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مقالات ممیزی بازاریابی (Marketing Audit)

 جهان امروز حكم دهكده‌ای را یافته، كه سفره بازار یكپارچه‌اش در سرتاسر قاره‌ها گسترده شده است. آشنایی سنجیده و علمی با بازارهای گوناگون و توانمندی‌ها و كاستی‌های هر بنگاه، نیازمند خودشناسی است. باید از نقطه شناخت خود حركت را آغاز كرد و به شناخت و درك نیازهای آشكار و پنهان مشتریان رسید. ابزار پیاده‌سازی این فرایند مهم و حساس، "ممیزی بازاریابی" است كه پژوهشی گسترده و همه جانبه در وضعیت كلیه اركان و فعالیتهای بنگاه را سامان می‌دهد. در سایه ممیزی بازاریابی است كه می‌توان فهمید در چه موقعیتی هستیم و چگونه می‌توانیم به سمت تعالی حركت كنیم.


علیرغم اینكه ممیزی بازاریابی شاخه ای كاملاً تازه و نوپا در فعالیت های مدیریت بازار تلقی می‌شود، اما استقبال زیادی از آن شده و كاربردهای فراوانی یافته است.  اجرای صحیح ممیزی بازاریابی، مانع ورشكستگی و انحلال  شركت ها و سازمان ها شده، به آنها فرصت می دهد تا منابع خود را برای كسب سود بیشتر متمركز نموده و از اتلاف آنها جلوگیری كنند.

تعریف‌ ممیزی‌ بازاریابی‌
‌ممیزی‌ بازاریابی، یك‌ بازنگری‌ و ارزشیابی‌ جامع، سیستماتیك، مستقل‌ و بی‌طرفانه، از محیط، اهداف‌ بلند مدت، استراتژی‌ها و فعالیتهای‌ سازمان‌ به منظور‌ تعیین‌ فرصتها و مشكلات،  خطمشی‌ها، روشها، ساختار سازمانی، رویه‌ها و كاركنانی‌ است‌ كه‌ برای‌ اجرای‌ خطمشی‌ها و رسیدن‌ به‌ اهداف‌، استخدام‌ شده‌اند.
ممیزی‌ بازاریابی‌ تمامی‌ حوزه‌های‌ بازاریابی‌ یك‌ كسب‌ و كار را در بر می‌گیرد. در ممیزی‌ بازاریابی، محیط، استراتژی‌ها، سازماندهی‌ و آمیزه‌ بازاریابی‌ ‌ و سود عملیات‌ بازاریابی مورد  ارزیابی‌ قرار می‌گیرد.
‌برخی‌ انجام‌ ممیزی‌ بازاریابی‌ را به‌گرفتن‌ نبض‌ سازمان‌ تشبیه‌ می‌كنند. خروجی‌ فرآیند ممیزی‌ بازاریابی، برنامه‌ای است‌ كه‌ در آن‌ پیشنهادهایی‌ برای‌ بهبود عملكرد بازاریابی‌ شركت‌ ارائه‌ شده است.
جایگاه‌ ممیزی‌ بازاریابی‌
ممیزی‌ بازاریابی‌ نوعی‌ كنترل‌ استراتژیك‌ بر بازاریابی‌ است. لذا می‌توان‌ گفت‌ علی‌رغم‌ اینكه‌ ممیزی‌ كاری‌ است‌ كه‌ در مدیریت‌ فعالیتهای‌ بازاریابی‌ می‌گنجد ولی‌ بر تمامی‌ فرآیند بازاریابی‌ نظارت‌ دارد.
ممیزی‌ بازاریابی‌ اصلی‌ترین‌ ابزار توصیف‌ موقعیت‌ بازاریابی‌ سازمان است‌ كه‌ هم‌ فرصتها و تهدیدهایی‌ كه‌ در محیط‌ رقابتی‌ سازمان‌ وجود دارد و هم‌ نقاط‌ ضعف‌ و قوت‌ آن‌ را نشان‌ می‌دهد. بر اساس‌ این‌ تجزیه‌ و تحلیل، سازمان‌ می‌تواند اهداف‌ بلند مدت‌ خود را با صراحت‌ و شفافیت‌ بیان‌ كند، تا هم‌ جهت‌ تلاشهای‌ سازمان‌ مشخص‌ شود و هم‌ نقاط‌ عطف‌ معینی‌ برای‌ ثبت‌ روند دستیابی‌ به‌ موفقیت‌ به‌ دست‌ آید. تعیین‌ چنین‌ اهدافی‌ است كه نشان‌ می‌دهد یك شركت‌ چه‌ استراتژی‌هایی‌ می‌تواند انتخاب‌ كند. ممیزی‌ بازاریابی برای‌ شناسایی‌ و انتخاب‌ گزینه های‌ استراتژیك‌ تكنیك‌هایی‌ را پیشنهاد می‌كند.
كاربردهای ممیزی‌ بازاریابی‌

از ممیزی‌ بازاریابی  در موارد زیر می توان استفاده كرد:

O  تدوین‌ استراتژی‌های‌ كلان‌ كسب‌ و كار و استراتژی‌های‌ بازاریابی‌ (شناخت‌ فرصتهای‌ كسب‌ و كار و تعیین‌ خطوط‌ كلی‌ نفوذ در بازار، جذب‌ و حفظ‌ موقعیت).
O  زمانی‌ كه‌ یكی‌ از وظایف‌ بازاریابی‌ (نظیر فروش، تحقیقات‌ بازار، تبلیغات‌ و...) نیاز به‌ بازنگری‌ و اصلاح‌ ساختاری‌ دارند.
O  تهیه‌ طرح بازاریابی (در شماره 170 ماهنامه تدبیر- بخش كلینیك بازاریابی و تبلیغات در مورد طرح بازاریابی مطالبی عنوان شد)
O  تدوین‌ اهداف‌ كوتاه‌ مدت‌ و ایجاد چارچوبی‌ برای‌ ارزیابی، پاداش‌دهی‌ و آموزش‌ بازاریابی‌ در سازمان.
O  ایجاد ارتباط‌ قوی‌ بین‌ چرخه‌ برنامه‌ریزی‌ بازاریابی،‌ سیستم‌های‌ پشتیبانی و عملیات‌ سازمان‌ (نظیر سیستم‌ منابع‌ انسانی)،

فرآیند ممیزی‌ بازاریابی‌
‌فرآیند كلی‌ ممیزی‌ بازاریابی‌ می‌تواند به‌ شكل‌ زیر باشد:

1  - بازدید اولیه‌ از سازمان‌ و ملاقات‌ با مدیریت‌ ارشد و بحث‌ و تفاهم‌ در مورد اهداف‌ ممیزی‌ و تعهدات‌ ممیزان
2  - توافق‌ ممیزان و سازمان در مورد برنامه‌ ممیزی‌
3  - جمع‌آوری‌ و مطالعه‌ مدارك‌ موردنیاز از سازمان
4  - تهیه‌ چك‌ لیست‌های‌ مورد استفاده‌ در ممیزی
5  - تعیین‌ اینكه‌ چه‌ كسانی‌ باید به‌ چه‌ سوالهایی‌ پاسخ‌ بدهند.
6  - مراجعه‌ به‌ سازمان‌ مطابق‌ برنامه‌ تعیین‌ شده‌ برای‌ ثبت‌ فعالیتهای‌ بازاریابی، رویه‌های‌ بازاریابی‌ و بررسی‌ نیازهای‌ بازاریابی
7  - مطالعه‌ میدانی‌ مدیران، كاركنان، تامین‌كنندگان، مشتریان، رقبا و... از طریق مصاحبه، برگزاری جلسات‌ بحث‌ گروهی، پرسش‌نامه، روش‌ دلفی‌ و...
8  - تهیه‌ مجموعه‌ای‌ از الگوهای‌ برتر در مقابل‌ رویه‌های‌ بازاریابی‌ موجود (به‌جای‌ استفاده‌ از این‌ الگوها می‌توان‌ از مدیران‌ سازمان‌ و افراد صاحب‌ تجربه‌ برای‌ تعیین‌ وضعیت‌ ایده‌آل‌ كمك‌ گرفت)
9  - ارایه‌ پیشنهادات‌ مقدماتی‌ برای‌ بهبود بازاریابی‌ سازمان‌ و تهیه‌ پیش‌نویس‌ گزارش‌ ممیزی
10  - بحث‌ در مورد یافته‌های‌ مقدماتی‌ با مدیر ارشد سازمان، ثبت‌ بازخورها، و مطالعه‌ مجدد حوزه‌هایی‌ كه‌ نیاز به‌ بررسی‌ بیشتر دارند.
11  - تهیه‌ و ارایه‌ گزارش‌ نهایی‌ به‌ مدیریت‌ سازمان‌ (و در صورت‌ صلاحدید وی‌ به‌ سایر مدیران‌ مورد نیاز)

ویژگی های فرایند ممیزی بازاریابی
ممیزی‌ بازاریابی‌ 4‌ ویژگی  اصلی‌ دارد كه می بایست در تمامی‌ مراحل‌، مورد توجه قرار گیرند:
1) جامع‌بودن: ممیزی‌ بازاریابی‌ تمامی‌ فعالیتهای‌ اصلی‌ بازاریابی‌ یك‌ كسب‌ و كار را پوشش‌ می‌دهد و به‌ چند نقطه‌ خاص‌ محدود نمی‌شود. اگر فعالیت های ممیزی فقط‌ شامل فروش، قیمت‌گذاری‌ یا بعضی‌ دیگر از فعالیتهای‌ بازاریابی‌ شوند، ممیزی‌ انجام شده ممیزی عملیاتی‌خواهد بود. گرچه‌ ممیزی های‌ عملیاتی‌ مفیدند ولی‌ به‌تنهایی‌ ممكن‌ است‌ موجب‌ گمراهی‌ مدیران‌ شوند. به‌طور مثال‌ كم‌بودن‌ حجم‌ فروش‌ صورت‌ گرفته‌ توسط‌ نیروهای‌ فروش‌ ممكن‌ است‌ به‌ علت‌ ضعف‌ محصولات‌ یا سیاستهای‌ ترویج‌ فروش‌ باشند نه‌ حقوق‌ و آموزش‌ كم‌ این‌ افراد. ممیزی‌ جامع‌ بهتر می‌تواند منابع‌ را به‌ مسایل‌ اصلی‌ بازاریابی‌ تخصیص‌ دهد.

2) سیستماتیك‌ بودن: ممیزی‌ بازاریابی‌ یك‌ بازبینی منظم‌ از محیط‌ خرد و كلان‌ بازاریابی‌ و اهداف‌ بلندمدت و استراتژی‌های‌ بازاریابی، سیستم‌های‌ بازاریابی‌ و فعالیتهای‌ خاص‌ این‌ حوزه‌ است. با انجام‌ ممیزی، اقدامات‌ اصلاحی‌ لازم مشخص می شود كه انجام این اقدامات، اثربخشی‌ كل‌ بازاریابی‌ سازمان‌ را به‌دنبال‌ خواهد داشت.

3) استقلال: ممیزی‌ بازاریابی‌ به‌ 5 روش‌ قابل‌ انجام‌ است:

O  خودارزیابی: در این‌ روش‌ هر مدیری‌ به‌ حوزه‌ عملیاتی‌ خودش‌ امتیاز می‌دهد.
O  ممیزی‌ از عرض: یك‌ واحد سازمانی، دیگر واحدها را ارزیابی‌ می‌كند.
O  ممیزی‌ از بالا: یك‌ واحد سازمانی، زیرمجموعه‌های‌ خود و سایر رده‌های‌ پایین‌تر سازمان‌ را ارزیابی‌ می‌كند.
O  ممیزی‌ توسط‌ واحد ممیزی‌ سازمان: كه‌ بنا به‌خواست‌ واحدها، عملیات‌ آنها را ممیزی‌ می‌كند.
O  ممیزی‌ بیرونی: كه توسط یك فرد یا گروه مستقل بیرونی صورت می‌گیرد.

روش‌ پنجم بیش از سایر روشها توصیه می شود. البته‌ به‌شرط‌ آنكه‌ ممیز باتجربه‌ و بی‌طرف‌ باشد و تمام‌ دقت‌ و توجه‌ خود را به‌ امر‌ ممیزی‌ معطوف‌ كند.

4) دوره‌ای‌ بودن: معمولاً‌ وضعیت‌ بازاریابی‌ سازمان، تنها پس‌ از كاهش حجم‌ فروش‌، افت انگیزشی نیروهای‌ فروش و یا بروز مشكلاتی‌ در بازاریابی‌، مورد بازنگری‌ قرار می‌گیرد. اما اگر شركتها در زمانهای‌ موفقیت‌شان،‌ عملیات‌ بازاریابی‌ خود را بازنگری‌ نكنند، حفظ‌ سلامت‌ و چالاكی‌ سازمان‌ دشوار می‌گردد. لذا بهتر است‌ ممیزیهای‌ بازاریابی‌ در دوره‌های‌ منظم‌ ‌ 3  الی‌ ‌ 5  ساله‌ انجام‌ شود.

‌نمونه‌ای‌ از سوالهای‌ كلی‌ قابل‌ طرح‌ در ممیزی‌ بازاریابی‌
·  نیازهای‌ مشتریان‌ چه‌ چیزهایی‌ هستند؟
·  اندازه‌ بازار، میزان‌ رشد آن، توزیع‌ جغرافیایی‌ و سود حاصل‌ از آن‌ چه‌ تغییراتی‌ می‌كند؟
·  فرآیند خرید چگونه‌ است؟
·  رقبای‌ اصلی‌ شركت چه كسانی هستند؟ و اهداف‌ بلند مدت، استراتژی‌ها، نقاط‌ قوت‌ و ضعف، اندازه‌ و سهم‌ بازار آنها چگونه‌ است؟
·  چه‌ روندهایی‌ بر رقابت‌ و كالاهای‌ جایگزین‌ تاثیر می‌گذارد؟
·  كدام سازمانهای عمومی‌ مشكلات‌ یا فرصتهای‌ خاصی‌ برای‌ شركت‌ ایجاد می‌كنند؟
·  آیا ماموریت‌ كسب‌ و كار به‌وضوح‌  تشریح‌ شده‌ است؟ آیا این‌ ماموریت‌ قابل‌ دستیابی‌ است؟
·  آیا استراتژی‌های‌ شركت‌ در تحقق  اهداف‌ بلندمدت‌ موفق‌ بوده‌اند؟
·  آیا اهداف‌ كوتاه‌مدت‌ و بلندمدت‌ به‌قدر كافی‌ روشن‌ توصیف‌ شده‌اند ؟
·  تركیب‌ ساختاری‌ كسب‌ و كار چگونه‌ است؟
·  آیا تجزیه‌ و تحلیل‌ نقاط‌ قوت‌ كسب‌ و كار و جذابیت‌ محصول‌ در بازار برای‌ هر واحد برنامه‌ریزی‌ انجام‌ شده‌ است؟ در صورت‌ انجام‌ نتیجه‌ چه‌ بوده‌ است؟
·  آیا استراتژی‌ تدوین‌ شده، با مرحله‌ عمر محصول‌، استراتژی‌‌ رقبا و وضعیت‌ اقتصاد حاكم تناسب‌ دارد؟
·  آیا شركت‌ بهترین‌ مبنا را برای‌ تقسیم‌بندی‌ بازار انتخاب‌ كرده‌ است؟
·  آیا شركت‌ موقعیت‌یابی‌ و آمیزه‌ بازاریابی‌ مناسبی‌ برای‌ هرقسمت‌ بازار انتخاب‌ كرده‌ است؟
·  آیا منابع‌ به‌طور بهینه‌ به ‌عناصر اصلی‌ آمیزه‌ بازاریابی‌ اختصاص‌ یافته‌اند؟
·  آیا معاونت‌ بازاریابی‌ اختیار و مسئولیت‌ مناسبی‌ برای‌ تاثیر بر فعالیتهای‌ موثر بر رضایت‌ مشتری‌ دارد؟
·  آیا افرادی‌ در واحد بازاریابی‌ وجود دارند كه‌ نیاز به‌ آموزش، انگیزش، سرپرستی‌ و ارزیابی‌ بیشتری‌ داشته‌ باشند؟
·  آیا بین‌ واحدها بازاریابی‌ و تولید، تحقیق‌ و توسعه، خرید، مالی، حسابداری‌ یا حقوقی‌ مشكلاتی‌ وجود دارد كه‌ نیاز به‌ توجه‌ داشته‌ باشد؟
·  آیا اطلاعات‌ تحقیقات‌ بازار به‌ واحدهایی‌ كه‌ باید بر اساس‌ این‌ اطلاعات‌ كار كنند منتقل‌ شده‌ و مورد استفاده‌ قرار می‌گیرند؟
·  آیا مدیریت‌ به‌طور متناوب‌ سودآوری‌ محصولات، بازارها و كانالهای‌ توزیع‌ را تجزیه‌ و تحلیل‌ می‌كند؟
·  آیا هزینه‌ها و بهره‌وری‌ به‌طور متناوب‌ مورد ارزیابی قرار می گیرند؟

 

منبع : ماهنامه تدبیر شماره 177

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