解子奇先生:您好!我们是一家日化公司,由国企转制成的股份制企业。我公司已有近40年历史,全国各地有30多个经销商,曾以报刊广告和地方电视台广告配合经销商做过长时间的宣传和推广,在业内有一定的知名度。我最近才接任市场部经理一职,公司总裁命我在各地创建办事处,直接控制和维护市场终端销售。原因您应该是知道的,随着竞争的加剧,强势品牌为增加市场占有率,不惜降价以争,使我公司不但利润空间变小,销售额锐减,而且经销商之间为年底返利而导至窜货严重,市场正面临崩溃,但筹建办事处的消息传出后,却遭到各地经销商的普遍反对,我应该怎样展开这项工作,并且如何有效的管理办事处的运做,让其发挥最大的作用,切望得到您的具体指导。北京彭华建 Mr. Xie Ziqi: Hello! We are a daily chemical company and a joint-stock company transformed from a state-owned enterprise. Our company has a history of nearly 40 years. There are more than 30 dealers all over the country. We have worked for a long time to promote and promote the newspaper advertisements and local television advertisements with dealers, and have a certain reputation in the industry. I recently took over as marketing manager. The president of the company ordered me to set up an office in each place to directly control and maintain market terminal sales. The reason you should know is that with the intensification of competition, strong brands want to increase their market share and do not hesitate to cut prices in order to make the company not only have a smaller profit margin, but also have a sharp drop in sales. Moreover, dealers have turned to rebates at the end of the year. The market is facing serious collapses, but the market is facing a collapse. However, after the news of the establishment of the office was reported, it was widely opposed by distributors all over the country. How should I carry out this work and how to effectively manage the operation of the office? It plays its biggest role and hopefully gets your specific guidance. Beijing Peng Huajian