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论文编号：	15002
作者编号：	2320224143
上传时间：	2024/12/9 14:28:36
中文题目：	H公司营销团队管理的问题与对策研究
英文题目：	Research on the Problems and Countermeasures of Marketing Team Management in H Company
指导老师：	杨斌
中文关键字：	营销团队；团队管理；沟通；激励；领导力
英文关键字：	Marketing team；Team management；communication；incentives；leadership
中文摘要：	由于互联网的普及，网上和线下同步的消费方式受到了消费者的青睐。2016年马云首次提出了“新零售”的概念，即通过云计算、人工智能等高新技术和方法，对业务流程中的商品采购、物流运输和销售等进行重组优化，实现线上线下业务协同开展的新模式。H公司作为A集团中一个新零售公司，因其特有的商业形式与高速增长的势头而备受瞩目，H公司以新鲜、快捷、方便的特色为顾客服务，同时加之以线上与线下相结合的形式，为顾客供应高品质的新鲜食物和优质的日用商品。但是，由于A集团特有的“平台”企业文化，使得H公司的队伍构建遇到了许多困难，而且H公司是新零售公司，作为一种新型商业模式，在面对挑战时并没有采用普通零售公司的层级、职能、后台的应对模式，而是采用了团队作战的方式，营销团队作为企业与消费者之间的桥梁，其管理水平和能力直接影响到企业的市场竞争力。 企业的长期发展离不开优秀的团队，但好的团队需要长久的磨合和培养，尤其是新型的零售形式，对高品质高熟练度的团队有更大的需求。然而，H公司在营销团队管理方面存在一些问题，如员工缺乏相应的入职培训、团队沟通意识、激励措施不合理等，这些问题制约了H公司的进一步发展，因此，本文以A集团公司H公司为例，对处于成长期企业的市场营销队伍经营管理进行了探索。首先，本文在了解研究背景及意义等内容的基础上，界定了团队、高效团队等相关概念，对沟通理论，动机理论，市场营销理论，团队动力理论等基本理论进行了系统的梳理，并通过收集查阅文献了解目前相关研究现状，为本研究的开展提供充分的理论基础。然后对H公司展开调查，了解其基本概况、业务类型、业务范围规模以及管理方式等，并调查了H公司的营销团队架构、在员工配备和经营状况的基础上，采用问卷调查和访谈等方法，对H公司的市场营销团队在沟通、激励、领导和团队凝聚力等领域中所遇到的一些问题进行了分析，分析出造成这些问题的成因，主要有团队领导能力低、缺乏完善的沟通机制、业务培训不规范以及激励措施不完善，为此，本文从加强沟通建设，改善激励方式，加强领导能力，培育团队凝聚力等方面，给出了相应的对策与保证；通过这一研究，对市场营销队伍的管理进行了有益的补充。
英文摘要：	With the wide application of mobile Internet technology, the consumption mode of online and offline simultaneous is more and more popular with consumers. In 2016, Jack Ma first proposed the concept of "new retail", which refers to the use of high-tech and methods such as cloud computing and artificial intelligence to restructure and optimize the business processes of product procurement, logistics transportation, and sales, achieving a new model of online and offline business collaboration. As a new retail company in Group A, H Company has attracted much attention due to its unique business model and rapid growth momentum. H Company serves customers with fresh, fast, and convenient features, while also providing high-quality fresh food and daily necessities through a combination of online and offline methods. However, due to the unique "platform" corporate culture of Group A, the team building of Company H has encountered many difficulties. As a new retail company and a new business model, Company H did not adopt the hierarchical, functional, and back-end response mode of ordinary retail companies when facing challenges. Instead, it adopted a team combat approach. The marketing team serves as a bridge between the enterprise and consumers, and its management level and ability directly affect the market competitiveness of the enterprise. The long-term development of an enterprise cannot do without an excellent team, but a good team requires long-term adaptation and cultivation, especially in the new form of retail, which has a greater demand for high-quality and highly skilled teams. However, there are some problems in the management of H Company's marketing team, such as the lack of corresponding onboarding training for employees, inadequate team communication awareness, and unreasonable incentive measures. These problems constrain the further development of H Company. Therefore, this study explores the marketing team management issues of A Group H Company during its growth stage. Firstly, based on an understanding of the research background and significance, this thesis defines relevant concepts such as teams and efficient teams, comprehensively sorts out basic theories such as communication theory, motivation theory, marketing theory, and group dynamics theory, and collects and reviews literature to understand the current research status, providing sufficient theoretical basis for the development of this study. Then, an investigation was conducted on Company H to understand its basic overview, business types, business scope, scale, and management methods. The marketing team structure, personnel configuration, and management status of Company H were also investigated. Through questionnaire and interview methods, the problems in communication, motivation, leadership, and team cohesion of Company H's marketing team were identified. The causes of these problems were analyzed, mainly including low team leadership ability, lack of sound communication mechanisms, non-standard business training, and incomplete incentive measures. Solutions and implementation guarantees were proposed to strengthen communication construction, improve incentive models, enhance leadership ability, and cultivate team cohesion; Through the research in this thesis, the theory and practice of marketing team management have been further enriched and improved.
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