As Chinese enterprises move from the era of planned economy to the era of market economy, the marketing functions of many enterprises are gradually transformed from “supply and sales department” to more professional “sales companies”. This division of labor makes Chinese enterprises and organizations more professional in functional division of labor. This has created a large number of enterprises with sales as the core competitiveness!

However, many business owners quickly discovered new problems: it is difficult to coordinate production tasks and sales tasks, resulting in a large inventory of production materials and product inventory, some of which have been damaged, and some are no longer available. Production support, inventory products are mostly eliminated or expired products, although they are still placed in the asset column of the financial statements, but in fact it is already depositing capital, which has become a hidden risk for enterprises.

How to solve this problem?

Q Enterprise is a small and medium-sized liquor manufacturer. The company is located in a county-level city with a population of 500,000. The members of the company are mainly family members, fellow villagers and "old brothers" who have followed for many years. The annual sales are about 80 million. The products are mainly in Local and surrounding county sales.

It should be said that the company's annual profit ratio is very high, and the profit value is also very good, but every time the financial needs to pay a large fee, it is always stretched, and the cash flow and profit indicators are not consistent.

The boss hopes that the author can help find the root cause of the problem and give some good suggestions. The author's response to the two departments when he visited the company was brought to the attention of the author:

1. The sales department said that the production department: the simple work of the assembly line is not good. It is not the lack of this variety or the broken variety. If the sales department works like a lot of them every day, then it is not a problem every day? Sales is the daily fight with the real guns of the competitors. It is the time and the efficiency of the fight. Do they know how many markets are lost due to the shortage of stocks? Know how much negative impact will the market bring to the market? How much more work do you need to solve?

2, the production department said that the sales department: a little planning is not, what kind of variety, a phone call will come up, the time is still more urgent, no month is based on the monthly production plan, not produced according to plan What do you do for the plan? The departments with very high planning and expenditures in the production department can optimize resources and save costs if they are planned to produce, and save the pure profits!

However, it is difficult for business owners to have a scientific standard to measure the "public opinion, public and reasonable", and they have to play 50 boards.

So the author found that the root of the problem lies in:

1. The quantity quantity of the production materials purchased by the production department is: increase the estimated value of the purchase according to the actual procurement plan, because the purchase according to the actual plan is likely to cause the production to be insufficient or not timely, resulting in the market being out of stock, and the production department is unable to bear the pressure of the sales department. , increase the estimated value of procurement methods can be "to the best of all."

2, the sales department simply over-reported the production plan, the original customer order is 1000 pieces reported 2000 pieces, first produced and then said, the goods produced by the customer will not leave the goods to stay in the warehouse to slowly sell, in case of market out of stock It takes a lot of effort and effort to deal with it. When the warehouse destroys the goods, it will find some excuses to delay.

Careful inventory of the material warehouse and the finished product warehouse, the truth all surfaced:

1. The value of the produced materials damaged in the book is more than 300,000;

2. The value of materials that are on the books but not sufficient for supporting production is more than 900,000;

3. There are as many as 42 varieties of products that have not been sold for many years (some even more than 10 years of products, and some products that have not been seen by warehouse clerk), worth nearly 2 million yuan;

4, 11 products in the book but have been eliminated (some are old products under the upgrade of other products, some are the remaining tactical products, some are developed by the dealers but not for various reasons), value 130 About 10,000

The accumulated amount is more than 4.5 million yuan. Where did the profits of the company go in these years? Both are evaporated and backlogged by these stocks!

The main reasons for this are:

1. Production materials procurement lacks sales basis

The production department and the sales department lack effective and timely communication, and they push each other out, leading to a gradual disconnection between production and sales.

2, the sales department reported large sales data

The sales department does not understand that the production cycle is worried that the market will be out of stock, and simply overstate the sales plan.

3, the dealer adjusts the demand plan

The dealers dumped the goods when the stage promotion was strong, and changed some of the pick-up plans during the batch pick-up process, because the company generally allowed the dealers to have the right to adjust the goods in the contract, and the dealers would change the market competition pattern or the reasons for their own funds. Adjust the picking plan under the circumstances, causing the production plan to be disordered.

Through argumentation, the author gives several mandatory systems from the perspective of production and sales chain:

1. The production process strictly controls the production cycle, clarifies the production time, and makes clear announcements and implementation standards from the sales department's order, procurement, wine withdrawal, assembly, logistics and other production links, and the responsibility is to the people.

2. Establish a strict and effective sales forecasting system, and make ordering plans with product groups. For sales departments that have jurisdiction over many years of market areas, if there is a false report and cannot pick up the goods in time, and if there is a large market outage, All are subject to strict penalties.

3. Formulate an annual budget management system, clarify the direction of sales strategy at each stage, clearly define the number and scale of annual promotion activities, blur the intensity of each promotion, and conduct strict confidentiality.

4. For dealers who regularly adjust the delivery plan, the fees will be deducted according to the number and number of adjustments.

5. The production department reports the inventory of production materials and the quantity of inventory products on a quarterly basis, and the sales department organizes digestion and cleanup within a certain period of time.

At the same time, a high-level meeting of enterprises was held to continuously unify and strengthen the thinking of the responsible persons of relevant departments: “Each production material and each product of the inventory are pure profits of the enterprise. Only reasonable control of inventory can increase the profits of the enterprise as much as possible! force"!

This case can be said to be a negative textbook of “asymmetric marketing strategy”. The core idea of ​​the asymmetric marketing strategy is: “Challenging the brand to avoid the leading brands by adopting the weak points of the leading position and carrying out asymmetric strategic deployment to avoid leading brands. Leading the symmetry, winning the market and winning the market."

As a Q enterprise, it is a small and medium-sized liquor manufacturer with an annual sales of 80 million yuan in a county-level city. The market front is not long, and the main employees are family members, fellow villagers and “old brothers”. They should organize communication and coordination and production and storage in and out. In comparison with some leading companies, they have strong flexibility, maneuverability and timely asymmetry advantages. Only by excavating these asymmetric advantages and forming a set of asymmetric marketing systems suitable for the current and future development of enterprises can they be effective. Optimize enterprise resources and fully prepare for the broader expansion of the enterprise.

Postscript: At present, Q enterprises have gradually adjusted and standardized the communication and coordination of internal and external organizations, established a set of "back-office service system", and established a sales branch in the provincial capital city, and actively prepared to expand the market to the province!

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