Branch Marketing Model Process Management Of The Sd Group

This paper takes the SD group subsidiary as the main research object, and make athorough discussion on its marketing mode. Through the analysis on the processmanagement of marketing mode, this paper summarizes the SD group's corecompetitive power. This process management of marketing mode method has a strongguiding sense regarding the specialized high-tech enterprise's market development.This paper consists of five parts. The first part is an introduction, including thebackground, main content (i.e. SD group subsidiary company's marketing mode), andmethod, significance of this study. The second part reviews the evolution of competitiontheory, the enterprise competitive power, the core competitive power as well as themarketing competitive power theory and their relationship. Under a complex andintense market environment an enterprise must have its unique ability and resources.With the process management of marketing mode, by integrating the enterprise'sinternal and external resources and making fully use of these resources, enhancing themarketing ability unceasingly and expanding competitive advantage, the enterprise mayform its core competitive power as the result. By the analysis on the current situationand the future competitive environment of the SD group and the comparison with thecompetitor, the third part points out the importance and necessity of formulating andcarrying out the process management of marketing mode and constructing theenterprise's core competitive power. The fourth part is the key point of this paper. Itdiscusses and studies deeply into the two kind of existing marketing modes of the SDgroup subsidiary: direct sale and selling on commission. The SD group subsidiaryapplies the fine flow management, by integrating the enterprise's internal and exteriorresources and make fully use of these resources, which not only lets the four essentialfactors of marketing competitive power: marketing competition intelligence system,marketing resources system, marketing ability and the marketing executive powerorganic synpaper, piecemeal implementation, and easy to carry out, but also forms thefeedback and lets the enterprise's marketing system be automatically inspected andrevised, and changes along with the market. Through many years effort, the enterprise has obtained customer's approval gradually in the market and achieved much more thanthe competitor. Moreover, this kind of market competition superiority has expanded theenterprise's unique ability gradually. The SD enterprise therefore has had the marketingcompetitive power, at the same time enterprise's core competitive power has formed.The fifth part proposed, along with the rapid development of Internet technology andunceasing change of the customer characteristic, as well as a series of innovations of therelated technology, the subsidiary company shall develop the new marketing mode inorder to enhance the enterprise's core competitive power.This paper tries to begin with the marketing mode analysis, and then pointed outthere is a flow in each sale link. The discovering, understanding, carrying out,optimizing and rebuilding the flow are the fine project in the management of saleprocess. Base on the overall environment analysis on the current situation of weldingindustry in our country and discussion on the enterprise itself, this paper then points outin order to build an impregnable position quickly in the market and maintain its corecompetitive power, the most important thing for an enterprise is to establish formidablemarketing teams and make a stable dealer channel. Finally, facing the new situation, thispaper puts an emphasis on the study of the B2B marketing mode, and proposesoptimum composition of marketing mode-dynamic marketing mode, which requiresthe enterprise rebuilds and promotes the marketing mode according to the change ofmarket so as to adapt increasingly the intense market competition.The author applies the process management of marketing mode studied andsummarized in this paper to a newly taken over enterprise. Only after two months, thisprocess management took great effects, especially the sales process managementproposed in the marketing mode. It is believed that this paper also has the reality andreference significance to the development of small and medium-sized specializedhigh-tech enterprises.