方管市場的高速增長一方面催生了部分廠家的跳躍式發(fā)展，另一方面也掩蓋了大量中小型廠家管理和營銷低效的事實(shí)。今天，在競爭日趨激烈的背景下，中小型方管廠家想要破繭成蝶，還需好的營銷戰(zhàn)略。中小型廠家開始忙轉(zhuǎn)型升級家家忙轉(zhuǎn)型，個個謀升級，這是2014年經(jīng)濟(jì)發(fā)展的大勢與現(xiàn)象。尤其對數(shù)量眾多、夾縫中謀生存的中小型廠家，或被動參與，或積極推動，轉(zhuǎn)型升級已不再像過往官方的一句口號，而是實(shí)實(shí)在在的行動，貫穿其中的則是廠家組織的變革，特別是營銷組織的變革。

On the one hand, the rapid growth of Square Management Market has spurred the leap-forward development of some manufacturers, on the other hand, it also conceals the fact that a large number of small and medium-sized manufacturers are inefficient in management and marketing. Today, in the context of increasingly fierce competition, small and medium-sized square tube manufacturers want to break cocoons into butterflies, but also need a good marketing strategy. Small and medium-sized manufacturers began to be busy with transformation and upgrading. Every family is busy with transformation and upgrading. This is the general trend and phenomenon of economic development in 2014. Especially for a large number of small and medium-sized manufacturers, or passive participation, or active promotion, transformation and upgrading is no longer like an official slogan in the past, but a real action, which runs through the change of the manufacturer organization, especially the marketing organization.

方管廠家應(yīng)制定營銷戰(zhàn)略

Party-controlled manufacturers should formulate marketing strategies

在競爭日趨激烈的背景下，用戰(zhàn)術(shù)代替戰(zhàn)略形成的拍腦袋式?jīng)Q策將會貽害無窮，廠家戰(zhàn)略及模式的設(shè)計越來越重要。而營銷戰(zhàn)略的制定要做競爭對手、經(jīng)濟(jì)環(huán)境、消費(fèi)者、廠家自身資源等多個維度的分析，需要有理性的評估和開闊的視野。過于膽大或者膽小都不可取。戰(zhàn)略制定以后，最重要的動作是宣貫與指導(dǎo)。向內(nèi)是中基層經(jīng)理人，要進(jìn)行不同層次深入的講解與答疑。向外是經(jīng)銷商乃至供應(yīng)鏈，以經(jīng)銷商大會或者重點(diǎn)經(jīng)銷商論壇的形式發(fā)布。營銷戰(zhàn)略的制定廠家可以借助第三方機(jī)構(gòu)或外部資深專家提供顧問服務(wù)或方案設(shè)計，這樣會大大彌補(bǔ)自身資源的不足，往往會事半功倍。

In the context of increasingly fierce competition, the brainstorming decision-making formed by replacing strategy with tactics will cause endless harm. The design of manufacturer's strategy and mode is becoming more and more important. The formulation of marketing strategy needs rational evaluation and open vision to analyze competitors, economic environment, consumers, manufacturers'own resources and other dimensions. It is not advisable to be too bold or timid. After the formulation of the strategy, the most important action is to publicize and guide. Introverted managers at the grass-roots level should give in-depth explanations and answer questions at different levels. It is published in the form of distributor's meeting or key distributor's forum to the outside distributors and even the supply chain. Manufacturers of marketing strategies can provide advisory services or scheme design with the help of third-party organizations or senior external experts, which will greatly compensate for the shortage of their own resources, often with half the effort.

營銷變革是貫穿發(fā)展關(guān)鍵

Marketing change is the key to development

造聲勢：主要是統(tǒng)一思想，傳遞正能量。沒有沖突的干預(yù)是不存在的，沒有推動的變革也是無意義的。我們能做的不是不變，而是如何智慧地變，如何高效地變。

Voice power: mainly to unify ideas, transfer positive energy. Intervention without conflict does not exist, and change without impetus is meaningless. What we can do is not change, but how to change wisely and efficiently.

穩(wěn)核心：一是核心員工，二是核心業(yè)務(wù)。核心的員工是變革的家底或本錢，這個不能沒有。核心業(yè)務(wù)要么是占比較大的主營業(yè)務(wù)，要么是引領(lǐng)全局的關(guān)鍵業(yè)務(wù)，自然要重點(diǎn)關(guān)注。

Stable core: one is the core staff, the other is the core business. The core employee is the change's family background or capital, which can't be avoided. Core business is either the main business with a large proportion or the key business leading the overall situation. Naturally, we should focus on it.

樹樣板：先易后難或先難后易，抓關(guān)鍵的少數(shù)而不是到處放火，最后無法收拾。樣板就是突破口，榜樣的力量是無窮的!管理變革是經(jīng)理人特別是高階經(jīng)理人的核心能力之一。面對紛紜復(fù)雜的市場變化以及日新月異的技術(shù)革命，不會管理變革或者不愿意面對變革的經(jīng)理人很容易被淘汰。

Sample Tree: First easy, then difficult or first difficult, then easy. Grasp the key few instead of setting fire everywhere, and finally unable to clean up. Model is the breakthrough, the power of model is infinite! Management change is one of the core competencies of managers, especially senior managers. In the face of complex market changes and the ever-changing technological revolution, managers who do not manage change or are unwilling to face change are easily eliminated.

不管是戰(zhàn)略的調(diào)整，還是模式的創(chuàng)新，都是方管廠家在應(yīng)對市場演進(jìn)的主動選擇。事實(shí)上，面對危機(jī)，走在十字路口的中小型方管廠家，變可能會死，不變一定會死。組織變革其實(shí)是方管廠家發(fā)展的常態(tài)，最重要的不是變革本身，而是深藏其中的判斷、氣魄、方法與邏輯。