亞太策略研究所--數碼調研中心

銷售部門與市場部門合作愉快嗎?How Well Do Sales and Marketing Work Together?[Mobile]

问卷正在加载中,请稍候...
如果由于网络原因导致此框一直不消失,请重新刷新页面!
问卷发布者还未购买企业版或企业版已到期,此问卷暂时不能被填写!
此工具旨在幫助公司判斷自己的銷售隊伍和市場團隊之間的協調和整合程度。你可以讓公司銷售部門和市場部門的主管(以及他們的下屬)按照1~ 5分給以下各項打分。

This instrument  is intended to help you gauge how well your sales and marketing groups are aligned and integrated. Ask your heads of Sales and Marketing (as well as their staffs) to evaluate each of the following statements on a scale of 1 to 5, where 1 is “strongly disagree” and 5 is “strongly agree.”

 
1.
您的Email/Email *
2.

请按照1~ 5分給以下各項打分。其中 “1分” 表示“完全不同意”,“5分” 表示“非常贊同”。把所有各項的分數加起來,就可以判斷自己公司這兩個部門之間的關系屬於那種類型。得分越高,説明它們的整合程度越高。

Evaluate each of the following statements on a scale of 1 to 5, where 1 is “strongly disagree” and 5 is “strongly agree.” Tally the numbers, and use the scoring key to determine the kind of relationship Sales and Marketing have in your company. The higher the score, the more integrated the relationship.

 *
非常不讚同Strongly Disagree 1不讚同Disagree 2中立Neither 3讚同Agree 4非常讚同Strongly Agree 5
(1).我們的實際銷售數據與預測數據通常差無幾。 Our sales figures are usually close to the sales forecast.
(2).如果發生差錯或者結果令人失望,兩個部門都不會怪罪他人或互相指責。If things go wrong, or results are disappointing, neither function points fingers or blames the other.
(3).在銷售過程中拜見關鍵客戶時,經常會有市塲人員參與。 Marketing people often meet with key customers during the sales process.
(4).在擬訂營銷計畫時,市場部門會聽取銷售部門的意見。 Marketing solicits participation from Sales in drafting the marketing plan.
(5).我們的銷售人員認為,市場部門提供的輔助材料很有用,有助于他們提高銷量。 Our salespeople believe the collateral supplied by Marketing is a valuable tool to help them get more sales.
(6).銷售人員願意按照市場部門的要求提供反饋信息。 The sales force willingly cooperates in supplying feedback requested by Marketing.
(7).銷售部門和市場部門之間有很多共同語言。 There is a great deal of common language here between Sales and Marketing.
(8).銷售部門和市場部門的負責人定期舉行會談,就集思廣益、市場感知以及產品開發戰略等上游問題展開討論。 The heads of Sales and Marketing regularly confer about upstream issues such as idea generation, market sensing, and product development strategy.
(9).銷售部門和市場部門密切合作,共同界定各個細分市場的購買行為。 Sales and Marketing work closely together to define segment buying behavior.
非常不讚同Strongly Disagree 1不讚同Disagree 2中立Neither 3讚同Agree 4非常讚同Strongly Agree 5
(10).銷售部門與市場部門在會談中不必在解決爭端或處理危機等問題上耗費大量時間。 When Sales and Marketing meet, they do not need to spend much time on dispute resolution and crisis management.
(11).銷售部門和市場部門的負責人攜手合作,為兩年或更長時間之後才會推出的產品或服務進行規劃。 The heads of Sales and Marketing work together on business planning for products and services that will not be launched for two or more years.
(12).銷售部門和市場部門一起商討開採用統一的指標來衡量兩個部門的業績。 We discuss and use common metrics for determining the success of Sales and Marketing.
(13).市場部門積極參與針對大客戶的銷售戰略的制定及實施。 Marketing actively participates in defining and executing the sales strategy for individual key accounts.
(14).銷售部門和市場部門通過共同制定的業務漏斗、業務流程或業務途徑(貫穿從最初的市場感知到客戶服務的整個業務鏈)來管理各項活動。 Sales and Marketing manage their activities using jointly developed business funnels, processes, or pipelines that span the business chain–from initial market sensing to customer service.
(15).市場部門做出了重大的貢獻,對通過銷售漏斗獲得的數據進行分析,並利用這些數據來提高漏斗的預測能力和運作效力。 Marketing makes a significant contribution to analyzing data from the sales funnel and using those data to improve the predictability and effectiveness of the funnel.
(16).銷售部門和市場部門都認同一種強大的"榮辱與共"的文化。 Sales and Marketing share a strong “We rise or fall together” culture.
(17).銷售部門和市場部門接受同一個人的領導,例如首席客戶官,首席營收官或類似的帶有“首席”頭銜的高管。 Sales and Marketing report to a single chief customer officer, chief revenue officer, or equivalent C-level executive.
(18).銷售部門和市場部門之間有大量的人員交流。 There’s significant interchange of people between Sales and Marketing.
(19).銷售部門和市場部門共同為各自的員工制訂培訓計畫,並為員工提供各種培訓項目、活動以及深造機會。 Sales and Marketing jointly develop and deploy training programs, events, and learning opportunities for their respective staffs.
(20).銷售部門和市場部門彼此在對方制訂工作計畫並向高層領導滙報的過程中發揮積極作用。 Sales and Marketing actively participate in the preparation and presentation of each other’s plans to top executives.
Supported By Digital Research Center by Asia Pacific Institute for Strategy