Number of products purchased
Number of bosses
Number of middle and senior managers
2. On-site transaction statistics table
Number of machine renewal purchases by old customers
Number of product renewals purchased by old customers
Number of machines purchased by new customers
Number of products purchased by new customers
8.10 Summary meeting
Customer intention
Customer concerns
1. Supply chain services
2. Marketing planning
3. Serialized products
4. Training
Customer distribution volume
500,000-1 million
3000000
client needs
Holiday marketing planning
Large marketing planning
Mr. Wu
Course is too long
Teacher Yuan
Course Design
Student interaction
The quality of students’ sharing is not enough
Students’ early expectations
Hosting is not professional enough
US and UK
Course purpose
Summarize
organize
organizational accountability
Hierarchy of management
management goal orientation
market
need
where?
Who are the customers?
Invite
Target
The target number of people is met
Invitation skills are not of sufficient quality
Not classified
Old customers who have never participated
Yuanpeng's customers
Unexpected
Unknown customers are not targeted first
marketing
Positioning of the promotion meeting
Process management and results management
product
Show the advantages of the product
3. Problems at this stage
Will the courses at the Shenzhen home stadium be held?
The future of Yuanpeng Century
On-the-ground level 2 training
Customized class
Store manager class
Display class
The value of Yuanpeng Century
Accumulate resources
Shengxuantang’s cooperation model
Reflection of brand value
Shengxuantang’s original business promotion
The embodiment of planning business
Comparable business packages
Discussion on topic positioning
New service provider supply chain platform