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在大多数情况下,我们看到众多品牌的销售方式几乎清一色地采取与经销商合作,利用经销商经营多年的销售网络、畅通的销售渠道、密切的客情关系及良好的资金仓储运输等条件,迅速使产品到达终端,与消费者直接见面,达到快速铺货的目的,有效地避免进入陌生市场的经营风险。在终端,众多品牌的促销手段也几乎清一色采用人员促销,配备少量的促销品,且无明确促销主题;在批市主要采取阶梯式奖励进货,奖项设置同质化严重。摇篮品牌在天津市场的操作途径也不例外,同样经过经销商寻找、调查、谈判、签约;多个经销商的协调;终端与批市的相关促销,而操作一年半的市场结果却与预期目的偏离甚远;同时与公司绝大部分区域业务迅猛上升的趋势形成反差。当时天津市场及组织情况有如下问题:1.经销商协调不力,有货的网点不到50个;2.理货不及时、陈列不专业;3.销售队伍人数配置不合理;4.销售人员缺乏培训与管理;5.批市销售近乎停滞。
In most cases, we see that the sales of many brands are almost exactly the same as those used by distributors, distributors that operate for many years in sales networks, smooth sales channels, close customer relations, and good capital storage and transportation , Quickly reach the terminal products, direct contact with consumers, to achieve the purpose of rapid distribution, effectively avoiding the risk of entering the unfamiliar market. In the terminal, many brands of promotional tools are almost all the same staff promotions, with a small amount of promotional items, and no clear promotion theme; in the batch market mainly to take the step-style reward purchase, the prize setting homogeneity serious. Cradle brand operation in Tianjin market is no exception, the same through the dealer to find, investigate, negotiate, contract; coordination of multiple dealers; terminal and batch-related promotions, and the operation of the market for a year and a half results are expected The purpose of deviation far; at the same time with most of the company's business rapidly rising trend in contrast. At that time, the market and organization in Tianjin had the following problems: 1. Inadequate coordination among distributors, fewer than 50 outlets in stock; 2. Inadequate tallying and unprofessional display; 3. Unreasonable distribution of sales force; 4. Salesman Lack of training and management; 5. Retail sales almost stagnant.