Tailored sales plan Chongqing Chunhua Lighting General Manager Zhong Chunfa
We have realized the transformation from single brand operation to diversified brand operation, and have undertaken some key projects of the government, and can give different levels of measurement and evaluation to different customers, implement different sales plans, and strive to make customers satisfaction. For example, in the Chongqing Customs project, we first made preliminary contact and found that the overall operation plan is rather vague, and the selection of products is more casual. After the company's internal evaluation, it was found that there are two major problems: First, the light environment is not understood; Second, the brand awareness is vague. Subsequently, we made the results of the requirements according to the requirements of the customers, and showed the effect of our recommendations. After continuous communication, we finally confirmed the cooperation.
The company will encounter many problems in the development process. At present, the company has initially completed the organizational structure, but the daily management of the entire company is still not in place. For the unspoken rules of this industry, we believe that in addition to the integrity assessment, we mainly rely on products and services to break through, not only to have good brands but also good services, so that we will establish a brand effect in the local market. Better promote the development of the company.
Coordinated change
Fan Hong, Marketing Manager, Chengdu Xianghua Materials Co., Ltd.
As the earliest Matsumoto agent in Sichuan, our company's biggest breakthrough is to penetrate the township channels and hardware channels, effectively avoiding the fierce competition in the provincial-level market and prefecture-level cities, and have done a good job in the basic work of the third- and fourth-tier markets in advance. The circulation of its own products and brand awareness. However, on the basis of expanding the circulation, the company has also increased the input of human resources. The introduction, cultivation and management of human resources have become a problem for enterprises. How to establish the most streamlined and supervised workflow has become the focus of corporate thinking. .
To break through the enterprise, we must first lead the ideological reform of the military. Now the bosses have realized this, but it is difficult to implement without supervision. If the "airborne troops" presided over the change, because the "airborne troops" are difficult to integrate with the veterans under the old system, the relationship is bound to be like a fire and water, causing obstacles to reform, and finally the reform may encounter a strong boycott and end in failure. Therefore, the changers should first truly integrate into the enterprise, let the enterprises and the veterans truly accept themselves, upgrade and use the veterans with ideas and abilities, and add new blood to reform in the way of “old†and “oldâ€. Using sales promotion to let each employee feel the benefits of change, to establish the prestige of changers in the enterprise, such changes will reduce the difficulty and improve the feasibility.
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