I. Characteristics of project-based management in enterprise marketing
The so-called project-based management of marketing is the introduction of the concept of “project management” into marketing activities and the project-centred organizational management model, which transforms the whole process of marketing management into projects that allow management to be carried out on the ground to achieve optimal marketing results and achieve marketing objectives. Generally, it has three characteristics:
First, project management is a complex exercise. It involves both the rational allocation and use of human, financial, material and other resources, as well as strict controls and constraints on planning, costs, progress and other factors, taking into account how to integrate and resolve the unknown uncertainties in the implementation process so that they can be used for the project
Second, project-based management rests with a sectoral body, making full use of resources to accomplish its work within a given time frame. (b) enterprises need to move beyond constraints in marketing to creatively accomplish their given tasks
Thirdly, the tasks performed by the enterprise must meet the corresponding standards or predetermined objectives. In the process of producing or serving, enterprises can earn the trust of consumers or customers only if they strive to meet standards and meet the needs of consumers or customers, thereby gaining a certain market position and sustainable development。
Ii. Building the strengths of project-based management in business marketing activities
In summary, the underlying purpose of project management is to promote effective and timely communication within and outside the marketing team following the transformation of the management activities project, so that pre-defined marketing plans can be efficiently and clearly disaggregated and implemented and, in the process, a common sense of corporate cultural identity can be developed, thereby facilitating the formation of strong and cohesive marketing teams, thereby upgrading the management of the enterprise as a whole and optimizing enterprise management systems and business processes. How, then, are the advantages of project-based management constructed? The author believes that implementation and management can be done in a step-by-step manner as follows:
(i) locating para-corporate positions to determine optimal marketing strategies in light of changing market conditions
Markets are rapidly changing, and comprehensive research and assessment of their current status and trends are the first studies that enterprises must perform in their marketing activities. Only a thorough understanding of the needs of market clients, an objective analysis of their strengths and weaknesses, an accurate assessment of the pulses of the market, and the identification of points of convergence for cooperation through the differences between the various clients, can the best forms of cooperation and optimal marketing programmes and risk-prevention measures be developed in accordance with their own staged strategic objectives。
In the early years of existence, for example, the company in which the author was based had never had a trade job and, as a new recruit to the market, had no established customers, had no visibility and had no idea even what trade was. After a period of initial confusion and panic, the company's management and marketing team calmed down and held a mindstorm. In accordance with the relevant state planning and rigid requirements for the construction industry, self-concrete will be phased out, with the result that it will be supplied by specialized commercial companies. As the pace of urbanization accelerates, the demand for commodities increases dramatically, and the use of bulk cement as the main raw material for commodity production tends to rise. On the basis of this analysis, companies have decided to use their own funds and the advantages of the well-known listed state business context as a glue between cement producers and commodity companies, requiring business opportunities in the process of working with suppliers and demanders of products。
(ii) implementation of marketing projects to consolidate project management strengths
Throughout its implementation, we have been dominated by the marketing department, which is supported by personnel from the relevant departments who form part of the project implementation team to manage the projects carried out by the company. Based on an understanding of each individual's characteristics and the characteristics of the operation of the project, the project team is subdivided into an external coordination group for external market research and coordination, an internal control group for process control and oversight, a financial group for budget and cost control, an emergency team for trouble management, and, finally, a team that is integrated into the business decision-making hub-manager group through a weekly briefing session. Thus, both the efficiency of the project team in managing the project in an integrated manner and the subjective motivation of the entire staff were fully mobilized. Internally, the teams are decentralized and serve the integrated command and control of the project team, allowing the project team to operate in a harmonious and smooth manner; externally, the decision-making hub is able to provide the project team with timely working adjustment instructions and progress instructions based on feedback from the project team in order to keep abreast of the needs of the client and to market to the client in a timely manner the manner in which the services are tailored to his or her needs, the mode of settlement and the mode of operation。
(iii) protection against project risks
Markets are open-ended and reef-based, and are always fraught with risks in market competition, and risk prevention is a top priority once risk is managed poorly. How? Our approach is to:
(a) first, to avoid possible legal risks by legalizing the contract through counsel
Second, it avoids or reduces the generation of risk by fine-tuning project cooperation. Projectization management cannot be isolated from the market and the object of the cooperation, and therefore reducing or avoiding the generation of risk necessarily requires a comprehensive understanding of the latest trends of the partner and an accurate assessment of market trends, thereby reducing the risk through cooperative approaches and adjustments in detail。
(iv) post-project management development attention
When the desired results are achieved, it is easier for an enterprise in general to replicate the successful model of the previous project in its entirety into the next project without paying attention to the differences between the projects, which will result in the advantages of project management not being further extended and extended. It is therefore necessary to maintain a clear judgement about the development of the enterprise and to continuously exploit the correlation between profitable projects in order to explore optimal project-based management models for different projects。
Concluding remarks
Through the above analysis, project-based management in marketing activities can achieve at least the following objectives: project-based management promotes the subjective mobility of the various players in the enterprise, with a division of labour and cooperation, with an intangible “whole marketing” effect; project-based management is a coherent whole, without any link, which will render the entire project inoperable and thus effectively promote corporate teamwork through project-based management; and the virtuous interaction of groups in the project-based management process effectively reduces friction within the enterprise, maximizes the use of human resources, reduces operating costs and widens the growth channels for project participants through the implementation of each project。
