泰安方管市价随行偏弱厂家走量回款为主方管泰安方管市价随行偏弱。市场方面，今日螺纹钢期货2005合约尾盘跳水，最高3522最低3483，尾盘收3485跌37，仓量276万手，增0.4万手。原料带钢 145mm系主稳，2家出清日产；355mm系列与昨变动不大，现货裸价主流3350-3390，期货3330-3360左右；河北主导管厂现方管4寸 (3.75mm)出厂报价在3930-4090之间，现唐山当地…

方管市场的高速增长一方面催生了部分厂家的跳跃式发展，另一方面也掩盖了大量中小型厂家管理和营销低效的事实。今天，在竞争日趋激烈的背景下，中小型方管厂家想要破茧成蝶，还需好的营销战略。中小型厂家开始忙转型升级家家忙转型，个个谋升级，这是2014年经济发展的大势与现象。尤其对数量众多、夹缝中谋生存的中小型厂家，或被动参与，或积极推动，转型升级已不再像过往官方的一句口号，而是实实在在的行动，贯穿其中的则是厂家组织的变革，特别是营销组织的变革。

On the one hand, the rapid growth of Square Management Market has spurred the leap-forward development of some manufacturers, on the other hand, it also conceals the fact that a large number of small and medium-sized manufacturers are inefficient in management and marketing. Today, in the context of increasingly fierce competition, small and medium-sized square tube manufacturers want to break cocoons into butterflies, but also need a good marketing strategy. Small and medium-sized manufacturers began to be busy with transformation and upgrading. Every family is busy with transformation and upgrading. This is the general trend and phenomenon of economic development in 2014. Especially for a large number of small and medium-sized manufacturers, or passive participation, or active promotion, transformation and upgrading is no longer like an official slogan in the past, but a real action, which runs through the change of the manufacturer organization, especially the marketing organization.

方管厂家应制定营销战略

Party-controlled manufacturers should formulate marketing strategies

在竞争日趋激烈的背景下，用战术代替战略形成的拍脑袋式决策将会贻害无穷，厂家战略及模式的设计越来越重要。而营销战略的制定要做竞争对手、经济环境、消费者、厂家自身资源等多个维度的分析，需要有理性的评估和开阔的视野。过于胆大或者胆小都不可取。战略制定以后，最重要的动作是宣贯与指导。向内是中基层经理人，要进行不同层次深入的讲解与答疑。向外是经销商乃至供应链，以经销商大会或者重点经销商论坛的形式发布。营销战略的制定厂家可以借助第三方机构或外部资深专家提供顾问服务或方案设计，这样会大大弥补自身资源的不足，往往会事半功倍。

In the context of increasingly fierce competition, the brainstorming decision-making formed by replacing strategy with tactics will cause endless harm. The design of manufacturer's strategy and mode is becoming more and more important. The formulation of marketing strategy needs rational evaluation and open vision to analyze competitors, economic environment, consumers, manufacturers'own resources and other dimensions. It is not advisable to be too bold or timid. After the formulation of the strategy, the most important action is to publicize and guide. Introverted managers at the grass-roots level should give in-depth explanations and answer questions at different levels. It is published in the form of distributor's meeting or key distributor's forum to the outside distributors and even the supply chain. Manufacturers of marketing strategies can provide advisory services or scheme design with the help of third-party organizations or senior external experts, which will greatly compensate for the shortage of their own resources, often with half the effort.

营销变革是贯穿发展关键

Marketing change is the key to development

造声势：主要是统一思想，传递正能量。没有冲突的干预是不存在的，没有推动的变革也是无意义的。我们能做的不是不变，而是如何智慧地变，如何高效地变。

Voice power: mainly to unify ideas, transfer positive energy. Intervention without conflict does not exist, and change without impetus is meaningless. What we can do is not change, but how to change wisely and efficiently.

稳核心：一是核心员工，二是核心业务。核心的员工是变革的家底或本钱，这个不能没有。核心业务要么是占比较大的主营业务，要么是引领全局的关键业务，自然要重点关注。

Stable core: one is the core staff, the other is the core business. The core employee is the change's family background or capital, which can't be avoided. Core business is either the main business with a large proportion or the key business leading the overall situation. Naturally, we should focus on it.

树样板：先易后难或先难后易，抓关键的少数而不是到处放火，最后无法收拾。样板就是突破口，榜样的力量是无穷的!管理变革是经理人特别是高阶经理人的核心能力之一。面对纷纭复杂的市场变化以及日新月异的技术革命，不会管理变革或者不愿意面对变革的经理人很容易被淘汰。

Sample Tree: First easy, then difficult or first difficult, then easy. Grasp the key few instead of setting fire everywhere, and finally unable to clean up. Model is the breakthrough, the power of model is infinite! Management change is one of the core competencies of managers, especially senior managers. In the face of complex market changes and the ever-changing technological revolution, managers who do not manage change or are unwilling to face change are easily eliminated.

不管是战略的调整，还是模式的创新，都是方管厂家在应对市场演进的主动选择。事实上，面对危机，走在十字路口的中小型方管厂家，变可能会死，不变一定会死。组织变革其实是方管厂家发展的常态，最重要的不是变革本身，而是深藏其中的判断、气魄、方法与逻辑。

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