在全球经济一体化、国内竞争国际化的大背景下，中国经济的可持续与快 速发展，或未来中国经济新的增长引擎，都必须依靠民营经济的蓬勃兴起。“大 众创业，万众创新”的战略构想，将使民营经济成为中国经济大发展中一道靓 丽的风景线。 而营销组织管理问题，是众多发展中的民营中小企业经营管理过程当中较 为突出而急需解决的问题。 本文研究的案例ZJ工程材料公司，是一家以研发、生产、销售外墙保温 产品为主的工程材料公司，企业从无到有，从小到大，走过了一条从不规范到 规范，从家族中小企业，向现代化企业治理的转型之路。 ZJ公司从没有营销组织，到有营销组织意识，这是企业构建营销组织框架 的第一步。企业还通过搭建营销组织架构、设立职能部门、制定岗位职责和营 销管理流程，不断地构筑企业营销组织管理的核心体系。 ZJ公司还根据营销组织管理运作的需要，循序渐进地制定了管理规章制 度，并适时实施组织授权，逐渐完善营销组织的形式与内容。 企业存在的问题，往往自己难以发现。ZJ公司还通过聘请外部专家的形式， 针对企业的现状，帮助发现、分析和解决问题。 民营企业在发展过程当中，需要打造团队，不断地总结企业用人模式，ZJ 公司提出了“品德、态度、能力、资历、学历”以及“四种人型及其使用模式”， 让企业更好地甄别和评估人才。 薪酬模式，是营销组织活力的源泉所在。提成制及绩效制，是企业通常采 取的激励形式，ZJ“一企两制”模式的探索，有效地激发了营销组织的活力， 提升了营销人员内在的主观能动性。 团队文化，是企业营销组织凝聚力、向心力、战斗力的有力保障。ZJ公司 通过打造“家庭+军队+学校”三合一的组织文化，为企业未来的可持续、健康 发展奠定了坚实的基础。 此文，对于解决成长期的民营中小企业的营销组织管理遇到的诸多困惑， 帮助他们走出不同时期的营销组织管理误区，能够从民营家族式管理转变为现 II 代企业治理，具有借鉴价值和意义。 关键词：营销组织管理 用人模型 三合一营销组织文化 营销组织竞争系 统 III ABSTRACT In the background of global economic integration, the domestic competition internationalization, sustainable and rapid development of China economy, or in the future China new economic growth engine, must rely on the booming private economy, public business, strategy innovation ", will enable the private economy to become a beautiful China economy development the scenery. The marketing organization and management issues, is a large number of development of the private small and medium-sized enterprises in the management process of the more prominent and urgent problem. This paper studies the case of ZJ construction materials company, is a research and development, production and sales of products are the main wall insulation engineering materials company, enterprises from scratch, from small to large, has gone through a never norms to regulate the family of small and medium-sized enterprises to a modern enterprise governance, the transformation of the way. ZJ company from no marketing organizations, to have a sense of marketing organization, this is the first step in building a marketing organization framework. Enterprises also through the construction of marketing organization structure, the establishment of functional departments, the development of job responsibilities and marketing management processes, and constantly build the core system of enterprise marketing organization management. ZJ company also according to the needs of the operation of marketing organization management, step by step to develop the management rules and regulations, and timely implementation of the organization authority, and gradually improve the form and content of marketing organization. Enterprise problems, often difficult to find their own. ZJ has also hired outside experts to help identify, analyze, and solve problems in the form of an enterprise. Private enterprises in the development process, the need to build a team, constantly sum up enterprises with ZJ model, the company proposed a "moral IV character, attitude, ability, qualifications, education" and "four kinds of people and their usage patterns", allow enterprises to better identify and assess talent. Compensation mode is the source of marketing organization vitality. The commission system and performance system, enterprises often take the form of incentive, the "new ZJ" mode of exploration, effectively stimulate the vitality of the marketing organization, enhance the initiative of internal marketing personnel. Team culture, is the enterprise marketing organization cohesive force, the force of the heart, fighting force of the powerful guarantee. ZJ company by creating "family + army + school" three in one organization culture, for the future sustainable and healthy development of enterprises laid a solid foundation. In this paper, to solve the many problems encountered the marketing organization and management of small and medium-sized private enterprises in the growth stage, to help them out in different periods of marketing organization management mistakes can be changed from family management to modern corporate governance, has the reference value and significance. Keywords: Marketing organization management Human model Three in one marketing organization culture Marketing organization competition system V 目 录 第一章 绪论 .............................................................................................................. 1 第一节 研究背景与意义 ...................................................................................... 1 一 ZJ公司简介 .................................................................................................. 1 二 ZJ公司面临的外部经济与宏观环境 ............................................................... 2 三 ZJ公司面临的内部经营与微观环境 ............................................................... 3 第二节 研究内容与意义 ....................................................................................... 7 一 研究内容 ...................................................................................................... 7 二 研究意义 ...................................................................................................... 8 第三节 研究方法和思路 ..................................................................................... 10 第二章 ZJ公司营销组织管理变革实践 ....................................................... 11 第一节 ZJ公司营销组织管理变革背景 ............................................................ 11 一 外部背景 .................................................................................................... 11 二 内部背景 .................................................................................................... 12 第二节ZJ公司营销组织管理变革实践 ............................................................... 14 一 组织意识觉醒 ............................................................................................. 14 二 外部专家介入 ............................................................................................. 14 三 组织缺陷导致内乱 ...................................................................................... 17 四 危机化解与组织提升 ................................................................................... 17 五 营销团队结构整合 ...................................................................................... 20 六 员工流失促成薪酬模式调整 ........................................................................ 23 七 “三合一”的营销组织文化建设 ..................................................................... 25 八 营销组织竞争系统搭建 ............................................................................... 26 第三节：ZJ公司营销组织管理变革结果 .......................................................... 29 一 企业规模成长状况 ...................................................................................... 29 二 企业组织管理状况 ...................................................................................... 29 第三章 ZJ公司营销组织管理变革实践分析 .............................................. 30 第一节 ZJ公司营销组织管理变革成功之处 .................................................... 30 一 统一的领导是ZJ公司营销组织管理变革成功的关键 ................................... 30