Advanced Marketing Requires Only Seven Lessons.

Lesson one: 100% from Customer Set out

Drucker once wrote that the purpose of an enterprise is to create customers, and there are only two basic functions of an enterprise, that is, marketing and innovation. Marketing and innovation create output, and all other links can only be counted as inputs.

Marketing is different from sales. Sales are persuading potential users to buy products that already exist and sell by sellers. First, marketing is to find out the needs of potential customers, and then start manufacturing or developing corresponding products. The two have no complementarity and mutual exclusion.

Marketing is a matter of the whole. It must be viewed from the perspective of final result, that is, from the perspective of customers. Therefore, all departments of enterprises must think about marketing and assume the responsibility of marketing.

Therefore, Drucker said that there are only two basic functions of an enterprise, that is, marketing and innovation. Later, he further pointed out that "marketing and innovation are the basic aspects that any organization must consider when setting goals. Only these two aspects can enable enterprises to get output. Customer payment is also the achievement and contribution of these two aspects.

The second lesson: Marketing It is a commitment or value of an organization.

In many training courses, a point of view is mentioned: the highest level of marketing is value marketing.

Most enterprises only regard marketing as a function, but Drucker has promoted marketing to the whole organization level. In his book "management practice", Drucker commented on marketing: "it encompasses all businesses. From the end result, that is, from a customer's point of view, the only thing a business has to do is marketing. Therefore, all departments of the enterprise should pay attention to marketing and take charge of marketing.

And in the book "5 questions you must bring to your organization", Drucker raised 5 questions:

What is our mission?

Who are our customers?

What value do our customers value?

How are we doing now?

Ours plan What is it?

Any one of these 5 questions is directly or indirectly related to marketing.

The third lesson: internalize the marketing concept within the whole organization.

In combination with the second lesson, we mentioned that marketing is the commitment of an organization that the organization promises not to internalize its employees, so why do you let customers trust your business, your employees and your products?

So, what is the first thing to do with your employees? You have to know what the employees expect to sort out the company, and then make the employees cool and the employees are more likely to identify with the organization.

If employees expect the company to be ranked from high to low, it should be:

1. work with people who respect themselves.

2., work should be interesting.

3. well done places can be recognized.

4. have the opportunity to improve skills;

5. if you have ideas about how to do better work, someone needs to listen.

6., have the opportunity to think for themselves instead of passively carrying out orders.

7., you can see the final result of your work.

8. managers should be efficient.

9., the content of work should not be too simple.

10., be well-informed and know what is going on.

11., work should give people a sense of security.

12. high salary;

13. welfare good.

See, salary and welfare are at the end, which means that playing with money or relying on money alone is hard to capture employees' minds. If you can't have your own heart and your mind, the whole organization will be hard pressed for unity.

The fourth lesson: innovation needs structure.

Nothing can jump out of an idea, this innovative efficiency is limited. The most promising innovation is structural innovation. This remark is also true. That is, great innovation must be structured, especially for an organization. As long as we remember these sentences, OK is the key to organizational innovation.

1, source innovation: mentioned the source of 7 innovations:

(1) unexpected things: don't neglect or hate things that happen around you.

(2) inconsistent things: the result of deviating from the original intention is not a bad thing.

(3) process needs: what is needed, and strive to do so until the goal is achieved;

(4) industrial structure and market structure: always pay attention to, constantly try to change or use;

(5) demographic changes;

(6) change of concept: we see the perspective of things is crucial.

(7) new knowledge: a new knowledge from emergence to innovation always takes many years, sometimes it takes more than ten years or even longer.

2, innovation rules:

The rules of systematic innovation are summed up as 5, 3 and five:

(1) first, focus on what opportunities you have, rather than what obstacles you are facing.

(2) watch more, ask more and listen more.

(3) stick to simplicity;

(4) start from small to large;

(5) aiming at leading position;

Three is not:

(1) don't be smart.

(2) do not come up with too many innovations at a time.

(3) do not attempt to innovate in order to solve future problems, but to innovate for solving current problems.

3, entrepreneurial marketing 4 categories:

(1) to dominate a market or new industry;

(2) developing markets that are not fully serviced;

(3) discovering and occupying specialized "niche" (products or services that contain rich market opportunities but not large scale, others do not);

(4) changing the economic characteristics of a product, market or industry.

Compared with those who are not good at innovating, innovators can systematically examine the elements which are not related to each other and isolated from others. The system here is actually a structure.

The fifth lesson: organizational consciousness beyond profit.

Marketing for profit only ends up in the end. An organization must have a sense of organization beyond profit.

The goal of an enterprise is to achieve moderate profit, which can not only achieve its own success, but also benefit the society. Profit is like blood and oxygen, which is very important to enterprises. But pursuing blindly will only produce many problems.

Drucker said: the profit of an enterprise (rather than the maximization of profit) is more important to the society than to the enterprise.

Profit is only a way to achieve the goal, and the ultimate aim of any enterprise is to create customers. In order to create customers, we need to remember that understanding customers is more important than quantitative analysis.

Many enterprises always want to judge which is right or wrong by quantitative analysis. In fact, customers sometimes feel more important.

We must stand in the long term to create customers, and form a sense of organization to create customers.

When there is a lack of organizational awareness, customers will eventually be lost. In many cases, the failure of some businesses is not due to poor products, but from customers' perspective, those who provide these products do not provide enough services.

The sixth lesson: the power to maintain the organization's marketing power.

To maintain the organization's marketing power, look at two objects. One is leadership and one team.

Leaders are fastidious about the 8 principles of leadership.

1., maintain absolute integrity;

2. know your subordinates;

3. express your expectations openly.

4., showing extraordinary dedication.

5. expect positive results;

6. take care of the people you touch.

7., do our duty first and then seek personal gain.

8. go to the front line of work.

The organization stresses three forces: 1. strength: the amount of resources; 2. strength: knowledge and intelligence; 3. moral strength: attitude and spiritual value.

The seventh lesson: face the outside and seize the opportunity.

To create the future is to look out of the window, analyze what is seen and take corresponding actions. It is more important to study the external environment and obtain external information than to get internal information, because the potential customers are much more than the existing customers. If we pay attention to the external environment, we can win more customers.

At this time, we must know how to act decisively. Abandonment and innovation must be carried out at the same time, but not hurriedly, and must be systematically promoted. Abandoning must start with reflection. Ask yourself regularly: if I hadn't done this before, would I do that now?

In many cases, timing is not everything. He is the only one.

At that time, the machine was lost, and the marketing of the organization was useless. The marketing of Kodak and NOKIA was not so good, but when the time was running out, everything disappeared.