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尚普咨询集团：一步一步教你如何进行市场进入咨询，走向成功的六大步骤

2024-07-18 17:56:18 来源：尚普咨询浏览量：0

一、定义目标市场和客户需求

市场进入咨询的第一步是定义目标市场和客户需求。目标市场是指客户希望进入或扩大的市场，客户需求是指目标市场中潜在消费者的需求、偏好和购买行为。定义目标市场和客户需求的目的是为后续的市场分析和策略制定提供基础和方向。

定义目标市场和客户需求的方法有多种，例如：

市场细分法：根据目标市场中消费者的地理、人口、心理、行为等特征，将市场划分为不同的细分市场，然后选择最有潜力和最适合客户的细分市场作为目标市场。

市场需求法：根据目标市场中消费者的需求层次、需求类型、需求强度等因素，分析市场的总体需求和各细分市场的需求，然后选择需求最大和最符合客户的细分市场作为目标市场。

市场机会法：根据目标市场中消费者的问题、痛点、期望、满意度等指标，识别市场的机会和威胁，然后选择机会最多和最适合客户的细分市场作为目标市场。

定义目标市场和客户需求的注意事项有以下几点：

目标市场和客户需求应该与客户的资源、能力、目标和愿景相匹配，避免选择过大或过小、过难或过易、过高或过低的市场和需求。

目标市场和客户需求应该具有明确的边界和特征，避免选择模糊或混乱、泛化或细化、静态或动态的市场和需求。

目标市场和客户需求应该基于充分的市场调研和数据分析，避免选择主观或偏见、片面或不全、过时或不准的市场和需求。

二、评估市场吸引力和竞争力

市场进入咨询的第二步是评估市场吸引力和竞争力。市场吸引力是指目标市场的规模、增长、利润、稳定等方面的潜力和优势，市场竞争力是指目标市场的竞争者、替代品、壁垒、规制等方面的挑战和风险。评估市场吸引力和竞争力的目的是为客户提供市场进入的可行性和难易度的判断和建议。

评估市场吸引力和竞争力的方法有多种，例如：

五力分析法：根据波特的五力模型，分析目标市场中的行业竞争者、潜在进入者、替代品、供应商和买家的力量和影响，从而评估市场的竞争程度和盈利能力。

SWOT分析法：根据SWOT模型，分析目标市场中的优势、劣势、机会和威胁，从而评估市场的优劣势和发展趋势。

PESTEL分析法：根据PESTEL模型，分析目标市场中的政治、经济、社会、技术、环境和法律等宏观因素，从而评估市场的外部环境和影响因素。

评估市场吸引力和竞争力的注意事项有以下几点：

市场吸引力和竞争力应该综合考虑多个维度和指标，避免只看单一或表面的市场数据和信息。

市场吸引力和竞争力应该动态地跟踪和更新，避免忽视市场的变化和发展。

市场吸引力和竞争力应该客观地分析和评价，避免过于乐观或悲观、夸大或贬低的市场判断和建议。

三、确定市场进入模式和定位

市场进入咨询的第三步是确定市场进入模式和定位。市场进入模式是指客户进入目标市场的方式和路径，市场定位是指客户在目标市场中的目标客户群、差异化优势和品牌形象。确定市场进入模式和定位的目的是为客户提供市场进入的策略和方向。

确定市场进入模式和定位的方法有多种，例如：

市场进入模式选择法：根据市场进入模式的不同维度，如控制度、风险度、投入度、灵活度等，比较和选择最适合客户的市场进入模式，如出口、授权、合资、独资、并购等。

市场定位法：根据市场定位的三个要素，即目标市场、差异化优势和理由证明，确定客户在目标市场中的目标客户群、差异化优势和品牌形象，如高端、中端、低端、功能、品质、服务等。

市场细分定位法：根据市场细分的结果，为每个细分市场制定不同的市场进入模式和定位，以满足不同的客户需求和偏好，如区域、年龄、收入、性别等。

确定市场进入模式和定位的注意事项有以下几点：

市场进入模式和定位应该与市场吸引力和竞争力相匹配，避免选择过于保守或冒险、过于简单或复杂、过于传统或创新的市场进入模式和定位。

市场进入模式和定位应该与客户的资源、能力、目标和愿景相一致，避免选择超出或低于客户的市场进入模式和定位。

市场进入模式和定位应该有明确的目标和计划，避免选择模糊或混乱、随意或无序、缺乏或过度的市场进入模式和定位。

四、制定市场进入计划和预算

市场进入咨询的第四步是制定市场进入计划和预算。市场进入计划是指客户进入目标市场的具体行动和步骤，市场进入预算是指客户进入目标市场的成本和收益的预测和控制。制定市场进入计划和预算的目的是为客户提供市场进入的执行和评估的依据和工具。

制定市场进入计划和预算的方法有多种，例如：

SMART法：根据SMART原则，制定具有特定、可衡量、可实现、相关和时限的市场进入计划和预算，如市场份额、销售额、利润率、客户满意度等。

GANTT图法：根据GANTT图的形式，制定具有时间轴、任务列表、进度条、里程碑的市场进入计划和预算，如市场调研、市场分析、市场策略、市场执行等。

PDCA循环法：根据PDCA循环的过程，制定具有计划、执行、检查、改进的市场进入计划和预算，如市场目标、市场行动、市场结果、市场反馈等。

制定市场进入计划和预算的注意事项有以下几点：

市场进入计划和预算应该与市场进入模式和定位相符合，避免选择与市场进入模式和定位不一致或相互冲突的市场进入计划和预算。

市场进入计划和预算应该具有可操作性和可调整性，避免选择过于理想或现实、过于固定或灵活的市场进入计划和预算。

市场进入计划和预算应该有明确的责任和分工，避免选择缺乏或重复、模糊或混乱、单一或多元的市场进入计划和预算。

五、执行市场进入行动和监控效果

市场进入咨询的第五步是执行市场进入行动和监控效果。市场进入行动是指客户按照市场进入计划和预算实施的具体活动和措施，市场进入效果是指客户进入目标市场后的实际表现和成果。执行市场进入行动和监控效果的目的是为客户提供市场进入的实施和改进的方法和建议。

执行市场进入行动和监控效果的方法有多种，例如：

4P营销组合法：根据4P营销组合的要素，执行和监控客户在目标市场中的产品、价格、渠道和促销的策略和效果，如产品特性、价格策略、渠道选择、促销活动等。

7S管理模型法：根据7S管理模型的要素，执行和监控客户在目标市场中的战略、结构、系统、风格、技能、人员和共享价值的策略和效果，如战略目标、组织架构、管理系统、领导风格、核心技能、人力资源、企业文化等。

平衡计分卡法：根据平衡计分卡的四个维度，执行和监控客户在目标市场中的财务、客户、内部流程和学习与成长的策略和效果，如财务指标、客户指标、流程指标、学习指标等。

执行市场进入行动和监控效果的注意事项有以下几点：

市场进入行动和效果应该与市场进入计划和预算相一致，避免出现与市场进入计划和预算不符或相差过大的市场进入行动和效果。

市场进入行动和效果应该及时地执行和监控，避免延误或忽视市场进入行动和效果的执行和监控。

市场进入行动和效果应该全面地执行和监控，避免遗漏或忽略市场进入行动和效果的重要或关键的方面和指标。

六、评估市场进入结果和进行持续改进

市场进入咨询的第六步是评估市场进入结果和进行持续改进。市场进入结果是指客户进入目标市场后的总体表现和成果，市场进入改进是指客户根据市场进入结果的反馈和分析，对市场进入的策略和行动进行的调整和优化。评估市场进入结果和进行持续改进的目的是为客户提供市场进入的总结和反思的机会和方法。

评估市场进入结果和进行持续改进的方法有多种，例如：

KPI评估法：根据客户设定的关键绩效指标（KPI），评估客户在目标市场中的市场份额、销售额、利润率、客户满意度等方面的结果，如达成率、增长率、回报率、满意度等。

SWOT分析法：根据SWOT模型，分析客户在目标市场中的优势、劣势、机会和威胁，从而评估客户在目标市场中的优劣势和发展趋势。

PDCA循环法：根据PDCA循环的过程，根据市场进入结果的反馈，对市场进入的计划、执行、检查、改进进行循环的调整和优化，如市场目标、市场行动、市场结果、市场反馈等。

评估市场进入结果和进行持续改进的注意事项有以下几点：

市场进入结果和改进应该与客户的资源、能力、目标和愿景相匹配，避免评估或改进过高或过低、过难或过易、过快或过慢的市场进入结果和改进。

市场进入结果和改进应该具有客观性和有效性，避免评估或改进主观或偏见、片面或不全、过时或不准的市场进入结果和改进。

市场进入结果和改进应该有明确的标准和方法，避免评估或改进缺乏或重复、模糊或混乱、单一或多元的市场进入结果和改进。

Conclusion

市场进入咨询是一项复杂而重要的咨询服务，涉及到多个方面和环节的分析和决策。本文以尚普咨询集团的经验为例，介绍了市场进入咨询的六个步骤，即定义目标市场和客户需求、评估市场吸引力和竞争力、确定市场进入模式和定位、制定市场进入计划和预算、执行市场进入行动和监控效果、评估市场进入结果和进行持续改进。本文旨在为有意进行市场进入咨询的客户和咨询师提供一个参考和指导的框架，希望能够帮助他们更好地进行市场进入咨询，实现市场增长、竞争优势和盈利能力。

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