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目前,邮政代理金融网点普遍存在网点营销能力和定位不相匹配、网点人员结构和网点定位不尽合理等问题。随着网点的职能从交易中心转型为销售中心,网点的经营管理已由业务处理向市场营销转变。在当前形势下,为了更好地发挥网点各岗位的销售潜能,全面、有效地提升网点的销售产能,有必要根据网点的定位,对网点各岗位人员的分工和配置进行梳理及重新定义,以进一步明确网点各岗位人员应有的责任。
At present, the postal service financial outlets generally exist outlets marketing capabilities and positioning do not match, outlets staff structure and network positioning is not reasonable and other issues. With the function of outlets transformed from trading center to sales center, the operation and management of outlets has been transformed from business processing to marketing. In the current situation, in order to give full play to the sales potentials of various positions in outlets and improve the sales productivity of outlets in a comprehensive and effective manner, it is necessary to sort out and redefine the division of labor and configuration of all positions in outlets according to the positioning of outlets. Further clarify the various positions of staff should be responsible.