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在传统“产—供—销”的商业合作模式中,终端卖场已完成主导地位的牢固掌握。产品的同类化竞争已上升到大批量同质化跟仿的程度,终端资源抢占激烈,市场竞争呈白热化状态。2013年10月份的时候给业务小刘安排了一项工作,具体内容为开发北京市场的高校渠道,时间为1个月,标准为全覆盖。前后历经半月周折,小刘连一家标准的意向客户也没有找到。月中例会进行总结时,一脸委屈的小刘说走访终端两周,在高校渠道就没有一家独大能全部覆盖的客户存在。这不免让我对小刘的开发能力产生了疑虑:到底是我冤枉了小刘,还是高校渠道真的另有隐情?
In the traditional “production - for - sale ” business cooperation model, the terminal stores have completed the dominance of a firm grasp. The same kind of product competition has risen to the level of mass homogenization and imitation, terminal resources preempted intense market competition was white-hot state. In October 2013, Xiao Liu arranged a job for the business, the specific content for the development of colleges and universities in Beijing market channels, time is 1 month, the standard for the full coverage. Before and after after a half-moon twists and turns, Liu even a standard intention of the customer did not find. In the middle of the month when the meeting was concluded, a look of grievances, Liu said that visit the terminal for two weeks, there is no single channel in the university to cover all customers. This inevitably let me have doubts about the ability of the development of Liu: In the end I was innocent of Liu, or university channels really another hidden?