However, the development of new fields is accompanied by various risks and the increase of enterprise management costs. Cultural adaptation, personnel stability and training, regional business model, customers' recognition of value, and the ability to serve the new region are all problems that the new region will face. Recognizing these problems in advance can make us evaluate our own development process more reasonably and consciously avoid the risks in the process of market development. Let's start with the development stage of a new field, regardless of when we should enter a new field. From the perspective of a new market pioneer, the author makes a superficial analysis of some problems and opinions encountered in the process of opening up new fields, so that colleagues who are interested in opening up new fields can learn from them, and I hope this article can play a role in attracting jade and let everyone conduct in-depth exploration and research. Let's discuss it from the perspectives of personnel, culture, business model, partners and functions of regional managers. First, the team is always the first. There are no ever-victorious generals, only unbeaten teams. Team building is always the first problem facing the new district. Whether it is the pioneer of market development or the combination of new district teams, it is inseparable from the choice of personnel. Whether the selection of personnel in the team is reasonable is also a key issue related to the success or failure of market development. From the microscopic point of view, many enterprises have their own judgment criteria for the selection of new regional personnel according to their own industry characteristics. Let me start with a few basic standards. 1, the loyalty of personnel is particularly important. If new markets are frequent, it will bring many problems to the markets in this region. It is even more difficult to bring about the loss of customers, the decline in sales efficiency and the decline in market credibility, and then recruit a suitable talent. Therefore, the loyalty of personnel is the first factor, and loyalty also depends on the cultural identity of the company. Here, it is necessary for the managers and HR personnel of our company to fully communicate with the personnel in the new area before. There should be a black boy in the team. The so-called black boy is someone who has the ability to close the case. If you start with a knife, you can cut down your opponent without bloodshed. With Black Boy, we can ensure that this team can produce something in a short time, which is also the focus of our triangular organizational structure. Regional managers should pay attention to the generation and cultivation of black boys. The more killers you have in the future, it also proves that this organization can have stronger combat capability. 3. The cultural adaptability of employees to new areas is often ignored by us. China is a vast country with great cultural differences. The first problem faced by personnel is cultural adaptation, so we should also pay full attention to this point when selecting people. This is also the process of cultural adaptation that expatriates have to go through, such as resistance, analysis, absorption and integration, and it is also prone to cultural acclimatization. Autodisk personnel in China have changed several times because of cultural inadaptability, so we should also consider this when making personnel selection. If you choose your native place, this problem will be solved very well. 4. Regional managers should learn to create a team atmosphere and learn to motivate and self-motivate the team. At the beginning of the establishment of the new area, there will be many difficulties, more than we thought, and various setbacks will follow, which requires the regional managers to create a good incentive atmosphere, so that every member has a clear understanding of our goals, so that everyone has a strong desire to win, so that this belief in winning can support us and constantly set the stage. Regional managers should have good communication skills, which we don't need to say, because its importance is self-evident; The team's learning ability is the focus of another team building of regional managers, because a new region seems to learn new knowledge every day, and it is very painful to break the original experience view, make progress in exploration and rise up in frustration, but you must swallow this bitter medicine, which is your magic weapon to win. Let the team get rid of the dependence on experience quickly and let the organization have the ability to learn quickly. Second, the regional manager should quickly understand the folk culture of the new area and enter the new area. Regional managers are often eager to get started, which is certainly not wrong, but I think that to enter a new region, we must first learn the geography, history, humanities, folk customs and other cultures of this region. These cultures have a long history and many classic stories and legends. If the regional manager wants to do business with customers in the new area in the future, then you must understand some characteristics of people born in this environment and understand the thinking mode and concept of customers, which can often draw a lot of experience from local culture. Learning culture has many benefits. In leisure communication, these classic stories and legends will become sharp tools for your communication, which will make you feel comfortable in communication, shorten the distance between you and your customers and make it easier to build trust. Learning culture is also a continuous process, but I suggest that regional managers should learn regional culture in a planned way at the beginning of the establishment of the region, and continue to share it in the organization to strengthen their understanding of culture. Third, market development, make a good combination of boxing to enter new markets. The regional manager leads the team to fight organizational warfare, not guerrilla warfare. The essence of combination boxing lies in multi-point flowering and gradual progress. The new market is facing the problems of contact point management, market cultivation, partner development, establishing a reasonable service value system for customers and risk management. To sum up, the traditional 4P/4C theory supplements four aspects: relationship, value, service and risk. The traditional 4P/4C is a demand-oriented marketing combination, which is slightly pale in today's environment of advocating service value orientation. 1, when we talk about the evaluation and grasp of business opportunities, all new areas hope to produce something in the shortest time, so we need to keep a cool head and carefully evaluate every business opportunity. Have a clear understanding and judgment of the target customer base. Not all the business opportunities are our business opportunities. Whether the evaluation of business opportunities is accurate or not determines whether we will take some detours. Once the business opportunities are clearly assessed, effective resources will be invested and there will be some output. 2. In terms of customer relationship management, at the beginning of the establishment of the new area, it was more about contact point management, that is, let the target customers in the area know you and get to know you. When a new area is established, we always want to spend the least energy to get more customer resources. Borrowing a boat is such a shortcut. What is borrowing a boat to go to sea? That is to say, we use our partner's platform to gain exposure opportunities in the new region and participate in the activities of IBM and MS companies, which can also make customers easily realize that we are a company that can provide services of equal value, which will give us a good start. Next, the focus of our contact point management lies in the detail management with the latitude of industry and region, so as to understand the capacity and distribution of our target customers. The regional manager should set the progress of our development and carry out effective target management, so that the whole team can fully understand this goal. And constantly set achievement points, so that the team can easily have a staged sense of accomplishment. New fields need more motivation and morale. Contact point management is also a continuous problem of enterprise operation, which requires us to constantly adjust our strategies at different stages. However, the detailed management of customer base is a continuous operation, which can also ensure the sustained growth of our new region. 3. It is necessary for the regional manager to summarize the regional business model, that is, the combination of the value and services we provide. Due to cultural differences, each region has different business models. We just want to sum up a set of effective business models in new areas and enter a new market. We have been followers for a long time, and we don't have more voice to dominate the market behavior. Regional managers will soon encounter a new problem, that is, coordination and communication with the headquarters, because many practices in the new region may conflict with those of the headquarters. How to solve these problems needs our constant communication. The headquarters should also give appropriate authorization to the region, otherwise it can only bind hands and feet and hold back. When the internal problem is solved, it is an external problem. That is the establishment of customer value system. In a new area, you need to know the customer's requirements and value orientation for products, so the regional manager should set up a reasonable sales process, so that our value and service ability can be fully displayed and finally trust can be established. Trust is the soul of marketing, so that we can get customers' orders. Getting the order is only the beginning of our new field, and the next test is the service value. All the ideas we design for our customers can be realized, so that customers can gradually agree with the value we provide, thus improving the level of cooperation between the two sides. We will consider the service from the aspects of service object, standard, degree and cost. With the improvement of service capacity, the business model of our new district is gradually clear. 4, that is, risk management, regional managers should have the awareness of risk management, the biggest risk is not knowing where their own risks are! Therefore, from the perspective of ourselves and our customers, our products, our service ability, our payment and product authorization will all be risky, so we must have a good awareness before. A better way to solve these risks is to set an example for the industry. When we use other resources to establish benchmark customers in new areas, our marketing risk will be much better, which will help us win more orders. This is a virtuous circle. 5. What we are talking about is how to develop partners. Partners are generally in the regional market for many years, and they have rich contacts. There are many benefits to introducing partners, but there must be methods in the development process, and don't be blind. Now the partner is no longer who controls who's relationship. Only cooperation can win. This is how we both survive. In the process of introduction, we should pay attention to two points: first, whether the values are consistent, and second, whether the partners are willing to invest the necessary resources. The same values ensure that we can communicate smoothly and have good prospects for cooperation. Whether you are willing to invest the necessary resources is the sincerity and attitude of cooperation between the two sides. After the introduction of partners, we should give the plan and progress of market development, necessary audit, performance management and survival of the fittest. Fourth, the responsibilities of the regional manager We have talked so much about the experience of opening up new markets, so where are the responsibilities of the regional manager? Many times, many regional managers will play the role of "super finalizer" and "heroic sales". If the customer relationship is slightly unsatisfactory, they will personally go out. This approach is somewhat eager for quick success and instant benefit. In the long run, it will not only fail to provide unique value for enterprises, but will deprive salespeople of their value and sense of accomplishment. Managers and marketing strategists, the future region must be an independent operating entity, which requires regional managers to have far-sighted vision and judgment, formulate sales strategies and sales forecasts, manage sales teams and be responsible for regional profits and losses. Contributors, as contributors, regional managers should make use of their accumulated experience and product operation experience, which can provide more business decision-making information for the company, and also help sales staff to complete the sales plan and enhance the team's combat effectiveness. Communication promoters and regional managers must promote communication in all aspects with a commercial mentality in the future, promote the decision-making speed of our orders, give full play to their leadership ability, and let the team work together from front to back in Qi Xin to continuously motivate the sales staff. Postscript: The author is only a novice in a new field. I finished this article by summing up the previous experience and some of my own practical experience. There are inevitably omissions in the time, please correct me!