Editor's introduction: In car companies, the synergy between marketing and sales is not as easy as we think, and we often have headaches because of some handover problems. So how to maintain a dynamic balance of marketing synergy system? The author summarizes the relevant design process for your reference, let's take a look.
Car companies often see marketing (marketing) and sales fights, marketing says that so many leads are received, sales conversion is too low; when the sales leads are not enough, it is said that the marketing leads give less, and when the leads are more, the quality of the leads provided by the marketing is low.
Bosses are often fooled by a few simple numbers of marketing or sales, always feel that there is a problem, but do not know who is right and who is wrong, only know that a lot of advertising costs, activity costs, sales have not increased much. In fact, the boss considers not only these problems, but also the purchase/production volume (main engine factory), inventory/in transit, delivery volume, market share, which directly affect cash flow and profit.
In the past, bosses saw a table like this:
Such unstructured data is a test for the boss: it is impossible to present a causal relationship, nor can it quickly analyze the problem point, where to spend the money to increase sales, and it is impossible to solve the contradiction between marketing and sales.
First, let the marketing + sales system dynamically balance
How to really balance the dynamics of marketing and sales, so that every amount of money spent has a high output, is a good proposition. In November 2018, at the end of the CRM project of a well-known automobile brand, a classmate of the operation and management of the car company asked me: Production and marketing coordination and marketing coordination are difficult points for brand marketing companies, and marketing coordination is more difficult than production and marketing coordination, how to solve this problem?
This question has actually bothered me for a long time, and I have been thinking about it, but I have not reasoned deeply.
In 2019, we finally calmed down, from results-oriented and disassembled key businesses, integrated into outcome indicators and process indicators, and presented common indicators in a structured manner. What prompted me to reason deeply is that once the marketing synergy is solved, the overall increase in sales is very obvious, especially for brand car companies with 200 dealers.
Second, the dynamic balance of marketing collaboration model
Explanation of main indicators:
Market share: This is the core indicator to measure the brand BOSS or the head of the bicycle department, and it is also the main indicator to measure the performance of the regional market. Market share sub-regional markets and market segments (their own + competitors), for managers mainly depend on the proportion of market segments.
Delivery volume: Only when the car is delivered will there be a number of license plates and a market share. The main factors affecting the delivery rate: the accuracy of the forecast, the lack of money purchased from the main engine factory, and whether the main engine factory has a car. The first two factors assess the ability to operate on the store side. It will also involve the order delivery cycle and delivery rate in the OTD, and assess the operational capability of the main engine factory.
Conversion rate: The conversion rate definition of different car companies is different. The numerator may be the volume of transactions (leads), or the volume of orders (leads), but they all look at the marketing + sales as a whole. If you only look at the conversion ability of sales, it is based on the number of leads that should be followed, not the number of effective leads. Here it also needs to be explained: the volume and order volume refer to the amount of clues, not the number of deals or the number of orders. In the case of 1 customer buying multiple cars, if the number of units or orders are used, the conversion rate will suddenly increase, affecting the normal forecast, leading to blind optimism and affecting the achievement of sales targets.
If the boss often looks at such a structured indicator market, marketing vs sales are not good quarrels! Moreover, these goals will be clearly dismantled, and everyone will keep an eye on their own indicators.
Third, if it is only a heap indicator, it is not deep reasoning
The value of dynamic balancing is revealed when setting goals or adjusting a certain amount. Can be derived forward and backward.
Assumption: The conversion rate is determined over a period of time. Increasing the number of valid leads will increase sales.
Suppose: the number of effective leads added in a fixed cycle is within a certain number range, and improving the conversion ability of sales consultants will increase the conversion rate and shorten the transaction cycle, and the increase in sales volume is also inevitable. Similarly, increasing the number of test drives will also increase conversion rates.
From the above 2 hypotheses, it can be seen that after tracking the data for 3 months, the boss will be very clear at each stage is to invest in advertising to pull new leads, or engage in activities to promote communication, or to improve the conversion ability of sales consultants. Based on past data, if you grasp the cost of pulling new or activity ROI, you will know whether the input is cost-effective.
For the VP/VP of Sales, if you want to achieve a certain sales target, you can compare it with the current reality to know what type of activity is needed to achieve the targets and then complete the sales target.
In this way, in addition to meeting the above-mentioned decision-making needs motivated by achieving goals, it can also support the realization of deep management intentions, leaving it to everyone to deduce it themselves.
Attached: The 4 rulers in the marketing field test the boss's decision-making ability, the global operation ability of marketing, the sales management ability of sales, and the conversion ability of consultants.
Channel contribution assessment, sales funnel (published, point link)
#专栏作家 #
Wang Jianru, WeChat public account: Wang Jianru's planet B, everyone is a product manager columnist. 18 years of experience in business operation and operation platform planning and construction, familiar with the business + digital dual middle office planning and landing of the S2B2C business model, focusing on operation/sales/service/customer operation and digital transformation in automobile, real estate and other industries. Party A's IT leader, Party B's business expert/product team leader.
This article was originally published in Everyone is a Product Manager. Reproduction without permission is prohibited
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