一般的銷售管理信息(更新版)
【正文】 NO EXPENSE CONTROL AT SALES MGR. LEVEL LACK OF MANPOWER PLANNING OPEN TERRITORIES NO POOL OF TALENT TOO MUCH TERRITORY COMBINING TEMPORARY ASSIGNMENTS RESOURCES REQUIRED SALES PLAN BUDGETS SALES TRAINING MATERIALS PERFORMANCE EVALUATION FORMS MONTHLY/ QUARTERLY REPORTS RECOGNITION PROGRAMS COMPENSATION PLANS ORGANIZATION CHARTS/ MANPOWER PLANS SCHEDULED MEETINGS MEASUREMENTS MANAGEMENT REPORTS/ TOOLS FORECAST TOOLS / METHODOLOGY TERRITORY ASSIGNMENTS / METHODOLOGY KEY ACCOUNT IDENTIFIERS/CRITERIA PLANNING METHODOLOGIES PERFORMANCE APPRAISAL SYSTEMDRUMBEAT REPORTS MEETINGS MEASUREMENTS REWARDS LEADERSHIP / MOTIVATION。 Were measured on success in increasing profitability through aggressive Pricing and cost containment activities. Responsible for profitability. Pricing and some expenses will be managed by HQ. Management of Sales Plan 70%7 / 8How did your responsibilities change after the reorganization?As a General Manager of a Subsidiary Management of People 30% Will be measured on success in applying HQ pricing strategies and managing an expense budget. Management of People 30% Independent pricing authority and carried all expenses for conducting business.18
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