带你简洁易懂的学到什么是《企划IMP》

企IMP目录1IMP:IntegratedMarketing............................................21.1..................................................................................................213P................................................................................2面3C................................................................................23行3S.................................................................................1.2解.................................................................................................31的确认........................................................................................32况分析........................................................................................53针拟定........................................................................................54标设定........................................................................................65碍因应........................................................................................76略规划........................................................................................77行计划........................................................................................9/1IMP:IntegratedMarketing1.1Why1.1.13PProfessional1.1.2全面一个公司愿景先从户手及自己公司角关系始了解懂户就无法做出可以满足客户商品；不懂对手强弱就无法选对市场做出有资；/CompetitorCompany可行性（3S）Simple1.2What（解目的确认状或1投合BCG/PLCLifeCompetitorCompany出全面略思考户端包含大环境五力手部是竞争者公司部是了解自己公心优势。Change/1.2.2分析

占、产品、价格、渠道、促销、专利、核心技术、人员质及售售务以出决OT境大环趋、者响案相且哪些Opportunity方针定/SOSOWOW+OS+TW+T“”索夫ANSOFF场作为两大基本面向轴为“／新产品轴“／新场划分出种市场组合略市场渗透市开发、产品延伸多经营，用来析产品在不同市场发展政策1品司BCG的资产品合。场部信息来自于具公信力之市公/果市场缩，目标设定更是至关重要。谈太高，根本做不到，等着天天被修理；谈太低，就养不起人。好的法是制到司跌比市跌幅占率保持成长目标并没有成长，或许是比合理的目设定。1.2.5KJSegmentation/●●●1345