subject: Machinery Agents Need Focus On Management [print this page] Machinery agents need focus on management
Strategic management of construction machinery dealer
Specified as follows:
The first stage, general manager of the plant's overall strategic planning and is responsible for regional market situation, the company's next phase of strategic planning requirements and guidance, the tasks assigned to specific strategic planning and layout.
The second stage, the relevant departments to conduct market analysis, competitor research and analysis, to assess the internal resources and capabilities.
The third stage, the senior leadership in charge of strategy or market based on the current strategy, as well as internal and external analysis of the results proposed strategic options for the first draft.
The same time, a strategic management system should have the adjustment mechanism to adjust the strategy has been developed to ensure timely attention to changes in internal and external environment:
After the establishment of a strategic management system, concerned about the content of the strategic core of the report. A complete strategy report should be consistent with the wishes of the managers, at least with internal and external analysis, strategic goals.
The first is the willingness of managers and other stakeholders, managers and other stakeholders for the development of enterprises planning and vision, managers of personal style. Strategies do not meet the expectations of stakeholders, does not meet the manager's personal style will be difficult to be effectively implemented.
The external environment analysis of the need to study three aspects, First, market trends and opportunities for the company? Solve the predicted total, the company's market objectives and strategies. Therefore, the main content of external environmental analysis may include:
regional macro analysis. Investment in fixed assets in the mining, infrastructure and real estate investment, such as mineral distribution and production, investment in major infrastructure projects and so on. Analysis of Competition. Market share of the overall size of the regional market, competitors, the breakdown product market share, etc.; the business strategies of competitors, price, channel development, and promotion policy; competitor's service policies, put into service, service vehicles input , spare parts inventory investment.
The customer analysis. Customer segments, such as industry segments (mining, roads, railways, real estate, etc.), corporate nature of the subdivision (the self-employed, private enterprises, state-owned enterprises, etc.), various types of customer product demand characteristics, decision-making characteristics.
Benchmarking Enterprise. Resources, such as financial resources (the scale of existing assets, current assets, fixed assets and other assets, equity, short-term liabilities, long-term liabilities, capital structure analysis), and human resources (excellent sales staff ratio, the proportion of outstanding service personnel , support staff and operational staff ratio). Capabilities, such as financing, sales ability (can calculate the ratio of sales staff and product sales), the repair capacity (service personnel and the ratio of the population can be calculated), market analysis and planning capabilities, network layout, risk control, human resource management, employee satisfaction.
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