【正文】 原來商業(yè)也可以做。策劃實施之后，企業(yè)的評價：你們很客觀。（4）品牌塑造——廣告。做有文化的商業(yè)。（1）企業(yè)改名，圣象裝飾——圣象制造。重新定位圣象：中國強化木地板第一品牌到中國（見圖）。消化資料：辦公室里攤滿了圖片與文字。各地市場與分公司的情況。在北京的建材市場通過走訪經銷商了解地板市場。80％靠腳，20%靠腦。確定合作，一拍即合。策劃由了解品牌形象開始?？偛吭O在北京，全國各主要城市有分公司。其中為圣象地板的品牌策劃已成為中國的經典策劃。s culture to bee more conducive to implementing the marketing strategy? 圣象地板的品牌策劃誰是葉茂中？在策劃業(yè)，葉茂中大名鼎鼎。 (c b) Response Analysis a. Estimated product response coefficient: b. Estimated price response coefficient: c. Estimated distribution response coefficient: d. Estimated promotion response coefficient: Combined response impact (a x b x c x d): Systematic Planning Model a. Current industry sales (in units): b. Projected sales growth (decline) percentage: c. Projected industry sales (a x b): d. Projected firm market share if current marketing strategy is continued: e. Modified market share (multiply d by the bined response impact from above): f. Predicted sales in units (c x e): g. Projected sales in dollars (multiply f by the per unit selling price): h. Projected costs: i. Projected gross margin (g h): B. Marketing Control What types and levels of formal control mechanisms are in place to ensure the implementation of the marketing plan? Input control mechanisms Employee recruitment and selection procedures: Employee training programs: Employee manpower allocations: Financial resources: Capital outlays: Research and development expenditures: Other: Process control mechanisms Employee evaluation and pensation systems: Employee authority and empowerment: Internal munication programs: Lines of authority/structure (organizational chart): Management mitment to the marketing plan: Management mitment to employees: Output control mechanisms (performance standards) Product performance standards: Potential corrective actions that can be taken if actual product performance does not match these standards: Price performance standards: Potential corrective actions that can be taken if actual pricing performance does not match these standards: Distribution performance standards: Potential corrective actions that can be taken if actual distribution performance does not match these standards: Promotion performance standards: Potential corrective actions that can be taken if actual promotion performance does not match these standards: Output control mechanisms (marketing audits) How will marketing activities be monitored? What are the specific profit and timebased measures that will be used to monitor marketing activities? Describe the marketing audit to be performed: Who will be responsible for conducting this audit? What types and levels of informal control mechanisms are in place to ensure the implementation of the marketing plan? Employee selfcontrol Are employees satisfied with their jobs at a level that is sufficient for implementing the marketing plan? If not, how can employee job satisfaction be increased? Are employees mitted to the organization at a level that is sufficient for implementing the marketing plan? If not, how can employee mitment be increased? Are employees mitted to the marketing plan at a level that is sufficient for its implementation? If not, how can employee mitment to the plan be increased? Employee social control Do employees share the organization39。 weaknesses? Does this weakness make us different from (worse than) our petitors in the minds of our customers? C. Opportunities Opportunity 1: How is this opportunity related to serving the needs of our customers? What actions must we take to capitalize on this opportunity in the shortterm and in the longterm? Opportunity 2: How is this opportunity related to serving the needs of our customers? What actions must we take to capitalize on this opportunity in the shortterm and in the longterm? Opportunity 3: How is this opportunity related to serving the needs of our customers? What actions must we take to capitalize on this opportunity in the shortterm and in the longterm? Opportunity 4: How is this opportunity related to serving the needs of our customers? What actions must we take to capitalize on this opportunity in the shortterm and in the longterm? D. Threats Threat 1: How is this threat related to serving the needs of our customers? What actions must we take to prevent this threat from limiting our capabilities in the shortterm and in the longterm? Threat 2: How is this threat related to serving the needs of our customers? What actions must we take to prevent this threat from limiting our capabilities in the shortterm and in the longterm? Threat 3: How is this threat related to serving the needs of our customers? What actions must we take to prevent this threat from limiting our capabilities in the shortterm and in the longterm? Threat 4: How is this threat related to serving the needs of our customers? What actions must we take to prevent this threat from limiting our capabilities in the shortterm and in the longterm? E. The SWOT MatrixStrengths:???????Opportunities:???????Weaknesses:???????Threats:??????? F. Matching, Converting, Minimizing, and Avoiding Strategies How can we match our strengths to our opportunities to create capabilities in serving the needs of our customers? How can we convert our weaknesses into strengths? How can we convert our threats into opportunities? How can we minimize or avoid those weaknesses and threats that cannot be