Market-Oriented MPR Research Of Company Q

Company Q was founded in 2000.It listed on the Shenzhen Stock Exchange in 2008. Company Q is specializing in the automotive industry management software and automotive electronics product development, manufacturing and service of high-tech enterprise, the company's main business includes four categories: First, the management software, for the automotive industry chain and transportation management; Second, electronics system for the automotive. The third one is the system integration. And the fourth is data center solution vendor. After ten years of growing, Company Q has formed its own unique set of marketing systems and processes, during the continuous change and improvement, Company Q met lots of problems in marketing processes, such as internal over-competition, institutional overlap and cross-sectoral integration of resource constraints and other problems that seriously affected the Company Q's overall competitiveness, reducing the annual revenue. The marketing process problems on the issue are urgently needed solving. In this article we mainly discuss the marketing processes reengineering for the Company Q's marketing processes and marketing problems.In this article, first of all, I introduces the topics of the background, significance and content of the main research methods; secondly I just describes the status of Company Q and the company's marketing processes with industry-leading companies, then make a brief comparative analysis and do some problem analyzes of the company's internal marketing processes; At last I introduce the suitable solutions for the company Q's marketing process reengineering program.Company Q has four major units, such as integration services units, data center units, automotive electronics units, Automotive Software Unit. Each unit has independent accounting and marketing departments on their own set. For example, Integrated Services Unit, there are Project Implementation Department, General Sales Department, System Integration Department, Office-assistant software department, MES software Department. In these departments, respectively, they all have their own sales mangers, forming an invisible marketing network, appears as full mesh, but in fact, coverage is not enough. While most of the marketing staffs, resources are concentrated in several key customers, which caused the customer a lot of confusions, the contract man is not unique. When there is a mission for Company Q, the customer has to contract several different units of Company Q to complete the mission. Everybody knows that is really a waste of time, but it is still there.Internal over-competition within the enterprise competitive slow the company down. In a market economy system, we generally promote healthy competition, let the market mechanism work survival of the fittest, has reached a reasonable allocation of resources. This is seemingly very reasonable among different firms, but not in the same one, which will lose group cohesion, reduce the overall combat effectiveness, the loss of other business competitiveness.Sales department overlap problem. Inside the Company Q, four different business units, respectively, with their own sales departments, including data center sales department, integrated services sales department, automotive industry sales department. Although the automotive software unit does not have individual sales department, but every project team has its own man responsible for product sales. So in the software unit, there are about 6-8 department with the sales functions, while at the same time a pure software developing department doesn't belong to the software unit, this architecture will inspire the unit excavate valuable person from others, focusing on short that will cause the long-term damage to the company's future.Difficulty of allocation resources from Cross-sectoral department When A and C departments belong to different business units, if department A want to borrow a device from Department C, there is no proper method, which is believable what happened in a modern company.Complexity of approval process. Account Manager want to sign a contract, for example, first of all he must drafted the contract himself, with the template provided by company, and then submit it. Here everything seem to be normal but during the following approval progress, there must be director approval, the project manager approval, the Commerce Department approval, legal department approval, the financial department approval, VP approval and President approval, if any tiny mistake found in the contract, the full contract will return the beginning again, and again. The entire approval process is really prolix.For the problems above and Company Q's situation, we just propose some marketing process reengineering suggestions, combined with the theoretical knowledge.Setting up a company-level sales department is very important, here we can name it as the Sales Management Department, only to differ from the original various sales departments. The new sales management department should integrate all old sales function department as one, and the staffs can have some independence, but obey to the unique manager, unified command and coordination of resources to facilitate the company-level operation of the project. Sales Account Manager in the Department also owned by the original department operational guidance, so they can ensure account managers can catch up with the developments of the original department, which will be helpful for the better Company Q's solutions proposal for the customers.Market-oriented integrated marketing. Implementation of "One Voice" strategy let the customer face only one account manager for the time, the account manager can help him get the software, hardware and comprehensive services. Implementation of integrated marketing advertising can enhance the overall company image. The customer requirement is the key focus of the enterprise activity, all the processes should be around this, and the CRM system would be helpful way to establish a better relationship with customer and improve the satisfaction.CRM and OMS systems as a IT support platform assisting the implementation of whole marketing process reengineering, although it can not guarantee the success of the marketing process reengineering, but it certainly cannot succeed without these systems. These information systems can help internal communication, understanding, information sharing, especially important in"large"enterprises. The information system can make the information transmission among the regional divide department; the process would be more reasonable and less human mistakes and omissions. The systems are useful when analyzing in cross-sectoral and cross-customer, so there will be more objective information to support the account managers'decision-making.Soft management is a people-oriented management model, emphasizing the humanity, according to the actual situation of rapid change and response. Soft management is very different with previous rigid management system, which pays more attention to direct communication between people and more emphasis on human emotional factors, so that enterprises would no longer be a "stiff" stone, but a living company accompanying all the staffs rapidly grow up with it.The establishment of internal marketing and internal service philosophy within the company, every staff service the next stage colleagues, and everyone can be evaluate by himself and the next stage colleagues. Changing a company's performance evaluation model will promote the company internal.The integration of the sales management department is the basis for the entire marketing process reengineering, the market-oriented integrated marketing is a method, the information system construction and soft management is the assistance of the implementation, thus an innovative performance evaluation system guarantee the success of the implementation. Any part missing will cost the entire failure of the marketing process reengineering.