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Regional Manager nine home building performance growth
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Regional Manager nine home building performance growth
Every turn of the year is the head of the industry when the regional manager, described the year is the year, New Year just pass, one to lead off this year’s performance, from start to finish toss for a year, to say nothing of the last handful of hub , look at this year’s results can be completed, otherwise the year after White did not say what the leadership does not give a good face to see, the second is related to task over next year, the base is growing, year after year mission weight, increasing the likelihood of completion of the seemingly small, but a mountain of tasks or ruthless pressure down, how to break down, how to do, then became the end will do the job, that next year’s work plan, plan well done Leadership nodded passed, do not say no again and again was rejected, the impression is not much better. In a word, it is difficult na! As regional manager for the home building industry, how should we face two major difficulties, improve regional performance it? As regional manager responsible Fengjiangdali one market, how to how to improve the operation of the market, in addition to the strict implementation of the company unified guiding ideology, but also must have their own thoughts and ideas, as the company looks after all the whole market, are responsible for their own regional markets and the overall market that has in common, but also has its own uniqueness, only the combination of the two results can be well done, and as many regional manager of the company in the leader. outstanding regional manager to do first It is looking for sales growth, that part of your job growth (incremental come in the end of next year, as do the figures higher than the annual plan allocation of simple decomposition is complete, he is required to have a reasonable plan to complete and how is needed to complete a reasonable justification, that is, the need for a new growth point, there ma
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