“作为销售部经理,我的肩上扛着公司60%的营业收入指标,整天忙得寝食难安,一门心思在市场开拓方面。可老板经常时不时地说:不仅要做好业绩,更要抓好管理啊,比如销售流程的规范;销售渠道的细化管理;市场开发的创新策略;销售人员技能的培训,对销售人员的激励模式……都要抓才行。可我知道,一旦销售业绩下滑,老总一准比谁都急:业绩上不去,公司都面临危机了,光搞管理有什么用?真是左右为难啊!我们这些当中层的,成天是忙得团团转,最后还落一个不会用人,不懂管理的坏名声。”这位经理的困惑,并非是个别现 “As a sales manager, my shoulders carry the company 60% of the operating income targets, all day sleepy sleepy, a mind in the market development .But often from time to time, the boss said: not only to do a good job, but also to Good management ah, such as the norms of sales processes; detailed management of sales channels; market development and innovation strategy; sales skills training, incentives for salespeople ... have to grasp the job. But I know that once the sale Performance decline, CEO whichever is faster than anyone else: the performance does not go, the company is facing a crisis, just engage in management What is the use? What a dilemma ah! These middle-class, all day is busy around, and finally one Will not be employed, do not understand the management of the bad reputation. ”" The confusion of the manager, not individual