论文部分内容阅读
我是陕西某大型休闲食品企业的城市经理,现产品在所辖市场上市已近1年,在上市初的3个月里销量一直不错,但在2003年下半年销量却呈直线下滑。我接手后,马上做了市场调查并进行再定位,将该市场分渠道设置经销商、商超经销商和流通经销商。重点抓终端精细化运作,产品的陈列率、铺市率、货架饱和度、送货和补贷、买一赠一和特价促销的及时开展等均做得很细致。这些工作之后,按说销量会有很大的提升,但经过两个多月的努力,销量虽有所上浮,但与上市期3个月的月销量相比还很低。面对责任指标的压力,我想请问这是不是我策略上的不成熟?还需做哪方面的努力?
I am a city manager for a large-scale snack food enterprise in Shaanxi Province. Now I have been listed for nearly 1 year in the market under its jurisdiction and have sold well in the first 3 months of listing. However, sales have been plummeting in the second half of 2003. After I took over, I immediately made a market research and re-positioning, the market channels set up distributors, super distributors and distribution dealers. Focus on the terminal fine operation, product display rate, shop rate, shelf saturation, delivery and replenishment, buy one get one free and special promotions in a timely manner so Deng are very meticulous. After these jobs, according to the sales volume will be greatly improved, but after more than two months of hard work, although sales have been on the rise, but compared with the monthly sales of 3 months listed is still very low. In the face of the pressure of responsibility indicators, I would like to ask this is not my strategy immature? What needs to be done?