KPI traction marketers depth distribution.docVIP

 PAGE \* MERGEFORMAT 11 KPI traction marketers depth distribution Forced by competitive pressures, the appliance manufacturers have extended the marketing reach into the deeper, more distant three or four markets, the establishment of grass-roots marketing centers throughout the city. However, the channel flat, how can we promote pro-active grass-roots marketing staff to run the market? How can we be scattered in the channel of the ‘pawn’ command into a rage on a degree of ‘chess game’? For example, many manufacturers require marketers are responsible for their villages and towns ‘street-sweeping style’ visit. However, the question is how marketers ‘sweep the streets’ in order to find the most appropriate dealers? Marketing staff to visit the time the arrangements to achieve maximum results? A dealer or B first visit dealer? Dealer business brand and own brand is how a competitive relationship? Dealers operating style, personal likes and dislikes of the brand operated by the availability of its impact? The above problems are all related to marketing staff code of conduct or not, of course, the problem is more related to performance. Therefore, in order to performance appraisal as a starting point for the effective management of grass-roots marketing center, thus avoiding channel ‘flat trap’; the same time, the effective traction marketing staff’s daily behavior, to avoid the non-standard operations, so that the smallest input-output maximum of. Assessment of the applicability of KPI targets Italian economist, Pareto’s 20/80 management principles that, in the course staff to create results, 80% of job performance is often the key actors from 20% reached. Therefore, performance management, we have used the key indicators KPI assessment method, the KPI targets broken down into key performance indicators (marketing personnel to obtain the performance of financial indicators) and key management activities (to obtain a key driver of high performance and behavior