With the continuous development of national economy and comprehensive national strength, China enterprises have made great progress in marketing. The following is what I collected for you. Welcome to read the reference!

1 Discussion on marketing management of construction enterprises

The marketing management level of construction enterprises directly affects the development quality of enterprises. Especially at the critical moment when the market-oriented reform of the construction industry is deepening and construction enterprises are facing great opportunities and many challenges, it is particularly important to strengthen enterprise marketing management, prevent and control business risks from the source, and enhance management and benefit creation capabilities. Therefore, this paper focuses on analyzing and discussing the current situation of marketing of construction enterprises and how to strengthen marketing management, so as to enhance the competitiveness of construction enterprises themselves.

Keywords: construction enterprises; Marketing; ability building

In the current market environment, the marketing of some construction enterprises is still in the primary stage of bidding, with backward management concepts, single marketing means and lagging marketing team construction, and they are not aware of the changes and development of the construction market situation in time. Therefore, strengthening the construction of enterprise marketing ability is indispensable and imperative for construction enterprises to enhance their management ability, seize market opportunities and avoid risks and challenges.

1 Marketing Status of Construction Enterprises

1. 1 The market is unbalanced and the competition is fierce.

With the development of China's market economy, the scale of infrastructure construction has increased year by year, but on the other hand, due to the relatively low threshold of the construction industry, the number of construction enterprises has increased rapidly, resulting in overcapacity, oversupply, vicious price cuts and infrastructure construction in the construction industry. Moreover, the added value of building products is low, which greatly reduces the efficiency and profitability of enterprises.

1.2 The marketing management concept is backward and the means are single.

Some construction enterprises still stay in the traditional marketing stage, mainly because they think that marketing is bidding, lack of in-depth research and analysis of the target market, lack of long-term planning and strategy for marketing, and lack of enthusiasm and adaptability to the emerging PPP business and the mode of integration of industry and finance in the construction market. In marketing management, the means are single, the channel construction is not smooth, and the deviation in the marketing process can not be fed back and corrected in time.

1.3 The construction of marketing team is lagging behind and inefficient.

Some enterprises don't have a deep understanding of the main business and development strategy, and don't have a deep research and analysis on the regional market, resulting in overlapping or compartmentalization of functions among parent and subsidiary companies, regional headquarters, marketing functional departments and marketing offices, long management chain, unclear division of responsibilities and low marketing efficiency.

1.4 local protection still exists, and the market mechanism needs to be further improved.

At present, local protection and industrial barriers still exist in the construction market. In many places, for the regional interests of the region and the industry, or in order to achieve tax revenue landing, artificial obstacles are set up to restrict the entry of enterprises from other fields and other industries by filing, information registration and setting up subsidiaries. * * * The intervention and management of the construction market need to be further standardized, and there are still over-the-counter transactions and behind-the-scenes transactions in the market competition.

2. Improve the marketing ability of enterprises.

2. 1 Establish a three-dimensional marketing concept

Thought is the forerunner of action. Construction enterprises should establish the concept of three-dimensional marketing, adapt to the new construction market environment, and strengthen the construction of enterprise marketing ability. On the one hand, the current construction market has broad prospects. The railway market also maintains a high investment scale every year, and the urban rail transit market is in the ascendant, and the influence of the "Belt and Road" is increasingly far-reaching. The establishment of xiong'an new area will also bring about a large-scale increase in infrastructure market investment. On the other hand, the construction market has undergone unprecedented changes, and supply still exceeds demand, with fierce competition. Therefore, we should establish a three-dimensional marketing concept. The concept of three-dimensional marketing requires enterprises to fully understand what business is. Business is not a simple market operation and contracting task, but a three-dimensional view of business objects. They should be good at using various business models such as contracting, investment and acquisition, and flexibly use planning, development, logistics and operation management to improve marketing level, broaden marketing fields, enrich marketing resources and improve marketing efficiency.

2.2 Consolidate the foundation of marketing management and strengthen risk prevention and control

Basic marketing work is the guarantee of doing a good job in marketing. Pay equal attention to marketing scale and quality. While doing a good job in pre-bid investigation, bidding planning and quotation decision-making, we should strictly implement the pre-target grading evaluation system and fully implement risk identification and scheme pre-control. (1) according to the different emphases and specific requirements of the project owner, organize regional marketing agencies to collect relevant information, establish a * * * * database, and improve the level of tender preparation. Improve the pre-bid inspection mode, plan to set up the project manager and chief engineer to intervene in advance, and improve the pertinence and operability of the construction organization design of the bidding documents. (2) Standardize the calculation of pre-tender estimate cost to provide accurate basis for bidding decision. ③ Strengthen risk prevention and control, put an end to bidding projects with congenital deficiency, and improve project quality from the source.

2.3 Deepen regional management and improve market layout.

It is necessary to combine the reality of enterprise management with the characteristics of main business, focus on enhancing the core competitiveness of enterprises, aim at key regional markets, continuously deepen regional management capabilities, improve enterprise marketing network and market layout, and continuously enhance enterprise marketing capabilities. (1) Do a good job in regional management, match the organizational structure, staffing and management system, clarify the responsibilities and rights of marketing managers at all levels of the enterprise, straighten out the working mechanism, and fully mobilize the enthusiasm of marketing personnel. ② Promote management innovation. Take PPP project operation and financing business management as the focus of management innovation, pay attention to the new situation, new situation and new problems faced by marketing in time, study and understand them carefully, and improve the quality and work level of personnel. ③ Continuously improve the market layout. It is necessary to maintain a certain strength, give full play to the traditional advantages of traditional business sectors in personnel, equipment, management and performance, highlight work priorities, strengthen planning and implementation, and constantly become bigger and stronger. In the field of emerging markets, it is necessary to increase investment in people and property, and constantly expand the market share of investment and financing, common ditch and sponge city. Actively cultivate new economic growth points of enterprises and enhance the development stamina of enterprises.

3 Conclusion

Construction enterprises should strengthen the research and analysis of the market situation, strengthen the marketing management of enterprises, and constantly establish and improve the management system to adapt to the ever-changing development and changes of the construction market. At the same time, it is necessary to cultivate a vibrant and enterprising business culture, cultivate a marketing team that dares to fight and strive for perfection, and promote the steady development of enterprises.

refer to

[1] Zhao Liang. Research on marketing of construction enterprises [D]. Tsinghua University, 2005.

[2] high strength. Marketing characteristics and marketing capacity building of construction enterprises [J]. China Market, 20 163 1: 33 ~ 34.

[3] Du Yingfeng. Research on Strengthening Marketing Strategy of Construction Enterprises [J]. Chinese and Foreign Entrepreneurs, 20 1522: 98+ 100.

[4] Wei. Discussion on strengthening the marketing ability of construction enterprises [J]. Time Finance, 201009:1~113.

[5] Hao. On the marketing characteristics and marketing capacity building of construction enterprises [J]. Engineering Construction and Design, 200608:1/kloc-0 ~112.

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