Marketing Management in the empirical failure.doc

 PAGE \* MERGEFORMAT 5 Marketing Management in the empirical failure Two years ago, in charge of marketing, vice president of marketing at the annual general meeting in early mobilization and the instructions: Each office must be open 300 retail outlets as the off-season work in a network construction, one of the important tasks and incorporated into the off-season performance evaluation. About 3,4 months after the company also held an important meeting, the leaders are very angry: This section is very good off-season back; ‘open 300 retail outlets’ task is not completed and returned the file from your newspaper to see Some branch only opened up more than 100 outlets, and some branch locations are listed in a few months since the section has never been played, and no delivery, which also considered a network do? And you actually came to me for holding these lists and resources to build stores! Then the company stressed that no further ‘open 300 retail outlets’ slogan, but still encouraged to open more retail outlets, ‘in order to compensate for the number of quality’. These do not represent the companies do not attach importance to marketing management. Company’s inspection tour of channels has not been stopped, 20 people have been sent a large contingent of local markets and ate channels for a period of inspection, and to collect a few sacks of data, the data may be true, or not enough information for effective analysis summary, and always did not provide sufficient data to support management decision-making channels. Then the company set up a special department headquarters departments for market management, and developed a standardized information system (including the channels of dynamic files, retail marketing, etc.), but because branches do not match, as well as the headquarters of the contradiction between the end of these systems and does not play a role in important markets in the forefront of the information is only held by the direct sales divisi