Concept
Marketinformationreferstovariousnews,intelligence,data,andmaterialsrelatedtotheexchangeofgoodsandtheproductionandservicesassociatedwithitundercertaintimeandconditions.Collectively,itisarepresentationofthechangingstateoflogisticsandbusinessflowmovementandtheirinterconnectionintheoperationofcommoditycirculation.
Marketinformationinanarrowsensereferstoinformationaboutthesalesofcommoditiesinthemarket,suchascommoditysales,consumerconditions,saleschannelsandsalestechniques,productevaluations,etc.
Broadmarketinformationincludesvariousaspectsofrelevantinformationreflectingmarketactivities,suchassocialenvironment,socialdemand,circulationchannels,productconditions,competitors,rawmaterials,energysupply,scientificandtechnologicalresearch,Applicationstatusandtrends,etc.
Inshort,themarketisthebirthplaceofmarketinformation,andmarketinformationisnewsanddatathatreflectmarketactivities,andisanobjectivedescriptionandtruereflectionofvariouseconomicrelationsandbusinessactivitiesinthemarket.
Importantrole
Marketinformationhasanimportantroleincorporatemarketingactivities:
1.Marketinformationisthestrategyandstrategyofbusinessdevelopmentandmarketcompetition.Importantreference.Varioussubjectiveconditionswithintheenterprise,thestatusquoandchangesoftheexternalenvironmentoftheenterpriseappearintheformofcertaininformation.Iftheenterprisewantstoformulatethecorrectbusinessstrategyandstrategy,itmustrelyonthisinformationtogivefullplaytothesubjectiveconditionsandflexiblyadapttotheexternalenvironment.,Inaninvinciblepositionincorporatecompetition.
2.Payingattentiontomarketinformationisaneffectivewayforcompaniestoimprovetheireconomicbenefits.Byanalyzingmarketinformation,enterprisescangraspandusebusinessopportunitiesandincreasetheiroperatingincome.Atthesametime,marketinformationasaresourcecanalsobedirectlyusedforexchangetoincreasewealthforenterprises.
3.Marketinformationisthesourceforcompaniestoexplorebusinessopportunities,andbusinessopportunitiesstemfromchangesinthesubjectiveconditionsofthecompanyandchangesintheobjectiveenvironment.Thediscoveryofsubjectiveadvantagesandthegraspofmarketenvironmentopportunitiescannotbeguidedbycertainbusinessinformation.Thetimelycollectionandanalysisofbusinessinformationcanpromptlydiscoverbusinessopportunities.
4.Marketinformationistheforerunnerofenterpriseproductionandoperation.Marketinformationcanreflectthestatusofcorporatecompetitionparticipation,marketchangesanddevelopmenttrends;reflectproductsupplystatus,saleschannels,andadaptationtoadvertisingandsalesmethods.Throughthecollection,sorting,transmission,storage,andapplicationofthisinformation,enterprisesformulatetheirownproductsaleschannels,promotionalactivities,andpricestrategiesandstrategies,sothattheycansurviveanddevelopinthefiercemarketcompetition.Itcanbeseenthatinmarketingactivities,marketinformationisanimportantresourceandintangibleassetofanenterprise,anditisamarketopportunityforanenterprise.Whetheranenterprisecansurviveanddevelopintheever-changingmarketcompetitiondependstoalargeextentonthechangesinmarketinformation.Therefore,onlybyestablishinganinformationconceptcananenterprisegivefullplaytoitsadvantagesandcontinuouslyopenupthemarket.
Informationsources
1.Corporatewebsite
2.Productsamplesandproductmanuals
3.Relatedmediapromotionandintroduction
p>4.Literaturematerials
5.Companyannualreport
6.Industryjournals
Thereareseveralmainsourcesofsources:
First,marketresearchbymarketpersonnelandcustomerfeedbackaretheprimarysourcesofinformation.Moreover,thecollectionofmarketinformationisalsothemainresponsibilityofthemarketorsalespersonnel,buttheknowledgeandexperienceofthemarketpersonnelgreatlyinfluencetheauthenticityandeffectivenessoftheinformationtheyobtain.Hereitisnecessarytoprovidecorrespondingtrainingandtabularizationofinformationcollection.Trynottogiveitanalysisandjudgmentfunctions.Productinformationandchannelinformationaremostlyobtainedbymarketpersonnel;
Thesecondisthatrelevantnewspapers,magazines,televisionreports,professionalnewspapersandmagazinesandotherpublicmediacanmaximizeProvideeffectiveinformationintheindustry,andbecauseofitshighlevelofcontact,itismoreaboutthedisseminationofstrategyandstrategicinformation,mostlypublicinformation,notinvolvingcommercialsecrets;
ThethirdisauthorityDepartmentalinformationdisclosure,theinformationdisclosedbynationalcompetentdepartmentsandindustryorganizationsismainlyindustryplanning,policyconstraints,andrelateddevelopmentprospectsanddataannouncements;
FourthisInternetpublishing,anditsroleasanemergingmediacannotbeunderestimated.Moreover,theeffectivenessisstrong,buttheInternetinformationisflooded,anditsauthenticitymustbeverifiedandscreened;
Fifth,thespeeches,exchangesanddisseminationofindustryinsiders,heremorerefertoprivatedisseminationandcommunication.Becauseoftheinternalsituation,theinformationisoftenmorereal,butitisnecessarytopreventthedistortionoftheinformationcausedbytheirpersonallikesanddislikes.
HowtoObtain
Indailywork,companiesneedtousesomemethodsandmeanstoobtainmarketinformationnecessaryfortheirowncompanies.Thisisnecessarytogiveplaytotheroleofbusinessrepresentativesandadoptcorrespondingmethodstoobtaincertainmarketinformation.
1.AppearanceObservationmethod
Acquireandjudgemarketinformationbasedonmarketsignsandphenomena.Thismethodrequiresstronginsightfromthebusinessrepresentative.Thiskindofinsightintomarketinformationdependsonthebusinessrepresentative'slong-termworkexperience,businessskills,degreeofdiligenceandpre-preparationtodeterminetheeffectiveness.
2.CustomersInterview
Customersarethebestintelligenceofficersforbusinessrepresentatives,oftenthefirst-handinformationofenterprisesIt'sallreflectedbymycustomers.Regardlessofwhetherthecustomerisintentionalorunintentional,viciousorbenign,thedegreeofinterestdependsonself-control.Atthesametime,companiesmustnotonlyobtainmarketinformationfromtheirowncustomers,butalsoobtaininformationaboutrivalsfromindirectcustomersthroughinterviews.
3.BusinessrepresentativeSmallchatmethod
Rollinginthesamecircle,manybusinessesRepresentativesoftenchattogethertotalkaboutacertaincustomer'ssituation,acertainbrand'sactions,marketdevelopmentsituation,etc.,togettoknowthevariouspeople,things,andthingsinthemarket.Evenletsomefriendswhohavenointeresttohelppayattentiontothestatusofcompetingbrands,avoidingtheirowninformationacquisitionisnottimelyandtemporarilyblocked.
4.Shoppingguidereportingmethod
Everycommercialsalespointhasasalesguideandsalesperson,thesituationoftheshoppingmall,thesituationofcompetingproducts,he(She)throughregularshoppingmallmeetings,salesobservations,peerexchanges,etc.,wecanmoreorlessknowthesame.Ifyouhaveyourownfull-timeshoppingguide,youcanarrangeitasajobtocollectandreportmarketinformation;ifyoudon'thaveafull-timeshoppingguide,youcantakesomemeasurestoaccommodatesalespersons,sothatyoucansellmoreproductsandgetmarketinformation.
Features
1,Timeliness.Theuseofinformationmustpayattentiontothetimeeffect.Whoevercangraspacertainkindofinformationisthemostlikelytoachievebusinesssuccess.
2,dispersibility.Themarkethasalargeamountofinformationandawiderangeofinformation,andvarioustypesofinformationareveryextensiveandcomplex.Thisrequirescompaniestobroadlyopenupinformationchannelsandselectinformationusefultothemfromvarioustypesofinformation;theyneedtoestablishamarketinformationsystemtoconductcomprehensiveanalysisofmarketinformationwiththehelpofscientificmethods.
3,Compressibility.Informationcanbecollected,screened,sorted,summarized,andprocessedbypeopleaccordingtovariousspecificneeds,andacorrespondinginformationsystemcanbeestablishedtoprocessalargeamountofinformationmultipletimestoenhancetheinformationvolumeoftheinformationitself.
4,storability.Informationcanbestoredintwomainways:internalmemorystorageandexternalstorage.Internalstoragereferstothestorageofinformationthroughthebrain'smemoryfunction;externalstoragereferstothestorageofinformationthroughvariousliteral,audiovisual,andcodingcarriers.
5,Systematic.Becausecompanieswillbeaffectedandrestrictedbymanyfactorsintheirmarketingactivities,companiesmustcontinuouslyandmulti-facetedlycollectandprocessrelevantinformation,analyzetheirinternalconnections,andimprovetheirorderliness.
6,Competitivenessandconfidentiality.Sincewhoeverownstheinformationandtransformsitintoamarketadvantagemayhavehugeeconomicbenefits,then,undertheconditionsoffiercemarketcompetition,thevalue-addedfunctionofinformationwillinevitablyproduceacertaindegreeofexclusivityandconfidentialityforothercompetitors.Theso-calledconfidentialmarketinformationreferstoinformationthatwillharmtheinterestsoftheinformationowneronceitisdisclosedordisseminated,suchasactionplans,productionplans,businessknow-how,customerlists,inventorystatus,purchaseandsaleschannels,financialstatements,andsoon.
7,ManySource,MuchSink,MuchChannel.Themarkethasformedamulti-seller,multi-functionalopenmarket.Thisdeterminesthecharacteristicsofmultiplesources,multiplesinks,andmultiplechannelsofmarketinformation.Therolesofbuyersandsellersinthemarketareconstantlychanging.Theyareboththesenderandreceiverofmarketinformation.Thesameinformation,macrocontroldepartments,variousconsultingagencies,unitsofdifferentnatureandscale,andevenindividualscanbesourcesofinformation,whichcanbereleasedthroughvariousdocuments,variouspropagandamedia,networks,andformalorinformalchannels;Ontheotherhand,theyarethedemandersandreceiversofinformation,andtheycontinuetoreceivethelatestinformationtoguidetheirwork,researchorshoppingactivitiesthroughnewspapers,television,radio,andadvertisements.
8.Marketinformationandcarrierareinseparable,buttheyarerelativelyindependent.Theso-calledindivisibilitymeansthattheinformationcontentcannotexistwithouttheinformationcarrier,andtheinformationcanonlybeperceivedbypeoplethroughthetransmissionofthematerialcarrier;theso-calledrelativeindependencemeansthatthesameinformationcontentisdifferentindifferentformsofdifferentcarriersordifferentwords.Nordoesitdifferdependingonthemodeoftransmission,thespaceandtimeoftransmission.
9,Value.Thevalueofmarketinformationismanifestedinthatitcanbringpeopledifferentdegreesofbenefits,eithereconomicbenefits,orsocialbenefits,orbothatthesametime-withtheparticipationofinformation,thecostofproductscanbereducedandefficiencycanbereduced.Increasedriskcanbereduced,whichisthemanifestationofthevalueofinformation.
Type
1,Productinformation.
Theproductreferredtohereisbroad.Anythingthatcanbemeasuredatpricecanbecalledaproduct.Productinformationisthebasisofmarketinformation,becauseallcompetitioncomesfromproducts.TherearemorethanathousandbrandsandtrademarknamesregisteredbyCoca-Colainvariousfields.Itcanbeseenthatthepurposeistoeliminateinfringementloopholesinvariousindustries.IfyouopenaCoca-Colarestaurant,I'msorry,youarebreakingthelaw.AlthoughCoca-Coladoesnotoperaterestaurants,itdoesnotallowyoutoborrowitsproductbrandsatwill.Productinformationincludesnotonlytheindustry,butalsothecontentrelatedtotheseindustries.Specifically,thereareseveral:productname,shape,packaging,specifications,pricesystem,productcharacteristicsanduniquepoints,futuredevelopmenttrends,etc.Forexample,instantnoodlecompaniesneedtoknowproductinformation:howmanybrandsarethemaininstantnoodleproductsinthemarket?Howmanyvarietiesarethere?Howmanytypesofpackagingarethere?Whatisthegeneralprice?Whatarethecharacteristicsofdifferentproductcategories?Whataretheuniqueaspectsofeachbreed?Thisisofcoursebasedonthemainstreamproductsinthemarket,thisisonlyintuitiveinformation.Thereisalsospeculationinformation,whatwillbethedemandinthefuture?Whatkindofproductswillappear?Whichoneswillbeeliminated?Whichwillbecomemainstream?Onlyifyouhavetheaboveinformation,youcanmakeaccuratejudgmentsanddecideyourfutureproductstrategyasadecisionmaker.Differenttypesofcompanieshavedifferentstrategicprinciples.Forexample,leadingcompaniesaremoreaboutcreatingproductsthatareindemand,whilefollow-upcompaniesaremainlymanufacturingproductsthatfollowmarketneeds.
2,Channelinformation.
Whyischannelinformationimportant?Becausethedomesticmarketisextremelyimmature,andthereareseriousregionalandurban-ruraldifferences,itistruetosaythatthemarketcanbecontrolledbythechannels.Hereisaverysignificantexample:Originally,Procter&Gambleisanabsolute“bigguy”inChina’sdailychemicalmarket,butitsstrategyofpositioninghigh-endproductsandfocusingonurbanchannelshasgivenZhejiangNaaisianexcellentopportunity.Assoonasthecarved-brandproductsofAceappeared,theyrushedtothesecondary,tertiaryandruralmarketswiththeirlowpricesclosetothecommonpeople.Asaresult,theywereagreatsuccessandbecameastrongcompetitorofProcter&Gamble,andDingjieshampooproductsAlsohitanultra-lowpriceof9.9yuan/bottle,thepurposeisalsotoopenupthetertiarymarketandruralchannels.ThesameisthesloganofCoca-Cola,allowingChineseruralpeopletodrinkCoca-Cola,whichshowsthatitattachesgreatimportancetotheruralmarket.Therefore,controllingchannelsisthekeytomasteringthemarket.Itisimpossibletoincreasemarketsharewithoutstudyingchannelinformation.
Channelinformationspecificallyincludes:channelcompositionoftheindustry,characteristicsofchannelmembers,howtodistributebenefits,howtoavoidchannelconflicts,channelentrycosts,etc.Takingshampooasanexample,thechannelcoverageisextremelywide.Itisnotonlysuitablefortraditionalwholesale,retail,andchainstores,butalsoforlargesupermarkets,specialtystores,andevengrouppurchases.AsatraditionalChinesechannel,therearegenerallySeveralnotablefeatures:First,thechannelstructureislongandnarrow,rangingfromprovincial-prefecture-levelwholesaleandretail-townshipwholesaleandretail-ruralretail-consumer,atleastfourorfive-levelchannelmembers;second,thechannelstructureiscomplex,notonlyVarioustypesofchannels,andthechannelsoverlapwitheachother,suchastheexistingwholesaleinprefecture-levelcities,therearealsoterminalretail,andlarge-scalestoreterminals.Moreover,astheideathattoseizetheterminalistoseizetheconsumerisdeeplyrootedintheheartsofthepeople,manufacturersaretryingtoshortenthechannelconstructionasmuchaspossible;third,itisdifficulttocontrol,becauseofthecomplexityofthechannel,itisdifficultforeachmanufacturertocontrolthechannel,andthecostIncreasesmakeitadilemma:ontheonehand,controllingchannelsistheneedtocontrolthemarket,ontheotherhand,itisdifficulttomanage,especiallytherelationshipbetweenvariouschannels,andtheinvestmentishuge.Withthechangesintheretailindustry,traditionalchannelsareundergoingprofoundchanges,themostnotableofwhichistherapidriseoflargeterminalsandtheweakeningofwholesale.However,duetotheslowgrowthofruralincomes,traditionalchannelswillstilldominateforaconsiderableperiodoftime.
3.ConsumerInformation
BecauseofChina’svastregionandthelargeregionalandurban-ruraldifferences,therearehugedifferencesamongconsumers,andmoreConsumersaresignificantlyaffectedbyadvertisingandword-of-mouthbecausetheylackarationalknowledgeoftheproduct.Thisrequirescompaniestoinvestigateandanalyzeconsumercompositionandpurchasingpsychology,consumerpsychologyandconsumerbehaviorinvariousregions.Thesurveymethodsherecanbedividedintorationalsurveysandperceptualsurveys.Generally,rationalsurveysneedtohireaspecialsurveycompanytoconductdatastatisticsandanalysisresultsthroughscientificsurveymethods.Thesurveyresultsaremoreaccurateandhaveagreatersignificancefordecision-making.ButthismethodIttakestoomuchtimeandmoney,somostcompaniesfocusonperceptualsurveys,thatis,analyzeconsumerbehaviorsbasedonknowledgeandexperiencethroughmarketandsalesstaffinquiring,observinganddiscussingconsumers.Generallyspeaking,multinationalcompaniesattachgreatimportancetoconsumerbehavioranalysis.TakeProcter&Gambleasanexample.Whenconductingashampooconsumersurvey,itanalyzedtheshampooneedsofdifferentwomen,anddeterminedinturntherejoicesforrefreshingshampoo,theheadandshouldersforanti-dandruff,thenutritiousPantene,etc.,regardlessoffunctionandThedeterminationofthenameisanaccuratejudgmentandpositioningofconsumerbehaviorandpsychology.
4.Strategicinformation
Atthistime,thestrategicinformationismainlyforcompetitors,thatis,throughthejudgmentandanalysisofthecompetitors’marketbehavior.Marketstrategy.Thisisapplicabletothelawofwarof"knowingyourselfandtheenemy,andneverendinahundredbattles".Onlybythoroughlyunderstandingtheideasandbehaviorsofcompetitorscanweformulateaccuratemarketstrategies.HereisanexampleofaLenovocomputer.Intheearly2000s,whenIntelPentium4appearedonthemarket,manydomesticcomputerPCmanufacturersrushedtocontractwithLenovotoproduceanewgenerationofpowerfulcomputers,butatthistimeLenovoInstead,theylaunchedadisplayrevolutionacrossthecountry,promotingLCDscreensandcomputersthatdonothurttheeyes,andconductinghypearoundthecountry,causingvariousmanufacturerstofollowup.Asaresult,threemonthslater,LenovoandIntelsuddenlysignedacontract.Establishingstrategicpartnersandcooperatingintheproductionofnext-generationPCcomputers.Thiskindoftacticalstrategymakesvariousmanufacturerstiredandcopingwithit,therebyfurtherwideningthedistancebetweeneachother.Strategicinformationisoftenobtainedbyanalysis.Therefore,marketcompetitionitselfis"impermanent,impermanent".Onlyifyoucancorrectlychooseyouropponent,evaluateyouropponent,positionyourself,andwinbysurprise,youwillbeableto"standonnothing."Aplaceofdefeat".
5.Strategicinformation
Mainlyreferstomajorchangesintheindustry,whichcanbedividedintoseveralaspects.Oneistheadjustmentofnationalpoliciesandlawstotheentireindustry.Bringingchanges,suchasthepromulgationofenvironmentalprotectionlawsprohibitingpollution,hasahugeimpactonthechemicalorpaperindustryanditself;second,majorstrategicchangesintheindustry,suchasbankruptcy,mergers,reorganization,andlisting;third,industrycrisesandSeizingtheopportunity,thecoldmedicineinvestigationandhandlingofthePPAincidenthascausedContac’svitalitytobegreatlyinjured,andhasmademanyotherdomesticcoldmedicinecompanies,etc.,sotheacquisitionofstrategicinformationprovidesthecompany’sdecision-makerswithaprerequisiteforrespondingtothemarketandseizingopportunities.Enterprisesformulatestrategiesandplandevelopmenttobringfar-reachingimpact.
Theabovearejustthemainaspectsinvolvedinmarketinformation.Thecontentofmarketinformationisall-encompassing,andalotofedgeinformationalsoplaysaveryimportantrole.Inshort,allinformationthatisusefulforcompetitionmustbesearched,butitispreciselybecauseofthecomplexityandvariabilityofvariousinformationthatitisdifficulttodiscerntheauthenticity.Andbecausemarketinformationishighlydeveloped,howtoidentifyeffectiveinformationfromthevastinformationhasbecomeacrucialissue.
Management
Managementofmarketinformationisveryunsystematicinmostcompanies.Tomakeeffectiveuseofinformationandbecomethebasisforreferencedecision-making,theremustbeasystematicinformationcollectionandmanagementsystem:
First,wemustestablishmarketinformationmanagement
b>Organization.Mostcompaniesregardthemanagementofmarketinformationasoneofthefunctionsofthemarketdepartment.Theybelievethatthemarketingdepartmentismainlyresponsibleforthecollectionandmanagementofmarketinformation.Theythinkthatitwillbedoneonceandforallifsomeonehandlesit.Thebiggestproblemwiththisconceptisthatitisnotclearaboutthemarketinformation.Don'tthinkaboutitspurpose.Marketinformationprovidesdecision-makingsupport.Thetransformationofinformationintodecision-makingisacomplexprocess,notsimplyaggregatinginformation.Sincethesourcesofmarketinformationarediverse,theinformationbasisrequiredfordecision-makingisalsoextremelywide.Therefore,everyoneintheenterprisemustbecomeinformationandintelligencepersonnel,andtheconsciousnessofallemployeesmustbeestablished.
Itisnecessarytoestablishaninformationdecision-makingorganizationheadedbythebusinessowner,andsetupadepartmentspecificallyresponsibleforinformationmanagementandprocessing.Professionalswithrichmarketexperiencewillconductapreliminaryanalysisofvariousaspectsofinformationandproposesomedifferentsolutions.Thenitishandedovertothedecision-makingleveltomakedecisions.
Secondly,marketinformationmusthaveaclearpurposeandgoal.Ontheonehand,theinformationmanagementdepartmentmustsetclearrequirementsandgoalsforthemarketinformationtobecollected.Itisbesttoclarifywhatkindofmarketinformationisneededintheformofaform,andwhatinformationisvaluable?meaningful?Ontheotherhand,informationcollectionmustbetime-sensitive,especiallyforcompetitivestrategicinformation.Onlybyunderstandingandrespondinginatimelymannercanyouseizetheopportunityandfaceitcalmly.
Theinformationcollectionfunctionsofdifferentdepartmentsandpersonnelshouldbeclearanddetailed,anddifferentdepartmentsshouldberequiredtoprovidedifferentinformation.Forexample,marketpersonnelshouldprovideindustryinformationandpolicyinformation,andsalespersonnelshouldprovideinformationoncompetingproductsConsumerinformation,newproductinformation,technicalpersonneltoprovidenewtechnicalinformation,etc.
Thethirdistoestablishamanagementprocess,designinformationfeedbackandprocessingprocedures,andupgradeinformationmanagementtothecompany’s"proceduralmethod."Itisclearwhichdepartmentisrequiredtoprovidewhatinformation,andhowtopassit.Howdoesthepersoninchargeofinformationprocesstheinformation,howtocollectandanalyzeit,andwhoisresponsibleforobtainingtheresultsandpresentingthemtothedecision-makers,etc.
Fourth,theremustberewardsandpunishments,thatis,the"substantiallaw",whichisthebasisforinformationmanagement.Itclassifiesanddefinesinformationandregulatestheresponsibilitiesofvariousdepartments.Thosewhocollectandprocessinformationshallbepunished.Departmentsandpersonnelwhoprovideimportantinformationtobringbenefitsshouldberewarded,andthosewhoprovidefalseinformationorunverifiedinformationthatmisleaddecision-makingorcauselossesshouldbepunished,andsoon.