一般的销售管理信息VIP免费

Howdidyourresponsibilitieschangeafterthereorganization?AsaGeneralManagerofaSubsidiaryManagementoftheProfit70%ManagementofPeople30%Responsibleforprofitability.WeremeasuredonsuccessinincreasingprofitabilitythroughaggressivePricingandcostcontainmentactivities.Independentpricingauthorityandcarriedallexpensesforconductingbusiness.ReturnedprofittoHQAsaGeneralManagerofaSalesRegionManagementofSalesPlan70%ManagementofPeople30%ResponsibleforincreasedSalesWillbemeasuredonsuccessinapplyingHQpricingstrategiesandmanaginganexpensebudget.PricingandsomeexpenseswillbemanagedbyHQ.ReturnSalesRevenuegrowthtoHQ.DirectorofSalesDeputyDirectorofSalesManagingSalesPlanandPeoplerequiresacommunicationvehicletobesuccessfulSALESMANAGEMENTROLES,ACTIVITIES,PROCESSESSUBPROCESS1.0STRATEGY/MEASUREMENTS1.1OBJECTIVES/BUDGETALLIGNEDWITHSTRATEGIC/BUSINESSPLANS1.2ORGANIZATIONRegionalSalesManagersProvincialSalesManagersSalesOfficeManagersNationalKeyAccountManagersNationalAccountManagersAccountManagersDirectSalesmenPCC’sQUOTAASSIGNMENTANDMANAGEMRNTQuotasettingprocessMonthlyQuotaManagementMeetings1.3MEASUREMENTS1.4RANKINGCRITERIA1.5COMPENSATIONPLANNING1.6RECOGNITION/INCENTIVES1.7SALESPRODUCTIVITYSUBPROCESS2.0ASSIGNMENTPLANNING/SIZING2.1TERRITORYPLANNING/SIZING2.2OPPORTUNITYIDENTIFICATION/RANKING2.3KEYACCOUNTMANAGEMENT2.4FORECASTINGSTRATEGIES2.5GETWELLPLANS/GAPCLOSURESTRATEGIESSUBPROCESS3.0TERRITORYMANAGEMENT3.1ACCOUNT/TERRITORYPLANNING3.2TERRITORY/TIMEMANAGEMENT3.3BACKWARD/FORWARDPLANNING3.4WEEKLYCALLPLANSSUBPROCESS4.0MANAGEINGTHESALESPROCESS4.1CREATINGTHESALESPROCESS4.1MANAGINGTHESALESPROCESS4.3MONTHLYQUOTASTATUSMEETINGS4.4MONTHLYREPORTSSUBPROCESS5.0DEVELOPINGSKILLS5.1SALESSKILLS/TRAINING5.2COACHING/COUNSELING5.3TEAMMEETINGS/TEAMBUILDING/TEAMSELLINGSUBPROCESS6.0BUILDINGAWINNINGTEAM6.1RECRUITING6.2EVALUATION/SELECTIONPROCESS6.3PERFORMANCEAPPRAISALS6.4MANAGINGTHEMARGINALPERFORMER6.5FIRINGTHENON-PERFORMER第4页共8页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第4页共8页BARRIERSCOMPENSATIONPLANSNOTEFFECTIVENOTALIGNEDTOBUSINESSSTRATEGYNON-MOTIVATINGSALESFORCENOTTRAINEDLACKOFPRODUCTKNOWLEDGESELLSPRICENOTVALUEBASICSELLINGSKILLSNOMANAGEMENTPROCESSNODRUMBEATNOACCOUNTABILITYNOOWNERSHIPUNCLEARMARKETINGSTRATEGIESSEGMENTATIONNOTEFFECTIVELACKOFPRODUCTSUPPORTPRICINGINEFFECTIVEPRODUCTSTRATEGIESNOTCLEARINEFFECTIVEFORECASTINGNOTACCURATETOOTACTICALNOCONFIDENCELACKOFPERFORMANCEPLANNINGNOTUSEDEFFECTIVELYNOTALIGNEDTOEXPECTATIONSNOTENFORCEDINEFFECTIVEHIRINGANDFIRINGPRACTICESINADEQUATEPOOLOFPOTENTIALHIRESINTERVIEWINGTOOLS/METHODOLOGIESNOTEFFECTIVENOTRELEASINGNON-PERFORMERSFROMBUSINESSNORANKINGOFSALESFORCERANKINGCRITERIANOTAPPROPRIATERANKINGTOOCOMPLICATEDNOTUSEDASMOTIVATIONALTOOINEFFECTIVEREWARDS/RECOGNITIONSYSTEMINCENTIVEPROGRAMSNOTAMOTIVATINGINFLUENCEBONUSESNOTEFFECTIVE/MOTIVATINGREWARDSNOTACCEPTED/VISIBLEINEFFECTIVETERRITORYASSIGNMENTSNOTSIZEDPROPERLY第5页共8页第4页共8页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第5页共8页TOORICH/LEANINADEQUATECOVERAGEOPENTERRITORIESDOESNOTENCOURAGE/PROMOTEPROSPECTINGNOTCONTIGUOUS/GEOGRAPHICLACKOFACCOUNTMANAGEMENTPROCESSNOLARGEACCOUNTPLANNINGPROCESSNOLONG-TERMOBJECTIVESSALESFORCEMEASUREMENTSNOTALIGNEDREWARDS/PAYNOTALIGNEDRETENTIONRATESTOOHIGH/LOWNORELEASINGOFNON-PERFORMINGSALESREPSTURNOVERTOOHIGHSPANOFCONTROLNOTAPPROPRIATETOOMANYDIRECTREPORTSTOO...