Regional market development plan

The regional market development plan refers to the model of the provincial market development plan of the marketing director of the American industry-the market work plan of Jiangsu Province in 2008.

Foreword:

At present, the market situation in Jiangsu Province has been analyzed and sorted out after nearly two months of visits, communication and feedback from customers and markets. Mainly from the following aspects:

Part I: Market introduction.

First, the basic concept of market structure

The market distribution in Jiangsu is very characteristic and the market differentiation is great. The level of economic development in different regions is obviously different. At the same time, the consumption concept, terminal sales orientation and management mode are also different. Because if the positioning is wrong, it will not only fail to achieve the goal, but also inevitably lead to unnecessary costs and even disastrous consequences in market operation.

Therefore, it is still very important to determine reasonable regional positioning and operating strategy rates according to the characteristics of the market; This requires a clear basic guiding concept.

Second, the division and elaboration of the regional pattern

According to the regular characteristics of Jiangsu, there are three major regional divisions:

1, southern Jiangsu

Brief introduction: There are four prefecture-level cities and a provincial capital city in southern Jiangsu, which are very distinctive in both economy and regional culture. Because they are all south of the Yangtze River, Jiangsu people are also called Jiangnan. Economically developed, especially Suzhou, Changzhou and Wuxi, their economic development and living standards are among the best in the country. Wuxi, Suzhou, the top county in the national economy 10, accounted for 10, and Jiading County, Shanghai tied for ninth place. Almost all the top 100 counties in southern Jiangsu can be listed.

Therefore, the market positioning of this region is very different from the general market positioning. Usually, the market is developed in urban areas above the county level; However, due to the high living standard and economic development level of towns and villages in this area, the beauty consumption ability and consumption concept are very mature, and the distribution pattern of township beauty salons is also relatively extensive and perfect. And each county-level city has more than 10 townships on average; Some towns and villages have beauty salons. Moreover, the consumption power of each township is absolutely not lower than or even higher than that of other counties; It can be seen from these situations that the market potential and consumption energy of this region are unimaginable in other provinces and other markets.

At the same time, the market competition in this area is also quite fierce, especially the development of beauty salons in prefecture-level cities has high requirements for companies, and the development cost and difficulty are great. If the conditions are not met, the development cycle will be very long. The scale and specifications of beauty salons are also high; /kloc-shops under 0/50 square meters are rare in prefecture-level cities. However, the market competition situation and development difficulty of county-level urban areas and towns below are much smaller.

Based on the above situation, the market positioning of this region is to carry out in-depth development; Especially in county-level cities and units below towns, the strategic development focus is: rural areas first, then cities. When a brand's market share is full, it can reach 48 (urban areas above the county level) and 60 in towns and villages. While improving the sales and development team and after-sales detailed service, we will carry out targeted regional development of prefecture-level cities. Therefore, the proportion of southern Jiangsu is the key area for the company's market development and occupation. The counties and cities in this area are:

Nanjing: governs 15 district and 2 counties (Lishui and Gaochun).

Zhenjiang City: governs 3 districts and 3 county-level cities (Yangzhong City, Danyang City and jurong city City).

Changzhou City: governs 5 districts and 2 county-level cities (Jintan City and liyang city City).

Wuxi: It governs 5 districts and 2 county-level cities (Jiangyin and Yixing).

Suzhou: governs 6 districts and 5 county-level cities (Changshu, Taicang, Kunshan, Wujiang and Zhangjiagang).

2. Suzhong District

Introduction: compared with southern Jiangsu, the economy and consumption capacity of this area are slightly different; In particular, there are few beauty salons at the township level; Its proportion is about 20%, and the consumption power of villages and towns is far from that of southern Jiangsu. Therefore, towns and villages do not pay attention to development and service targets. The focus of development and services is on the county level and urban areas.

The consumption capacity of cities and towns at or above the county level in this region is relatively high; The concept of terminal consumption is very mature. The models of beauticians are high, medium and low. It is relatively easy to develop, and once the market has performance, it is relatively stable; There are many choices for market development. When the market share of a brand is full, it can reach 23 (units above the county level), and 25 towns and villages are relatively conservative. The market performance of villages and towns is far less than that of villages and towns in southern Jiangsu, and they are very dependent on the after-sales of the company, which will inevitably lead to high maintenance costs of the company.

Therefore, the focus of regional market strategy is: under the premise of stability, to occupy the urban areas above the county level as the main, supplemented by township development. According to the economic and regional characteristics, Central Jiangsu can be composed of three prefecture-level cities:

Nantong City: governs 2 districts, 4 county-level cities (Tongzhou, Haimen, Qidong and Rugao) and 2 counties (Rudong and Hai 'an).

Taizhou: governs 2 districts and 4 county-level cities (Jiangyan, Taixing, Jingjiang and xinghua city).

Yangzhou City: governs 3 districts and 3 county-level cities (Jiangdu City, Yizheng City and Gaoyou City), 1 Baoying County.

3. Subei District

Introduction: Subei is composed of five prefecture-level cities. Due to the wide distribution in this area, there is a big gap in economy and consumption level compared with southern Jiangsu and central Jiangsu, and there are almost no township-level beauty salons. The region can reach 40 in the case of full staff, and the performance can only reach the market level of villages and towns in southern Jiangsu at most in the case of equal number of people; Compared with the same level market in the Soviet Union, the performance can reach 70% at most.

So it can be seen from the above situation that although the area of this area is widely distributed, there are many areas; But the market share is not very high; Development and maintenance costs are increasing; Strong dependence on the company's after-sales service.

Key points of market strategy: according to the geographical and economic characteristics, it can be divided into two communities and set up two distribution agents to guide and assist them to expand the market width and increase the market share.

Community division:

(1) area:

Yancheng City: Yancheng City governs two county-level cities (Dafeng City and Dongtai City) and six counties (Du Yan County, jianhu county County, Xiangshui County, Binhai County, Sheyang County and Funing County) in 1 District.

Huai 'an City: governs 4 districts and 4 counties (Hongze County, Yu Xu County, Jinhu County and Lianshui County).

(2) area

Lianyungang City: governs 3 districts and 4 counties (Guanyun County, Ganyu County, Donghai County and guannan county).

Suqian City: governs 1 District 4 counties (Suyu County, Shuyang County, Siyang County and Sihong County).

Xuzhou City: governs 5 districts and 6 counties (Tongshan County, Fengxian County, Peixian County, Sun Ning County, Pizhou City and xinyi city).

Third, the overall strategy of Jiangsu market

According to the regional pattern and market share distribution, there are 196 beauty salons of one brand in Jiangsu Province. In which: Sunan 108, Suzhong 48; Subei 40.

It is not difficult to see from the above data that the strategic positioning of the market is "based on the development of central Jiangsu, deepening the expansion of southern Jiangsu and assisting in stabilizing northern Jiangsu".

To complete the above overall strategic deployment, there are still many problems and insufficient conditions, which will be gradually improved and adjusted according to the situation and objectives of branches and the deployment intentions and requirements of the Head Office. The specific content is included in the next part: the annual work distribution implementation plan.

Four. Market Status of Jiangsu Branch

At present, although the Jiangsu market has been running for a long time, it can only be regarded as a prototype, and it still faces great problems, which are embodied in:

"The deep market share is not high, and the market structure division is not very reasonable; Dealer's operation ability is uneven; The vigilance is very heavy, which leads to the disconnection between the terminal and the branch; There are many blank areas in the market; The proportion of mainstream products of similar products in terminal competition is not high; Compared with the same period, the performance declined seriously. "

At present, the composition of Jiangsu market is as follows:

Xuzhou

lianyungang

Yancheng

Suzhou

Nanjing

From the current market structure division and the operation of dealers, it is not difficult to see that the next step is still a long way to go; Now that the problem has come out, we must find a way to solve it. To solve these problems, we must complete the following tasks:

1. Complete the configuration and training of marketing personnel in the branch.

2. Improve the after-sales service process and work specifications of the branch.

3. Guide, assist and standardize the dealer's market operation ability and after-sales workflow.

4. New dealers are added to blank areas and regional reorganization or branches are directly self-operated.

5. Replace or withdraw unqualified dealers.

6. Finally, the terminal will be directly operated.

7. To complete the above work, we need the strong support and cooperation of the headquarters.

Part II: Market Operation Plan and Scheme in 2008

According to the actual situation described in the first part, the market operation plan and scheme for 2007 are formulated.

This year's work focuses on:

1, personnel training and sales team building.

2. Preparation of new product marketing and establishment of new product sales network.

3. Maintain old customers and improve sales performance.

4, terminal network transition, rectification and establishment.

5. Reorganization and improvement of sales channels

6. Inspection and implementation of after-sales system

In order to achieve the above objectives, the work is divided into three stages:

The first stage (1, February, March and April): customer maintenance and performance improvement, establishment of sales team and improvement and implementation of after-sales system.

The second stage: (May, June, July and August) market promotion preparation of new products, rectification of agents and beauty salons, promotion of loyalty and promotion of systematic education.

The third stage: (September, 10, 1, 65438+February) (1) Establish a perfect new product market development and after-sales maintenance system, reorganize the sales and after-sales team (2) Over-establish the terminal network and reorganize the sales channels (3) Agents and beauty salons.

In order to facilitate the understanding of the phased work and clarify the operational ideas, the following is a detailed description of the three stages of work:

The first stage (1, February, March and April):

Customer maintenance and performance improvement, the establishment of sales team and the improvement and implementation of after-sales system.

In view of the objective factors of tight time and heavy tasks at this stage, as well as the uneven and unstable personnel, we will simultaneously carry out market research, customer development and reorganization, personnel training, team building, and performance improvement of old customers. * * * is realized by the following steps:

1. Improve the company's after-sales personnel structure: recruitment and headquarters dispatch are carried out at the same time, with recruitment as the main task and headquarters dispatch as the supplement.

2. Strengthen the training of employees' service skills and job functions, and everyone will pass the examination and pass the inspection in market practice.

3. Strengthen the study of company system, standardize management and formulate standard operation instructions; And implement it;

4. Send marketing personnel to understand the operation of dealers and make a summary; Find problems and assist in rectification; At the same time, try to understand the market network situation and information of each dealer, so as to lay the foundation for future rectification.

Therefore, only by completing the above work links can the next step be carried out:

Get ready.

In the preparatory work, the promotion and formation of the company's operating strategy must be gradually improved in the detection of later work. In view of the fierce competition in the current market, customers' demand for services is also increasing. Therefore, innovating effective business philosophy, improving the technical gold content of products and creating high value-added service and after-sales system are the mainstream of Jiangsu beauty market development.