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The integration of enterprise resources can also be understood as supporting facilities, which include many such as: Brand value promotion caliber; Customer information integration; Customer portrait positioning; Market dynamics capture; ; product marketing positioning; … Only after all this kind of resources are poured into sales, sales will have enough ammunition to bombard customers. Otherwise, it would all rely on sales' personal ability to do hundreds of millions of business a year. The boss would have no time to be happy and would have to kneel down and pray to the Buddha all night. Let sales stay for a few more days. So can sales handle so many things by themselves? % is impossible, so this is the value
of your mid- and back-end products; If sales is a gold digger, you are the one Malaysia Phone Number Data who hands him the shovel; your value is—— When you need a shovel, I have a shovel; when you need a sack, I have a sack; when you don’t know where to dig for gold, I have a navigation. In the face of increasing value, constant service must be provided Before, you have also assumed that when operations grow, it seems that the operations themselves have found some good ideas through their own methods and launched popular operations activities to increase the number of users
exponentially. There are three entry points here: Where did you find these good ideas? How long did it take to find these good ideas? How many ideas did the operations lady look for before she found this great idea? Still with the same idea, if your operation is to make popular products independently, please ask your boss to kneel in the temple for one night. These three entry points respectively represent and reflect your value ideas. Where to find -> Past/current data accumulation and clue acquisition Does your middle and backend provide historical activity data to operations?
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發表於 17:15:49