海外事业部召开一季度营销工作例会
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4月7日，海外事业部召开一季度营销工作例会，深入查摆短板弱项与存在问题，精准研判当前国际市场形势与发展机遇，周密部署二季度重点工作任务，进一步统一思想、凝聚共识、压实责任、鼓足干劲，为全力冲刺年度市场营销目标凝聚攻坚合力。海外事业部总经理、党委副书记郭孔松出席会议并作总结讲话，总经理助理刘跃齐主持会议。
向上滑动阅览英语翻译
On April 7th, the Overseas Engineering Division held a regular meeting on marketing work for the first quarter. The meeting thoroughly identified shortcomings, weaknesses and existing problems, accurately analyzed the current international market situation and development opportunities, and carefully arranged key tasks for the second quarter. It further unified thinking, built consensus, clarified responsibilities and boosted morale, gathering momentum to sprint toward the annual marketing target. Mr. Guo Kongsong, General Manager and Deputy Party Secretary of the Overseas Engineering Division, attended the meeting and delivered a concluding speech. Mr. Liu Yueqi, Assistant General Manager, presided over the meeting.
郭孔松在讲话中深刻剖析当前海外营销工作存在的突出问题，围绕思想认识、项目管理、责任落实、队伍建设、体系管控等方面提出七点要求：
1
强化危机意识，破除“等靠要”思想。深刻认清海外市场竞争严峻形势，切实增强紧迫感、责任感与能动性，以时不我待的攻坚状态主动出击、主动作为，坚决扭转工作被动局面。
2
严肃市场管理，规范项目ABC分类管控。严控A、B、C类项目界定标准，强化项目研判与责任绑定，A类项目必须签订责任状、确保中标落地，对未达预期的严肃追责问责，全面提升项目储备质量与转化效率。
3
狠抓执行落实，打通工作闭环链条。加快人员缺口补齐与统筹调配，严格落实周调度、月通报、季考评机制，确保各项部署件件有回音、事事有着落，坚决杜绝“只部署、不落地”现象。
4
夯实资源根基，做强“五库一价”建设。结合全球供应合作商大会，全面摸排、深度整合属地优质分包与资源伙伴，签订战略合作协议，为项目承揽与履约提供坚实支撑。
5
严把队伍入口，锻造海外营销铁军。严格人员选聘标准，优化办事处人员配置，配齐配强核心岗位人员，强化属地化招聘与末尾淘汰，打造能打仗、打胜仗的精锐团队。
6
严守流程底线，强化标前研判管控。规范标前评审流程，严格成本测算、风险研判与合规审查，坚决杜绝无效投标、违规流程，确保每一个项目投之有据、控之有力。
7
聚焦考核任务，全力冲刺指标目标。紧盯集团考核与年度营销指标，压实各办事处主体责任，加快合同签订、项目落地与现金流回笼，确保二季度实现突破性进展。
向上滑动阅览英语翻译
In his speech, Guo conducted an in-depth analysis of prominent problems in current overseas marketing work and put forward seven requirements in terms of ideological understanding, project management, responsibility implementation, team building and system control:
First, strengthen the awareness of crisis and eliminate the mindset of "waiting, relying and asking for help". Deeply understand the fierce competition in the overseas market, effectively enhance the sense of urgency, responsibility and initiative, take the initiative to act with a sprint attitude, and resolutely reverse the passive work situation.
Second, strictly enforce market management and standardize the ABC classification control of projects. Strictly control the definition standards of Class A, B and C projects, strengthen project judgment and responsibility binding. Class A projects must be covered by responsibility statements to ensure winning bids and implementation. Those failing to meet expectations shall be held accountable seriously, so as to comprehensively improve the quality of project reserve and transformation efficiency.
Third, focus on implementation and open up the closed-loop work chain. Speed up the filling and overall allocation of personnel gaps, strictly implement the mechanisms of weekly scheduling, monthly notification and quarterly evaluation, ensure that all arrangements are responded to and implemented, and resolutely put an end to the phenomenon of "only deployment but no implementation".
Fourth, consolidate the resource foundation and strengthen the development of the "Five Databases and One Price". In conjunction with the Global Suppliers and Partners Conference, comprehensively investigate and deeply integrate high-quality local subcontractors and resource partners, sign strategic cooperation agreements, and provide solid support for project undertaking and performance.
Fifth, strictly control team recruitment and forge an elite overseas marketing team. Strictly adhere to personnel recruitment standards, optimize office staffing, strengthen localized recruitment and last-elimination system, and build an elite team capable of winning battles.
Sixth, stick to process bottom lines and strengthen pre-bid judgment and control. Standardize the pre-bid review process, strictly implement cost calculation, risk judgment and compliance review, resolutely put an end to invalid bidding and non-compliant processes, and ensure that every project is supported by sufficient basis and effectively controlled.
Seventh, focus on assessment tasks and spare no effort to meet target indicators. Keep a close eye on the MCC22 headquarter assessment and the annual marketing target , clarify the main responsibilities of each office, accelerate contract signing, project implementation and cash flow recovery, and ensure breakthrough progress in the second quarter.
刘跃齐主持会议，并围绕分管工作，从体系建设、能力提升、项目攻坚、基础管理、客户维护、协同联动六个方面作出具体部署：
1
健全制度体系，明晰职责边界。加快完善营销中心与办事处职责分工，优化审批流程与管控机制，构建权责清晰、运转高效的管理体系。
2
提升专业能力，强化实战练兵。加强营销技能、商务礼仪、专业知识常态化培训，规范招标文件评审与资料报送标准，全面提升营销队伍专业化水平。
3
统一评定标准，精准筛选培育。制定ABC类项目统一评判规则，强化动态更新与跟踪督办，清理低效无效项目，集中资源攻坚优质大额项目。
4
强化基础管控，提升运营质效。持续夯实信息管理、台账建设、过程跟踪等基础工作，补齐管理短板、堵塞运行漏洞，全面提升海外营销工作规范化、精细化运营水平。
5
深化客户维护，深耕核心资源。建立大客户常态化拜访机制，持续跟踪MBL等多个重点客户，深挖合作潜力，巩固长期稳定合作关系。
6
强化协同攻坚，凝聚工作合力。加强营销中心、办事处、各部门及内部单位协同联动，形成上下贯通、内外协同、一体推进的攻坚格局。
向上滑动阅览英语翻译
Mr. Liu Yueqi presided over the meeting and made specific arrangements in six aspects - system construction, capacity improvement, project tackling, basic management, customer maintenance and collaborative linkage - regarding the work in charge:
First, improve the institutional system and clarify the boundaries of responsibilities. Accelerate the improvement of the division of responsibilities between the Marketing Center and offices, optimize approval processes and control mechanisms, and build a management system with clear powers and responsibilities and efficient operation.
Second, enhance professional capabilities and strengthen practical training. Strengthen regular training on marketing skills, business etiquette and professional knowledge, standardize bidding document review and data submission standards, and comprehensively improve the professional level of the marketing team.
Third, unify evaluation standards and accurately screen and cultivate projects. Formulate unified judging rules for Class A, B and C projects, strengthen dynamic update and follow-up supervision, clean up inefficient and invalid projects, and concentrate resources on tackling high-quality large-scale projects.
Fourth, strengthen basic control and improve operation quality. Continuously consolidate basic work such as information management, ledger construction and process tracking, make up for management shortcomings and plug operational loopholes, and comprehensively improve the standardized and refined operation level of overseas marketing work.
Fifth, deepen customer maintenance and deeply cultivate core resources. Establish a regular visit mechanism for major customers, continuously follow up on multiple key customers such as MBL, explore cooperation potential, and consolidate long-term and stable cooperative relations.
Sixth, strengthen collaborative tackling and gather work synergy. Strengthen collaboration and linkage between the Marketing Center, offices, various departments and internal units, and form a tackling pattern of vertical connection, internal and external coordination and integrated promotion.
会上，市场营销中心全面复盘一季度营销指标完成、项目储备、考核通报、职责分工、基础管理等工作情况，深入剖析存在的问题并明确整改举措；阿尔及利亚、俄罗斯、中东、泰国、中亚办事处依次汇报区域项目进展、存在困难及下一步计划。
向上滑动阅览英语翻译
At the meeting, the Marketing Center comprehensively reviewed the completion of Q1 marketing indicators, project reserve, assessment notifications, division of responsibilities, basic management and other work, deeply analyzed existing problems and clarified corrective measures. Offices in Algeria, Russia, the Middle East, Thailand and Central Asia reported on regional project progress, existing difficulties and next-step plans in turn.
事业部助理级以上领导就分管领域分别提出具体要求，EP中心、经营预算部、财务管理部结合职能提出工作建议。
向上滑动阅览英语翻译
Leaders at or above the assistant level of the Division put forward specific requirements for their respective areas of responsibility, while the EP Center, the Operations and Budgeting Department, and the Financial Management Department offered work suggestions in line with their functions.
本次会议以“现场+视频”形式召开，海外事业部助理级以上领导、相关部门负责人及市场营销系统全体人员参会。
向上滑动阅览英语翻译
This meeting was held in the form of "on - site + video". Leaders at or above the assistant level of the Overseas Engineering Division, all personnel of the Marketing Center, and all personnel of each overseas office participated in the meeting.
中国二十二冶集团
海外事业部
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