In the new era of the world economy, many marketers are no longer effective in doubling their efforts on large-scale, historically profitable customers, regions and market segments. Therefore, marketers should abandon those historical expectations and focus on Profit points for emerging customers.
Corporate marketing methods are going to change very quickly. For marketers who want to cut costs and ensure revenue, it is common practice to cut back-office sales overhead while continuing to invest in front-line salespeople. As the Internet and social networks reach a significant scale, the importance of traditional media is declining. Marketing executives who are trying to rationalize media placement must consider this new balance when formulating a tight budget plan. The evolution of the sales force requires marketers to adopt a more refined approach. In the past, companies used the street-running model as the main means of increasing sales. Now, rely on a hybrid model that combines customer-centric first-line product experts and coordinating roles, as well as sales managers for specific disciplines to provide better service and target new revenue opportunities. If you ignore these new practices while rationalizing your sales plans, hard-won customer relationships, revenue streams, and profits can all be at risk.
Marketers must revisit brand value propositions, adjust products and pricing, and carefully manage media agents and other vendor costs. However, just having these steps is not enough. To survive this storm, it is necessary to re-confirm who is a profitable customer and to prioritize and prioritize more effective marketing and sales methods that affect those customers. The basic economic rules of the strategy may continue to change at an unprecedented rate and scale. This extreme uncertainty requires an uninterrupted focus on changing formats, re-prioritization at any time, and requires strategies to take into account changing circumstances in advance and to respond at random.
The current level of unemployment rises at different rates in different regions; the credit crunch and accompanying commodity fluctuations damage the economy in different ways at different times, which means that the relative attractiveness and risks of customers are undergoing rapid changes. The real estate market is shrinking everywhere, but the mortgage default rate and its impact on consumer spending are different between different regions and regions; historically attractive people have experienced a major reversal of fate, such as This trend has led to major changes in consumption as a result of the rapid decline in the value of stocks and homes.
The above-mentioned unfavorable conditions indicate that the old methods of focusing on the historically profitable regions and customer groups will not be essential. In fact, marketing must reorder each regional market and different customer segments as each economic fate changes. Multinational companies will have to reassess their growth forecasts for the countries in which they compete. Even the assessments made in the nearer time should be revisited because the crisis affected every country. Companies can further protect their revenues and profits by adopting this meticulous approach. Even in sectors or regions that appear to be generally down, the growth or decline rate of potential customers varies widely. Of course, any marketing strategy can't rely on outdated numbers. However, a similar analysis is now likely to help sales providers focus their scarce sales resources in the growth industry rather than deploying resources across the falling markets.
Consumer product marketers who have access to micro-market data have a greater opportunity to increase profitability. There are striking differences in the level of potential profitability contributed by consumers in the micro market. Companies can focus on micro-markets with lower price sensitivity, while also offering discounts or discounted prices in other markets to increase sales, thereby maximizing their profitability. The profitability of different regions and different micro-markets will change, and the volatility of unemployment, stock prices, housing and fuel costs will also change the profitability of different consumer groups in different regions. In many cases, changes in consumer behavior will force companies to reconfigure marketing resources from historically attractive market segments. Some groups have made important contributions to the growth of consumer spending before this, but their future profitability will decline.
Accelerate the long-term changes in the consumption patterns and attractiveness of each market segment. For many companies, high levels of consumption have made it a target for chasing and a lucrative customer base. The appreciation of the real estate has greatly promoted this consumption. There will now be a need to re-prioritize the consumption of different categories as a whole. For companies in the relevant sectors that may be affected by this change in consumption patterns, the current task is to target people with better sales prospects.
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