The Research Of Capability Maturity Model For Marketing

Today, marketing is an important tool of competition between businesses in global market. The entire body of Chinese economy is great, but corporations that support the development are not strong in both technology and marketing. Thus, capability for marketing is the focus of this paper. Capability for marketing that is gradually formed in the process improvement of achieving business goal is not equal to assets, and it also can't be simply thought as a method of marketing.Through a careful review of Capability Maturity Model for Software (CMM) and a close watch on the process of marketing, a new model is brought forward in this paper, which is Capability Maturity Model for Marketing (M-CMM). The concept of M-CMM proposes that a process has a lifecycle that is assessed by the extent to which the process is explicitly defined, managed, measured and controlled. Based on M-CMM presented in this paper, corporation obtains an optimized method of marketing.The framework of M-CMM identifies the levels of maturity of a corporation on a scale of 1 to 5, with level 5 as the highest. Level 1 is initial, where processes are chaotic and disorganized and there are few formal rules or procedures. Level 2 is repeatable, where basic project management techniques track costs, schedules and functionality. Level 3 is defined, where attention is paid to documentation, standardization and integration. Level 4 is managed, where process is predictable, detailed and quantitative and management can adjust and adapt the process to specific projects without losing quality. Level 5 is optimizing, where processes are continuously improving.In order to implement M-CMM, this paper provides key process areas (KPA) that are a series of associated activities closely concerned with the improvement of capability for marketing. The KPAs of level 2 are controls and managements of strategic, plan of all the year, project layout, payoff and audit. The KPAs of level 3 are related to strategies of projects and organization. One KPA of level 4 are quantitative measurement and another is marketing control. To better serve the organization's particular needs, innovative processes are introduced at level 5. In third chapter of this paper, more details are discussed and some examples are given. But when practicing these KPAs, organizations should pay more attention to the conditions themselves and choose proper ways according to the soul of M-CMM.