We should make full use of local media resources, do a good job in brand marketing and communication, focus on major strategic deployment, key projects and major events, combine local key development plans and major projects, bind publicity and centralized reporting, and raise awareness in the local market.
“Looking at the in the pot”, actively explore new markets.
How can construction enterprises ensure that they can “eat well” in the fierce market competition in the future? Building a smooth market development system and improving their own market development ability have become the focus of construction enterprises 1 – build a competitive market development system.
It has changed from the past incremental development model to the stock development model.
Fourth, establish a localized operation network.
On the one hand, in combination with the local operation and resource status in the region, based on the local, with maximizing the efficiency of market development as the core; Carry out marketing and business activities in a manner consistent with local customers’ cognition and behavior habits.
As long as it fits your reality, it is a good choice.
China’s economy has now entered a new normal of development.
First, rely on existing customers for regional layout..
Third, strengthen the construction of localized talents.
At the same time, the past development mode of the construction industry driven by low factor cost has been unsustainable, and medium and low-speed growth will become the norm.
Second, strengthen the cultivation of localized brands.
On the one hand, we should optimize the structure of local employees, increase the proportion of middle and senior local employees in positions with high localization value such as business development, project management, construction technology and external coordination, and include the localization proportion in the assessment indicators.
Market development function of regional companies: the purpose of establishing regional companies is to serve as the source channel of regional market information on the one hand, and the information terminal for uploading and issuing relevant policies in the region on the other hand.
If system construction is the strategic direction, with a good system, the next thing to do is to formulate good tactics.
Connect with the regional companies (if any) of the superior units, and understand their regionalization strategy, key project information and customer resources in the region; Guide the operation of subsidiaries (if any) in the region, share customer resource information, market information and policy information, and help them meet the needs and plans of special and comprehensive projects such as investment.
First, improve the localization management system.
However, the number of people who share the cake is increasing day by day.
The role of the headquarters in market development should be more in-depth and extended to the front end.
The past scale growth rate is unsustainable, and the future development trend will gradually be adjusted from high growth to optimizing the economic structure and improving the quality of development.
Cultivate and maintain local brands from the perspective of sustainable development in combination with the specific situation of the region and business development needs.
On the one hand, we should give full play to the advantages of large construction enterprises, directly or indirectly participate in the top-level planning through high-end exchanges, give advice and suggestions for the development planning within the business area, take regional and industrial planning consultation as the starting point, and output the top-level design scheme of infrastructure and the integrated services of industry, investment, finance and construction.
▌1.
The author expounds the way of regional expansion from two dimensions.
Generally speaking, there are three main bodies for market development of construction enterprises: headquarters, regional companies and project department.
In line with the overall economic environment, the construction industry has ended its rapid growth of more than 10% for nearly 10 years since 2012 and entered the speed change period.
Is it vertical regional deep ploughing? Or continuously explore new markets horizontally? The answer to this question is not absolute.
▌2.
As a typical “passive industry”, under the interaction of internal and external factors, the construction industry is destined to face a “non incremental competition” in the future.
On the other hand, we should strengthen cooperation with local human resources institutions, reduce labor disputes and ensure employment compliance.
Market development function of the headquarters: the role of the headquarters in market development activities is not just to stay in the marketing department to track project information and make bidding documents.
“Eating in the bowl” and strengthening the localization construction.
On the other hand, we should actively guide the needs of customers, create a broader market development space for ourselves, establish a first mover advantage through a higher perspective, jointly build a community of interests, life and development with the local government, help the upgrading of relevant industries within the business area and support the development of local construction industry through capital output, technology output and management output, Exchange cooperation for market, mutual benefit and win-win results.
In other words, the cake of the future market is so large that it is difficult to see large-scale growth in the short term, or even no contraction.
Market development function of the project department: the project department does not undertake specific market development indicators, but promotes rolling operation with high-quality performance in the way of “promoting the market on site”, pays attention to collecting local market information and sharing information with regional companies 2 – choose the way to develop the market.
Through efficient performance, joint operation and other ways, build a community of interests, establish a close cooperative relationship network with local owners, supervisors, suppliers and contractors, organically embed the local supply chain and industrial chain, realize complementary advantages, reduce business risks, and form a stable, efficient, professional and low-cost localized network.
The three perform their respective duties and cooperate with each other to form a development line and form a development effect of 1 + 1 + 1 > 3.
On the other hand, increase the resource coordination and support of regional companies for the front-end of localization projects, provide the allocation of surrounding resources, provide more optimized, broader and more comprehensive resource solutions for the project, and give play to the localization synergy in the region around cost reduction and efficiency increase.
