方管企業(yè)缺乏市場(chǎng)營(yíng)銷意識(shí)，也沒有自己的品牌，對(duì)國(guó)內(nèi)市場(chǎng)不了解，營(yíng)銷人才、渠道資源、產(chǎn)品組合常常成為邁不過去的坎。不少謀求出口轉(zhuǎn)內(nèi)銷的方管企業(yè)，由于沒有渠道而苦不堪言。而長(zhǎng)期做外貿(mào)的思維慣性，致使有的轉(zhuǎn)型企業(yè)直接采用廣告轟炸，低價(jià)競(jìng)爭(zhēng)來?yè)屖袌?chǎng)渠道。顯然這也非長(zhǎng)久之計(jì)。實(shí)際上，國(guó)內(nèi)外市場(chǎng)大相徑庭，國(guó)內(nèi)方管市場(chǎng)渠道模式復(fù)雜，區(qū)域市場(chǎng)差異大，消費(fèi)者的消費(fèi)行為難以預(yù)測(cè)。

Square management enterprises lack marketing awareness and brand, and do not understand the domestic market. Marketing talents, channel resources and product mix are often the obstacles that can not be overcome. Many managed enterprises seeking export to domestic market suffer terribly because of lack of channels. The long-term thinking inertia of doing foreign trade has led some transforming enterprises to directly use advertising bombardment and low-price competition to grab market channels. Obviously, this is not a long-term solution. In fact, the domestic and foreign markets are quite different. The domestic market channels are complex, the regional markets are different, and the consumer behavior is difficult to predict.

與出口訂單不同的是，內(nèi)銷訂單往往量小而多元，這就要求我們企業(yè)必須結(jié)合自身情況進(jìn)行渠道突圍。對(duì)于進(jìn)入傳統(tǒng)渠道困難的中小方管企業(yè)來說，可以把脫困減負(fù)的訴求投向外部市場(chǎng)的結(jié)盟、協(xié)作，以及政策的扶持和行業(yè)內(nèi)外的重組求變，其要訣就是隨機(jī)應(yīng)變，抱團(tuán)過冬。

Unlike export orders, domestic sales orders are often small and diversified, which requires our enterprises to break through channels according to their own conditions. For small and medium-sized enterprises with difficult access to traditional channels, they can invest their appeal for relieving difficulties and reducing burdens in the alliance and cooperation of the external market, as well as the support of policies and the restructuring of the industry and the outside world. The key is to adapt to the situation at random and stay together for the winter.

危機(jī)時(shí)代的營(yíng)銷，有時(shí)進(jìn)攻才是最好的防守

Marketing in times of crisis, sometimes attack is the best defense

經(jīng)濟(jì)不景氣，開源、節(jié)流是企業(yè)的兩大過冬策略。相對(duì)來講，“節(jié)流”是比較容易操作的。具體到營(yíng)銷層面上，推廣費(fèi)用削減是必要的。但是注意是“削減”不是“削滅”，營(yíng)銷是企業(yè)生存的生命線!越是在市場(chǎng)情況艱難的時(shí)候，傳播的作用與需求更加凸現(xiàn)。因此簡(jiǎn)單、生硬地砍掉營(yíng)銷費(fèi)用，不能保證企業(yè)安全地度過經(jīng)濟(jì)蕭條期。所以在緊縮開支的情況下，企業(yè)就必須把每一分錢都花在刀刃上。

Economic depression, open source and throttling are two major winter strategies for enterprises. Relatively speaking, "throttling" is relatively easy to operate. Specifically on the marketing level, it is necessary to reduce the promotion costs. But notice that "cut" is not "cut", marketing is the lifeline of enterprise survival! The more difficult the market situation, the more prominent the role of communication and demand. Therefore, simply and rigidly cutting down marketing costs can not guarantee enterprises to survive the economic depression safely. So in the case of austerity, enterprises must spend every penny on the edge of the knife.

需要有效調(diào)整營(yíng)銷投資策略，保證高效、低價(jià)，使得推廣的性價(jià)比最高。與傳統(tǒng)營(yíng)銷相比，網(wǎng)絡(luò)營(yíng)銷具備精準(zhǔn)性、互動(dòng)性、價(jià)格低廉等特征，是企業(yè)過冬不錯(cuò)的選擇。從辯證角度反過來看，危機(jī)時(shí)代的營(yíng)銷，有時(shí)進(jìn)攻才是最好的防守。當(dāng)別人都將口袋捂得緊緊的，只有你反其道而行之，就極有可能出奇制勝。這需要企業(yè)管理者的魄力和戰(zhàn)略眼光。

Effective adjustment of marketing investment strategy is needed to ensure high efficiency and low price, so as to maximize the cost-effectiveness of promotion. Compared with traditional marketing, network marketing has the characteristics of precision, interaction and low price. It is a good choice for enterprises to spend the winter. From a dialectical point of view, marketing in crisis times is sometimes the best defense. When other people cover their pockets tightly, only you do the opposite, it is very likely to win by surprise. This requires the courage and strategic vision of business managers.

針對(duì)國(guó)內(nèi)消費(fèi)者需求的產(chǎn)品組合

Product mix for domestic consumer demand

要做好國(guó)內(nèi)市場(chǎng)就要實(shí)施一系列有效的市場(chǎng)調(diào)研，充分了解國(guó)內(nèi)消費(fèi)者的消費(fèi)習(xí)慣，制定出一個(gè)針對(duì)國(guó)內(nèi)消費(fèi)者需求的產(chǎn)品組合。通過開發(fā)新產(chǎn)品，刺激市場(chǎng)需求，并重新掌握定價(jià)權(quán)，這是企業(yè)應(yīng)對(duì)危機(jī)的根本舉措。

To do a good job in the domestic market, we must carry out a series of effective market research, fully understand the consumption habits of domestic consumers, and formulate a product mix for domestic consumers'needs. By developing new products, stimulating market demand, and re-grasping pricing power, this is the fundamental measure for enterprises to cope with the crisis.

調(diào)整了產(chǎn)品結(jié)構(gòu)，調(diào)整發(fā)展方向，增資擴(kuò)產(chǎn)大力開拓國(guó)內(nèi)市場(chǎng)，堅(jiān)持自主創(chuàng)新、掌握核心技術(shù)的企業(yè)，在沖擊面前不僅能夠生存，而且可以在沖擊過后獲得更大的發(fā)展。

Enterprises that have adjusted product structure, adjusted development direction, increased capital and output, vigorously exploited the domestic market, insisted on independent innovation and mastered core technology can not only survive in the face of shocks, but also achieve greater development after shocks.