健全市场营销管理体系 加强企业营销队伍建设

市场营销管理，是企业为了实现组织目标，对旨在创造、建立和保持与目标顾客之间有益的交换关系的方案进行分析、计划、实施和控制的过程。现代市场营销的特点，要求企业以顾客为导向，按顾客要求提供产品和服务，在顾客满意的基础上获得利润。搞好市场营销，对于增进企业效益，推动企业改革和快速发展具有特别重要的意义。传统营销的渠道大致有：（１）生产者→顾客；（２）生产者→零售商→顾客；（３）生产者→批发商→零售商→顾客；（４）生产者→代理商→零售商→顾客；（５）生产者→代理商→批发商→零售商→顾客。其主要特点是：中…     

Industrial marketing management digital media optimization for B2B marketing

The role of digital media in B2B marketing has gained traction with academics and practitioners in recent years. However, a comprehensive framework about the use and value of these media has not been developed, leaving B2B experts uncertain about their effectiveness. In fact, whether or not digital media can impact the business development and marketing processes to achieve higher performance remains vague. Additionally, there is a paucity of research related to the impact of different media towards the enhancement of processes and outcome of marketing to generate opportunities. To provide guidance for practitioners, we consider marketing processes in the global software industry by researching practitioner experiences. We develop an assessment tool to identify and align marketing processes and digital media. This research attempts to explore and explain how digital media impacts the B2B business development process cycle at the conjunction of marketing and sales. The research tests a conceptual model by means of a cross-sectional survey of more than 530 practitioners. Our novel framework provides several contributions to knowledge and practice, defining marketing-related processes, and determining a set of digital platforms. By acknowledging the perspectives of vendors, third-parties, and buyers in a simultaneous study, we ensure optimal alignment.     

煤矿内部推行全成本市场化管理研究

在煤炭企业引入市场机制，推行内部市场化管理，实行目标成本控制，已经被实践证明是一种有效的管理创新。但是，有些煤矿出现了内部市场结算中心与财务部门结算数据不一致、材料的实际用途与计划安排不相符、权责不对等一些问题。这些问题的出现，是因为内部结算中心与财务部门的“双轨制”，以及在推行市场化管理过程中，一些单位树立了简单的“买卖关系”，没有树立真正的责任成本、连带责任成本意识造成的。     

The sovereignty of senior management in industrial marketing

The primary emphasis of this article deals with the basic nature of industrial marketing management in the direct mail area with respect to the sovereignty of the function. It specifically enumerates the various “levels of disorder” that can affect a marketing manager and the marketing department regarding the integrity and sovereignty of the entire sphere of marketing. Each “level of disorder” is discussed in detail and the basic signs and symptoms of the problem are reviewed with specific suggestions for resolving the situation, level by level. This article is intended to serve not only as a blueprint for action, but also as a diagnostic tool with which senior management can avoid megalomanic escapades and all lesser levels of management can clearly separate cause and effect to determine whether they have been affected by the “marketing Sovereignty Syndrome.”