【极客出品】营业日报3
《40天玩转移动营销》读书笔记PPT
40天
玩转移动营销
Mobile Marketing:An Hour a Day
[美]雷切尔·帕斯卡 诺亚·埃尔金 著 徐彬 等译
机械工业出版社
荐 乔伊·利兹（Joy Liuzzo）
语 Wave Collapse总裁
这本书囊括了许多关于移动产品应用的战略性指导，
——斯特林市场情报公司创始人 格雷哥·斯特林
网站 作为一种重要的营销渠道，其重要性不言而喻
搜索优化，广告营销，无所不能
即使是在如今移动的时代，网站依旧是要塞的位置。 大部分的用户都通过移动网站和你联系。移动网站 是移动战略整体中最重要的元素，许多其他的创意 也推动客户到达移动网站这个最终目的地，包括短 信、移动广告活动、二维码和移动邮件。
他开始试读了 前几节免费课 程
下单后获得入群 资格，随时答疑 和每周微博搜索的 时候，发现了一个 该课程的广告
看到促销活 动后，他终 于下单了
简单易懂，快 速入门又服务 周到。于是他 分享给朋友。
短信 作为一种营销渠道短信的重要性日益减小，但是作为一种媒介 它的地位依旧重要且日益提升。
“ 推 清楚明白、设计精心。作者根据丰富的实战经验提 供的不是普适的移动营销战略，他们呈现给读者的
是专家的观点，以帮助读者度身定制属于自己的移
动战略。本书不管是移动新手还是对老手来说都是
“ 具备非常高的指导价值和参考意义。
荐 埃里克·利特曼（Eric Litman） 美国互联网广告公司Medialets董事兼首席执行官
01
社交 性
移动特性
02
本地 性
03
移动 性
移动设备本质上是 社交的，它们主要 功能就是交流，交 流是社会功能。
ZARA成功案例分析
ZARA成功案例分析目录一、内容描述 (2)1.1 ZARA公司背景介绍 (3)1.2 研究目的与意义 (3)二、ZARA品牌定位与市场策略 (4)2.1 ZARA品牌理念与价值 (6)2.2 市场定位与目标消费群体 (7)2.3 产品策略 (8)三、ZARA供应链管理 (10)3.1 采购与供应商选择 (11)3.2 生产与物流配送 (12)3.3 库存管理与控制 (14)四、ZARA营销策略 (15)4.1 品牌推广与广告宣传 (16)4.2 社交媒体营销 (18)4.3 快速时尚趋势的把握与引领 (19)五、ZARA成功的关键因素 (20)5.1 创新能力 (21)5.2 市场敏锐度 (22)5.3 优秀的团队协作与管理 (23)六、ZARA面临的挑战与未来展望 (25)6.1 面临的挑战 (26)6.2 未来发展趋势与创新方向 (28)七、结论 (29)7.1 ZARA成功经验的总结 (29)7.2 对其他企业的启示与借鉴 (31)一、内容描述品牌定位与市场策略：分析ZARA如何准确把握消费者需求，以及其在市场策略上的创新之处，如快速响应市场变化、精准定位目标消费群体等。
产品设计与研发：研究ZARA在产品设计和研发方面的优势，以及如何通过不断创新满足消费者多样化的需求，提高产品的附加值。
供应链管理：剖析ZARA如何构建高效、灵活的供应链体系，以确保产品能够迅速投放市场并满足消费者的购买需求。
营销与推广：探讨ZARA在营销和推广方面的策略，如线上线下融合的全渠道营销、明星代言等，以及如何通过有效的营销手段提高品牌知名度和美誉度。
企业文化与管理：分析ZARA独特的企业文化和管理模式，以及如何通过人性化的管理激发员工的创造力和工作热情，从而提高企业的核心竞争力。
可持续发展与社会责任：讨论ZARA在可持续发展和社会责任方面的表现，如环保理念、劳工权益保障等，以及如何将这些因素融入企业战略，实现企业的长远发展。
电商日志范文
电商日志范文
电商日志。
2022年3月1日。
今天是一个充满希望和挑战的一天。
早上8点，我准时到达公司，开始了一天的电商运营工作。
首先，我查看了昨天的销售数据，发现我们的销售额比上个月同比增长了20%，这让我感到非常振奋。
这表明我们的电商平台正在逐渐壮大，市场认可度也在不断提升。
接着，我和团队成员开了一个短会，讨论了最近几个产品的促
销活动。
我们决定在本周末举行一次大型促销活动，希望能够吸引
更多的消费者。
我们商定了促销方案，并分工合作，希望能够取得
更好的销售业绩。
下午，我开始了一项新的项目，即开发新的电商推广方案。
我
对市场进行了调研，分析了竞争对手的推广策略，并提出了一些新
的创意。
我和市场部门的同事一起讨论了这些创意，最终确定了一
个全新的推广方案。
我相信这个方案能够吸引更多的消费者，提升
我们的品牌知名度。
晚上，我整理了一下今天的工作成果，并对接下来的工作做了一些规划。
我意识到，电商行业竞争激烈，我们必须不断创新，才能在市场上立足。
我决定加强团队的培训和学习，提升团队的整体实力，以更好地应对市场的挑战。
总的来说，今天是一个充实而又充满挑战的一天。
我相信在公司的共同努力下，我们一定能够取得更好的业绩，让我们的电商平台更加繁荣。
期待着明天的工作，让我们一起加油！。
传媒行业周报：三季度落地影视院线及营销环比呈回暖 十四五提出打造文化强国
20201101研究所证券分析师：朱珠S0350519060001 *************************.cn联系人：于越S0350120080038**************.cn 三季度落地影视院线及营销环比呈回暖十四五提出打造文化强国——传媒行业周报最近一年行业走势行业相对表现表现1M 3M 12M 传媒-2.9 -8.0 28.1 沪深300 2.4 0.0 20.8相关报告《传媒行业周报：腾讯视频2021年内容布局峰会开启内容电商新兵双十一首秀优质内容价值在提升》——2020-10-25《传媒电商行业深度报告：字节跳动产业链之直播电商篇》——2020-10-19《传媒行业周报：金投赏叠加电商节有望带热营销CTE开启助力IP内容板块》——2020-10-18《传媒行业周报：关注业绩环比回暖板块细分垂直行业头部优质企业占优》——2020-10-11《传媒行业周报：国庆档预售破亿可关注三四季报业绩环比回暖板块》——2020-09-27 投资要点：⏹本周观点更新：三季报落地，年报预期开启，由于2020上半年受疫情影响，财务数据同比可参考值较弱。
我们统计2017-2020年第三季度文化传媒互联网板块总归母利润（标的样本144家），2017-2020年第三季度文化传媒板块总归母利润分别为121.6亿元、119.3亿元、102.9亿元、77.7亿元（同比增速分别为-2%、-14%、-25%），四年维度中，第三季度归母利润同比增速总体呈下滑趋态势，其中2020第三季度文化传媒互联网总归母利润同比下滑25%，环比下滑32.4%，整体看，第三季度单季度板块回暖未显，但分类看，广告营销、院线、影视单季度环比呈现回暖态势。
政策端再加码，十四五规划中提及建成文化强国，繁荣发展文化事业和文化产业，提高国家文化软实力，我们在2020年年度策略中也提及，看专注看融合，看中国文化真内核。
可关注阅读板块（中信出版、新经典）、营销板块叠加双十一电商推动（蓝色光标）、影视院线板块（横店影视、光线传媒）、融媒体（芒果超媒）、游戏板块（心动公司、百奥家庭互动）。
SAM4s SPS 2000 商品说明书
Samsung SPS-2000 owners ManualSAM4s SPS 2000Operator ManualPM-SPS-2000 Manual Revision 1.6CRS, Inc.Limited Warranty and Disclaimers of WarrantyThis manual has been developed by CRS, Inc. It is intended for the use of its customers and service personnel and should be read in its entirety before attempting to install, use or program the product(s).Nothing contained in this manual shall be deemed to be, and this manual does not constitute, a warranty of, or representation with respect to, the product or any of the products to which this manual applies. This manual is subject to change without notice and CRS, Inc. has no obligation to provide any updates or corrections to this manual. Further, CRS, Inc. also reserves the right, without prior notice, to make changes in equipment design or components as it deems appropriate. No representation is made that this manual is complete or accurate in all respects and CRS, Inc. shall not be liable for any errors or omissions contained in this manual. In no event shall CRS, Inc. be liable for any incidental or consequential damages relating to or arising out of the use of this manual. This document contains proprietary information that is protected by copyright. All rights are reserved. No part of this document may be photocopied or reproduced without prior written consent of CRS, Inc.NOTICEIF ANY WARRANTY IS EXTENDED TO YOU WITH REGARD TO THE PRODUCT(S) TO WHICH THIS MANUAL APPLIES, IT IS A WARRANTY FROM THE ENTITY OR INDIVIDUAL FROM WHOM YOU DIRECTLY PURCHASED THE PRODUCT(S). SUBJECT TO THE FOREGOING, UNLESS YOU ARE A DIRECT END USER CUSTOMER OF CRS, INC., CRS, INC. DOES NOT EXTEND TO YOU ANY EXPRESS WARRANTY OR ANY IMPLIED WARRANTY AND EXPRESSLY DISCLAIMS ANY IMPLIED WARRANTY OF MERCHANTABILITY, FITNESS FOR USE, OR FITNESS FOR ANY PARTICULAR PURPOSE, OR ANY WARRANTY OF NON-INFRINGEMENT OF INTELLECTUAL PROPERTY RIGHTS IN CONNECTION WITH THE PRODUCT(S) OR ANY SOFTWARE, DRIVERS, OR PROGRAMMING PRODUCT, WHETHER EMBEDDED IN PRODUCT(S) OR PROVIDED AS A SEPARATE PROGRAM, OR USED IN CONJUNCTION WITH THIS/THESE PRODUCT(S). CRS, INC. SPECIFICALLY DOES NOT WARRANT THAT THE OPERATION OF ANY DRIVERS, SOFTWARE, OR PROGRAMMING PRODUCTS LICENSED HEREUNDER, WHETHER EMBEDDED IN PRODUCTS OR PROVIDED AS SEPARATE PROGRAMS, SHALL BE UNINTERRUPTED OR ERROR FREE OR THAT FUNCTIONS CONTAINED IN SUCH DRIVERS, SOFTWARE OR PROGRAMMING PRODUCTS SHALL OPERATE IN COMBINATION(S) WHICH MAY BE SELECTED FOR USE BY YOU OR OTHERWISE MEET YOUR REQUIREMENTS.CRS, Inc. is not responsible for any damages or loss, either direct, indirect, special, incidental or consequential, which you may experience as a result of your purchase or use of the product(s). Your sole remedy in the event that you encounter any difficulties with the product(s) is against the entity or individual from whom you purchased the product(s).Revision 2.0 - April 1, 2005WARNING - U.S.THIS EQUIPMENT GENERATES, USES AND CAN RADIATE RADIO FREQUENCY ENERGY, AND IF NOT INSTALLED AND USED IN ACCORDANCE WITH THE INSTRUCTIONS MANUAL, MAY CAUSE INTERFERENCE TO RADIO COMMUNICATIONS. IT HAS BEEN TESTED AND FOUND TO COMPLY WITH THE LIMITS FOR A CLASS A COMPUTING DEVICE PURSUANT TO SUBPART J OFPART 15 OF FCC RULES WHICH ARE DESIGNED TO PROVIDE REASONABLE PROTECTION AGAINST SUCH INTERFERENCEWHEN OPERATED IN A COMMERCIAL ENVIRONMENT. OPERATIONS OF THE EQUIPMENT IN A RESIDENTIAL AREA IS LIKELYTO CAUSE INTERFERENCE IN WHICH CASE THE USER, AT HIS OWN EXPENSE, WILL BE REQUIRED TO TAKE WHATEVER MEASURES MAY BE REQUIRED TO CORRECT THE INTERFERENCE.NOTICE - CANADATHIS APPARATUS COMPLIES WITH THE CLASS “A” LIMITS FOR RADIO INTERFERENCE AS SPECIFIED IN THE CANADIAN DEPARTMENT OF COMMUNICATIONS RADIO INTERFERENCE REGULATIONS.CET APPAREIL EST CONFORME AUX NORMES CLASS “A” D’INTERFERENCE RADIO TEL QUE SPECIFIER PAR MINISTRE CANADIEN DES COMMUNICATIONS DANS LES REGLEMENTS D’INTERFERENCE RADIO.ATTENTIONThe product that you have purchased may contain a battery that may be recyclable. At the end of its useful life, under various state andlocal laws, it may be illegal to dispose of the battery into the municipal waste system.Check with your local solid waste officials for details concerning recycling options or proper disposal.ContentsIntroduction 7 SAM4s SPS-2000 Overview (7)Hardware (7)Software (7)Options (7)Safe Operation (8)ECR Power Requirements (8)About Power Conditioning Equipment (9)Surge Protectors and Power Conditioners (9)Ground Guard Conditioners (9)Uninterruptible Power Supplies (UPS) (10)Terminal Controls & Connections (11)Front Panel Angle Adjustment (11)Rear Display (12)SD Memory Card Slot (12)Connection Panel (13)Getting Started 15 Default Screen Layout (15)Custom Screen Layouts (16)Screen Saver (17)Initialize/Re-boot (17)Function Key Definitions (18)Keylinks (25)Passwords (26)Password Notes (26)Error Messages (27)Basic Operations 33 Signing On/Off (33)Sign On by the Employee Key (34)Sign On by Push Button Key (34)Sign On by Employee Card (34)Sign On by Fingerprint (34)Sign On by Continue Key (34)Sign Off (34)Clerk Interrupt (35)Clocking In/Out (35)Clock In (35)Clock Out for Break (35)Clock In from Break (36)Clock Out for Day (36)Clock In/Out by Fingerprint (36)SAM4s SPS-2000 Operator Manual v1.6 Contents 3Time Clock Edit (37)Outside of Sale Functions (38)Time Display (38)Received on Account (38)Paid Out (38)Registering PLUs/Items (39)Preset PLUs (39)Open PLUs (39)Code Entry Preset PLUs (39)Code Entry Open PLUs (39)PLU Price/HALO Override (39)Repeat (39)PLU Price Inquiry (39)Registering a Not Found PLU (40)Price Level Shift (41)Scale Items (41)Print Key (42)Auto Grill Item (43)Promo (43)Waste (43)Price Inquiry (43)Food Stamp Shift (44)Tax Shift/Tax Exemption (44)Corrections & Voids (45)Clear (45)Error Correct (45)Void Item (45)Cancel (45)Transaction Void (45)Merchandise Return (46)Discounts/Coupons/Surcharges (46)Sale (Subtotal) Discounts (46)Item Discounts (47)Surcharges (48)Totalling/Tendering (48)Cash (48)Check (48)Check Cashing (49)Miscellaneous (Charge) Tender (49)Preset Tender (49)Split Tender (49)Integrated Payment System Operations (49)Foreign Currency Subtotal & Tender (51)Food Stamp Subtotal & Tender (51)Post-Finalization Procedures (52)Paid Order Recall (52)Receipt Issue (52)Validate (52)Quick Service Operations (53)Typical QSR Keyboard (53)Sample Transaction Receipt (54)Drive Thru Operations (54)Drive Thru Operations (55)Training Mode (57)SPS-2000 Delivery System (58)4 Contents SAM4s SPS-2000 Operator Manual v1.6Delivery System Features (58)Delivery Related Programs (58)Delivery Operations (59)Guest Check Operations (65)Overview (65)Manual Previous Balance (67)Hard Check Posting (69)Soft Check Posting (70)Seat # Assignment (75)Split Check (79)Hold/Print Hold (80)List Check (82)Repeat (83)Transfer Table (84)Combine Checks for Payment (85)Transfer Check (86)Tip Declare (88)Using Graphical Table Management (90)Graphic Table Management Operations (91)Reports 93 Report Menu (93)Report Table (94)Printing & Saving Reports (96)Cash Declaraton (97)Edit Inventory Item (98)Date Time Setting (98)DataTran Operation (99)Initialize EFT (101)Open Batch (101)Close Current Batch/ Close Current Batch with Debit (101)Change Batch Number (101)Issue Local Total (102)Issue Local Transaction (102)Issue Local Batch Status Report (103)Enable Dial In Load/Enable Dial Out Load (103)Gratuity Entry (103)Initialize Pin Pad (103)Get Gift Card Balance (103)Credit Post Authorization (104)Report Samples (105)Financial Report (105)Sales By Time Period (107)PLU Reports (107)Employee Reports (108)Group (110)Drawer Totals (110)Labor Groups (111)Sales and Labor % (111)Daily Sales (112)Groups By Time Period (112)Analysis 1 By Time Periods (113)Analysis 2 By Time Periods (113)Analysis 3 By Time Periods (114)SAM4s SPS-2000 Operator Manual v1.6 Contents 5Track By Time Periods (114)Open Check (115)Product Mix (115)Product Projections (116)Station Totals (116)Daily Time Keeping (117)Shift Report (118)Inventory (120)PLU Stock (122)PLU Stock by Group (122)Electronic Journal (123)Food Cost (124)Balancing Formulas (125)Program Maintenance 127 PLU Maintenance (127)Changing Item Prices (127)Employee File Maintenance (130)Employee Field Definitions (133)Appendix 135 Report Function Key Report Code Structure (135)Report # Table (135)Report Option Table (137)Manual Revision Record 139 6 Contents SAM4s SPS-2000 Operator Manual v1.6。
q3季度拼多多运营部门总结转英文
q3季度拼多多运营部门总结转英文Q3 Quarterly Summary of Pinduoduo's Operations DepartmentIntroductionIn the third quarter of [year], the Operations Department of Pinduoduo had made significant achievements and overcome numerous challenges. This summary aims to provide an overview of the department's performance during this period and highlight the key initiatives that contributed to our success.Market Expansion and User GrowthDuring Q3, the Operations Department played a crucial role in expanding our presence in new markets and attracting new users. We successfully launched operations in [list of new markets], which led to an increase in our user base by [percentage]. By utilizing effective marketing strategies, including targeted advertisements and referral programs, we were able to attract a more diversified user base, ensuring sustainable long-term growth.Operational Efficiency ImprovementImproving operational efficiency remained a top priority for the Operations Department. We implemented several initiatives to streamline internal processes, enhance logistics, and optimize supply chain management. Through the adoption of advanced technologies, such as AI and machine learning, we achieved significant improvements in delivery speed and accuracy. This, in turn, resulted in higher customer satisfaction and increased repeat purchases.Enhanced Seller ExperienceWe actively focused on providing a better experience for our sellers, recognizing their importance in driving our platform's success. To achieve this, the Operations Department launched a series of initiatives aimed at improving seller onboarding, training, and support. We introduced a user-friendly seller interface, simplified registration processes, and provided comprehensive training materials. As a result, we witnessed an increase in seller satisfaction and engagement, leading to higher product diversity and improved customer experience.Quality Control and Customer SupportMaintaining high product quality and providing excellent customer support were areas where the Operations Department excelled in Q3. We implemented strict quality control measures, including thorough product inspections and compliance checks. Additionally, we expanded our customer support team to ensure timely assistance and problem resolution for our users. These efforts resulted in a decrease in product returns and an increase in customer loyalty.Innovative Marketing StrategiesThe Operations Department continuously explored innovative marketing strategies to drive user engagement and increase sales. We collaborated with a variety of influencers, both online and offline, to promote our platform and products. By utilizing social media platforms and organizing interactive events, we were successful in creating brand awareness and generating buzz around our offerings. These initiatives resulted in a substantial increase in sales and facilitated market penetration.ConclusionIn Q3, the Operations Department of Pinduoduo demonstrated exceptional performance and achieved notable accomplishments. Through market expansion, improved operational efficiency, enhanced seller experience, quality control, and innovative marketing strategies, we were able to sustain user growth, increase customer satisfaction, and drive sales. Moving forward, the Operations Department will continue to leverage these successful initiatives while actively seeking new opportunities for improvement and growth. With a strong foundation in place, we are confident that we can achieve our goals and maintain Pinduoduo's position as a leading e-commerce platform.。
果集数据：抖音、快手直播带货双周报（4.12-4.25）
周报导读分析平台：抖音、快手消费赛道：美妆护肤、食品饮料数据周期：2020年4月12日—2020年4月25日主要内容：双平台直播大盘概览、KOL带货榜单美妆护肤、食品饮料赛道周期直播GMV分布 店铺榜单一览、热卖SKU销售额榜单大盘概览美妆护肤食品饮料抖音大盘直播Top20KOL直播Top20品牌旗舰店直播Top20sku销售额Top20CO N T E N T抖音果集数据GU OJ I .P RO 果集数据GU OJ I .PRO 抖音l 统计周期内，抖音直播带货GMV达亿，平均每日销售额达亿，总直播场次达场，场均GMV趋势平缓。
l 直播品类销售额占比中，男装女装、珠宝配饰、美食饮品、鞋帽箱包、护肤五大类目贡献大部分销售额，占比达70.8%。
与上一周期相比，潘长江直播带货中国黄金，销售额超1800万，。
男装女装34.96%珠宝配饰11.49%美食饮品9.13%鞋帽箱包8.86%护肤6.40%日用清洁3.47%家居家纺2.56%彩妆2.16%手机数码1.83%直播品类销售额占比0.00.40.81.2051015204/124/134/144/154/164/174/184/194/204/214/224/234/244/254.12-4.25抖音直播带货GMV分布GMV/亿场均GMV/万果集数据GU OJ I .PRO 果集数据GU OJ I .PRO 果集数据GU OJ I .PRO 果果集数据GU OJ I .PRO 果集数据GU OJ I .PRO 果集数GU OJ果集数据GU OJ I.PRO 果集数据GU OJ I .PRO GU 果集数据GU OJ I .PRO 果集数据GU OJ I .PRO 果集数据GU OJ I .PRO上榜；美食饮品类目上榜。
l 其中，丸美MARUBI旗舰店首次上榜，带货表现抢眼。
该店于去年10月入驻抖音，入驻至今半年总销售额4300万，本周期内，通过曹颖品牌专场，带货超1300万。
部分国内外电视财经类节目纵览
部分国内外电视财经类节目纵览2006―2007年以来，国内资本市场快速成长，引发了国内民众空前的投资热情，他们对于理财知识与信息的渴求也催生了媒体的财经节目热。
在历经了娱乐选秀类节目的潮涌潮落、“品质提升”成为2008年国内电视媒体的关键词之一后，财经类节目也理所当然地成为众多电视媒体培育的着力点之一。
2008年改版计划书上，不少媒体都亮出了开办“财经类节目”甚至打造“财经节目带”的构想。
为此，策划人和编写者搜索了国内外的财经频道及财经节目，从节目编排、节目形态等方面，对现有的财经类（包括致富类）节目进行研析，以供借鉴。
一、国内财经频道现状由于各家电视台对“财经”的理解和定义不同，我国现有的电视财经频道大多以大财经的形象出现，专业化的财经频道寥寥无几，前者以CCTV-2经济频道为代表，后者以上海文广第一财经为代表，这两种截然不同的频道设置，一方面与电视观众的主要构成有关，另一方面也与财经节目的专业化要求、投入产出比较高有关。
因此，现阶段的国内电视频道中，以“经济频道”为名的泛财经化频道占据了电视频道的主流。
总体而言，真正意义上的专业财经频道，当数上海文广SMG在2003年7月7日开播的“第一财经”频道。
其他省级电视财经频道，由于种种条件限制，难以自制系列财经类节目，而采用购买引进社会制作公司制作的财经节目的方式，丰富自己的节目设置，比较有代表性的是深圳财经生活频道和内蒙古卫视。
1.“第一财经”频道“第一财经”是中国第一个经国家广电总局批准的跨媒体财经信息平台，仅从名字就显示出了SMG的雄心与口气：立足长三角，服务全国，走向世界，目标是“专注于成为专业、时效、丰富、权威的财经信息传播平台，并积极拓展跨地区、跨媒体、跨行业经营”。
因此，无论从节目内容设置、频道整体编排以及受众定位、市场经营的角度，SMG“第一财经”都体现了专业性，把频道定位在一个内容提供商和发行商，而不仅仅是一个播出平台。
从节目形态设置上，大致有访谈对话类、资讯报道类、杂志类、纪录片、专题类等5种，主题内容也相对集中在产经和金融方面，其中金融主要服务于证券投资者和个人理财。
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