failure to develop regional markets and thinking twice（两次失败开发区域市场和思考）.docVIP

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failure to develop regional markets and thinking twice（两次失败开发区域市场和思考）.doc

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failure to develop regional markets and thinking twice（两次失败开发区域市场和思考）

Failure to develop regional markets and thinking twice Beijing OTC market development, the company have not been read for all, in the face of such first-tier market, the company has only difficulties. 1. The first lesson is that no development planning and preparation In early 2002, with the market in Tianjin, Tangshan, Hebei successful development of the market, the company would like to develop the Beijing market, then just enter the company’s sales manager to general manager of the rush to reflect the results of a Beijing manager recommended, because recruitment and market Planning is directly responsible for the sales manager, difficulty in marketing to sell lt;lt; gt;gt; author Meng Qingliang basically not involved, the general manager did not allow me to participate, I do not want to evaluate what might have wanted to assess sales manager, might have wanted exercise his due Beijing Marketing Manager is responsible for the sales manager until the exit I do not know of any situation, but it is a completely foreign market development, “is not bad, but does not match the company’s resources with Sun Stone” , the company can not match the resources and management, the result is made goods, a few months did not return money, then we want to pick up the manager of Tianjin, Tianjin managers survey done after giving up, this time by the difficulty in marketing to lt;lt; best-selling author Meng Qingliang gt;gt; again to take the program and the introduction of talent began to explore Beijing market. After this thing through, and after multiple visits, sales manager does not do the job, sales manager is discouraging, we reflect on this matter by: (An employer’s recruitment problems, no collegiality, no evaluation of the way, managers can no guidance. (Two pairs of Beijing market without adequate investigation began to enter, while tracking is not enough, the assessment is not in place, there is no way to manage metropolitan teams, managers have no counseling