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案例陈述王平上任已经两个月了,公司是国内一家知名啤酒企业,产品在浙江省销量很大,由几个颇有实力的经销商把持,近两年销售额在慢慢萎缩。由于他成功地开展了渠道的精耕细作,销量增长迅速,故由广东某区域的办事处经理调任至华东区浙江省区经理。临行前老总语重心长地嘱咐他:“市场不可乱,工作要做细。”浙江省在公司有比较特殊的位置,10年前,公司创立之初,老一代领导者们曾经亲自蹲在这里和这些经销商们一起做市场,其中的3个市级经销商陈某、李某、老张更是功不可没。当时他们采取的都是传
Case Statement Wang Ping took office two months ago, the company is a well-known domestic beer business, sales of products in Zhejiang Province is large, dominated by several quite powerful dealers, sales in the past two years is slowly shrinking. As he successfully carried out the channel of intensive, sales growth rapidly, so by a regional office manager in Guangdong relocated to the Eastern Region of Zhejiang Province manager. Prior to his departure, chief executive said in earnest: “The market can not be chaos, the work should be done fine. ” Zhejiang Province has a more special position in the company, 10 years ago, the company was founded, the older generation leaders had personally squatted Here and these dealers together to do the market, one of the three municipal distributors Chen, Lee, Zhang is even more credit. At that time they all adopted