In many 1st and 2nd tier cities, competitors usually plan their layout a few years in advance and invest a lot of money, which has formed a great advantage when bidding, so it is difficult to win large orders in these cities. 3) Mode: Use the RMB-PT model to find the executive list solution direction Figure 4 RMB-PT model As shown in the figure above, we can plan how to realize business value according to RMB-PT. 1) Insights and Resources Analysis: Our capabilities and executive list the gap with our opponents Existing resources: Company A's "core business line 1" has an independent business department, and first-tier cities have independent sales teams and pre-sales teams.
Insight into the gap: The main competitors have strategic agreements with key 1st and 2nd tier cities, have fixed asset investment commitments, have executive list a team of well-known experts, and participate in planning in advance. 2) Mode Recommendation: How we can transform to win the market Management model innovation: from a decentralized sales executive list team in each tier-1 and tier-2 cities to independently place orders into a national overall model. Establish a national marketing and delivery center, and for key 1st and 2nd tier cities, the marketing and delivery center will coordinate and manage major customers, project pre-sale, in-sale and after-sale processes.
Innovation of resource coordination model: The best expert team within the company is dispatched to the marketing and delivery center. For key 1st and executive list 2nd tier cities, expert resources are arranged by the marketing and delivery center. Cooperation model innovation: In addition to traditional partners, it has established cooperative relationships executive list with major scientific research institutes and standards organizations, and participated in their standard formulation and pre-research planning projects. Innovation in investment model: The investment in marketing and delivery centers is not linked to the project.