Common Syndromes of Regional Market Management:
Invisible:
- Do not know what is happening in regional market and what are the opportunities and risks therein?
- Do not know what the competitors are doing and what the influence will be on me.
Unclear:
- Follow others: I do what others do and do not consider whether it is in line with my own situation.
- Tornado: large investment; stay calm for a while; not sure about the return
- Rain all over the sky: storefront, promotion, advertisement, announcement; busy with everything with no direction or focal point
Action without result:
- Keep busy all the time, but remain status quo; no increase in market share
- Summarize the management result in the end of the year; find that it is far from the goal drafted in the beginning of the year
- With several years of strenuous effort, core competitive edge has not been formed
Cause:
Lack of understanding
- What kind of game is it?
- What is the rule of game?
Unclear thinking:
- When will opportunities or risks be predicted?
- When something can or cannot be done?
- What do I rely on to win in the future market? How will you take and give?
Lack of tools:
- Analysis frame: How to guarantee logic and comprehensiveness during analysis?
- Plan form: How many details should be taken into consideration in the plan?
Lack of experience:
- Intuition: How to make decision when all data can not be acquired?
- Rhythm: How to identify priority to implement regional strategy?
AMA Solution:
Concept
- Explain the essence of regional market management
- Participants will have a better insight into the regional market he is in
Thought
- Provide regional market management thinking( observe-change-array ), explain what to concern for every step
- Participant will learn how to analyze the situation and take favorable action
Tools
- Provide analysis frame and plan form
- Participants will think and plan in a structured and exact way
Experience
- Sand model: Introducing the sand table of regional market management from Europe, participants will thoroughly experience the change of market and the cruelty of competition
- Case: Listing out the cases of regional market management from well-known enterprises, participants will verify what have been learned
Course features:
The only regional management course in the market
- Introduced from Europe, the only sand table of the world to train regional managers
A practical course can be experienced and instructed
- From sand table simulation, find the feeling of management, reflect on your own decision-making style and thinking limitation
- Acquire practical knowledge and skill from concept, thinking and tool instruction
Combining actual work
- Sand table: You may simulate market status of similar customer
- Tool and action plan: You may incorporate customer’s regional planning process (step, form) into program
How you will benefit
- Master the systematic thinking method and tool of regional competition
- Review experience, improve the skills of market planning and learn the approaches to increase sales volume , market share and revenue
- Increase market acumen
- Strengthen financial acumen and learn the skills of managing regional ROI
- Check your own decision making style and improve intuition and courage
What you will cover
Day 1
Basic concepts of regional market development
- The meaning of regional market development
- The strategy of regional market development
Set ground rules for regional operation simulation
- Introduction to the simulated company
- Develop strategy and sales target for simulated company
- Build simulated company management team
Operation (Year 1, Quarter 1)
- Understand how regional finance report reflects its operation status
Operation (Year 1, Quarter 2)
- Understand the status of market and competition
- Make regional operation tactics and implement
Operation (Year 1, Quarter 3)
- Make regional cash plan to improve fund utilization rate
- Check the result of regional operation and analyze gap
Summary of Day 1
- Analyze the competition situation of regional market, earn skills to consolidate strengths and seek opportunities to beat competitor
Day 2
Regional competition strategy: observe, change and array
- Observer: market environment, competitor and own situation
- Change: create drive factor and select intensity of attack
- Array: effectively allocate resource to maximize marketing competitiveness
Operation (Year 4, Quarter 1), introduce new product
- 4P combination of regional marketing
- Make decision regarding products
- Review regional operation decision and adjust against new situation of competitor and your region
Operation (Year 2, Quarter 1)
- Analyze cost of sales
- Use sales financial tools to diagnose regional operation performance, analyze market and make improvement plan
Operation (Year 2, Quarter 2)
- Deal with other changes of regional market
- Predict and react to regional market trends
Summary
- Gains from simulated regional operation and experience sharing
- Relate learning experience to real work
- Make action plan of your own region
* Sequenced by surname alphabetical order.
“…It is a happy learning experience, the whole process is very interesting. The trainer is good at grasping problems and raising questions. He can naturally interweave sales, marketing and finance theory into problem solving…”
“…Via the program, I systematically understood regional management from the areas of staff, technology input, development of high value added product, market competition, resource competition, team collaboration, rational resource allocation, and flexible application of marketing strategy. It is the course we exactly want…”
“…I learn to observe the trend of each regional market, timely change according to market and grasp key array to ensure that resource input is good in its place ( product, market positioning) It is very instructive to my work…”
“…Market is changing from minute to minute. The program is related to my actual situation. Via the program, I clearly know how to analyze market, change against situation and arrange forces in certain formation. I realize that it is very important to change management strategy timely…”