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舒经理在 S 市场陷入困境,正暴露出了其在区域市场操作中缺乏把握经销商开发节奏的意识与能力。在市场拓荒期,工作的重点是快速形成销售力量,经销商的数量是最重要的市场调控变量。此阶段(1999年之前),舒经理应该把工作重心放在普遍提高经销商的销售能力上,引导经销商关注自身能力提升和功能发育,而不是单纯追求销售规模。1999年之后价格战不可避免时,表明经销商扩张已经遭遇了生存空间的制约,市场进入结构效率提升期。在此阶段,舒经理应该综合判断各经销商的实力与可持续成长性,斟选实力相对雄厚、有潜质的一级商给予重点指导,并果断地砍掉部分一级商,为重点经销商
Shu manager in the S market in trouble, is exposed its lack of control in the regional market awareness of dealer development rhythm and ability. In the market pioneer period, the focus of the work is to rapidly form the sales force. The number of distributors is the most important market control variable. At this stage (prior to 1999), Shu manager should focus his efforts on improving the general sales ability of distributors, and guide distributors to focus on their own ability improvement and functional development, instead of simply pursuing the sales scale. When the price war is inevitable after 1999, it shows that the expansion of distributors has encountered the constraints of living space and the market has entered a period of structural efficiency improvement. At this stage, Shu manager should comprehensively determine the strength and sustainable growth of each dealer, the selection of relatively strong strength, potential to give priority to a dealer, and decisively cut some of the first-tier dealers, as key distributors