Diversification of floor marketing

As the challenge of diverse differentiation in marketing has grown, more complex marketing tools and sales model combinations have begun to emerge in flooring companies. In addition to placing resources in areas and customers with the greatest profit potential, flooring companies must also focus on media and sales efforts that are most likely to achieve such profits. This means that while investing in those advertising media that have proven effective, cut down on new tools that have not yet been sufficiently validated and focus resources on sales representatives while streamlining the central back office function. There is no consistent model to show whether the traditional tools or new tools perform better in terms of scope, cost, and quality. Therefore, marketers must make their own objective comparisons in order not to hesitate to remove ineffective tools and support highly influential tools with confidence.

Redefining the Order of Advertising Tools The scope and cost of advertising tools represent their effectiveness, thus ignoring the quality of advertising tools themselves, that is, their ability to influence customers. Quality is the easiest to measure in direct business. It can accurately determine the return on investment generated by sending out product catalogs and e-mails. However, for more difficult-to-measure tools such as television, product placement marketing, and sponsorship activities, there are ways to estimate the quality and prioritize accordingly.

Flooring companies combine the multiple sources of information by maximizing the accuracy of their quality assessments through customer quantitative surveys, post-event discussion groups and seminars. Some of the consumer goods companies that conducted such research activities found that the consensus formed in them was very consistent with more in-depth quantitative research. Regardless of how the flooring company forms its quality assessment, its real role comes from combining this analysis with data on the scope and cost of advertising tools.

Re-definition of sales functions In order to increase profits, during the difficult times, floor companies usually try to reduce daily sales expenses while concentrating resources on the front-line sales teams. However, the support system used by the sales team is different from the past. The support is so important that it cannot be cut indiscriminately: they play a strategic role in the sales process, serving the most profitable customers, and It is important to convert potential customers into new customers. If senior executives severely reduce this support function during extensive cost-cutting actions, they are at risk of seriously undermining the effectiveness of the sales force.

If the flooring company had to cut costs by 10%. If some product specialists, industry-specific sales managers, and telemarketing support are cut, it may lead to a reduction in sales leads and a decrease in the sales success rate. The sales volume will be downgraded more than the same number of sales personnel or account managers in the floor companies. Similarly, if the lean pricing and competitor analysis teams also lead to poor pricing decisions, which will reduce profit levels or waste time on sales leads that have no return. After analyzing the success rate and profit rate of the new contract, the person in charge of sales confirms that retention of product experts and pricing experts is critical to maintaining profitability.

In other words, a floor company does not necessarily have to cut down on daily expenses in a one-size-fits-all manner, and can rationally design its sales plan while maintaining its performance in a variety of ways. Assessing current sales coverage patterns can help floor companies decide which sales and sales support models are more effective for what types of customers and sales, and then rebalance resources as needed. In practice, this approach may require the online processing of new orders from repeat customers, the completion of basic sales and customer management tasks through telemarketing representatives, and the use of larger response teams to handle major order negotiation requests.

Another important step is to analyze the winning or losing ratios in difficult customer negotiations, while considering whether those sales support teams are most effective and which teams contribute the least and can be reduced. Streamlining the after-sale process and determining the appropriate level of customer support can also reduce costs. A key to all these moves is understanding the expectations of customers and understanding the importance of after-sales support for the overall customer experience. This meticulous approach can help sales and marketing executives more confidently identify areas of cost savings and protect employees and programs that directly contribute to profitability.

In short, the flooring companies that have acted according to the old laws of the past may be chasing those markets and subdivided markets that are currently less attractive, and investing too much of their resources in traditional marketing tools and first-line sales personnel. To avoid these costly mistakes, marketing and sales executives must dynamically re-evaluate the priorities of their regions, customers, advertising, and sales force, and always pay attention to this ever-changing economic situation, with a win-win marketing and sales strategy. Deal with the market.