搜索
精品资料网（）25万份精华管理资料，2万多集管理视频讲座精品资料网（）专业提供企管培训资料99金地销售手册神笔广告有限公司目录一、目的···············································································4二、总论···············································································51、销售通路模式改变的理由··············································62、协销模式是什么··························································63、如何进行协销模式销售工作·········································114、协销模式的推进························································12三、销售通路·······································································141、销售通路结构图························································152、销售通路信息流程图··················································16四、销售人员队伍组织结构·····················································171、销售人员组织结构图··················································182、销售部长职责及日常工作············································193、销售主管职责及日常工作············································244、销售主办职责及日常工作············································275、销售工作沟通渠道·····················································52五、合同签订流程图······························································561、合同签订流程图························································572、产品购销合同···························································58六、经销商管理····································································591、选择经销商的程序流程图············································602、标准金地经销商的要素···············································613、一级批发商资料卡·····················································624、二级批发商资料卡·····················································635、经销商管理汇总表·····················································64七、促销活动·······································································661、促销活动流程图························································672、额外促销活动申请表··················································683、赠品管理规定···························································69八、货架/堆头管理································································701、货架/堆头管理流程图··················································712、陈列货架注意事项·····················································72九、回款·············································································731、回款程序流程图························································742、回款技巧··································································75十、退货·············································································761、退货处理流程图························································772、退货报告··································································78目的●实现公司99年销售目标●配合公司营销体制的调整，进一步提高销售人员的销售管理、客户管理水平。总论鉴于金地现有的销售通路和存在的问题，为理顺企业的销售通路，增强企业的市场控制力，加强市场信息监控能力，逐步形成企业内部的信息回馈网络，提高企业与经销商的业务伙伴的牢固性，达到共同发展的目的。为此，针对企业销售通路的现实情况，推出销售人员协助经销商建立、巩固其经销网络的协销模式，并通过销售模式的改变，提高企业销售人员的销售技能，形成良好的工作习惯，使金地销售通路管理更有效。为取得经销商的通力配合，消除经销商的顾虑，拟定有两个促销活动来推进此项工作。即针对二级批发商的“积分卡”活动，针对一级批发商的“经销商竞赛”活动。协销模式是什么协销/管理型垂直行销系统特点是介于直销与经销制之间销售模式，相互取长补短，既体现直销对通路控制力强的特点，又能利用经销商的销售网络优势，降低销售运营成本。2.1选择销售渠道的基础成本——配销成本、产品短缺的机会成本、存货成本及运输成本。产品特性——产品的重置速度、产品的毛利率、产品售后服务的需求大小。通路控制程度——直销控制力大，成本高经销商中间环节多，通路控制力容易被层层分割而削弱2.2现有销售模式的分析直销的优劣势：销售通路控制力强产品短缺时的机会成本低存货成本低与顾客的熟悉度大，企业形象好通路配销成本高，固定投资大经销的优劣势：销售通路的配销成本低通路市场控制力弱，对销售网络信息了解少，片面。2.3金地现行销售模式企业现行销售是以供货合同进行市场调控、管理销售通路。会出现的问题：由于产品货源充足，大量销售网点经销，可能会造成经销商过度竞争，驱使价格具偏低倾向，连带通路利润偏低。企业对于大批发商的控制能力低（货源充足），大批发商所能提供的服务也力不从心。这样，短期不会带来太大影响，长期而言，会带来大量实情惨重的后果。1）大量价格折让。2）顾客的售后服务不足。3）经销商不合作（无利可图）4）较佳的通路不愿加盟。最终导致产品和企业形象受损、长远的总销售额受损。2.4协销模式的概念协销就是企业利用已掌握的销售通路网络，进行销售服务跟进与管理。根据掌握的一批商下属二批商网络，通过销售人员对二批商跟货、补货等服务，获取二批商货物流动情况，将此信息应用于一批商销售，进而促进一批商合理进货，使资金利用率增高，从而获更佳的效益。同时，将一批商对二批商松散的联系转变成紧密的联系，使销售通路形成良性循环，以避免造成一批商之间相互竞争，而导致市场环境恶化。协销模式流程建立业务感情与控制机制控制松散联系企业一级批发商二级批发商反控制强控制力、共赢的业务伙伴企业协助建立紧密联系企业与一级批商通过协销，企业加强了对一批商的控制力，在企业协助下提高一批商的市场竞争力，将金地提供的管理方法应用于其它不同类型的产品上去获利，并不断壮大，形成金地业务伙伴，达到共赢的目的。企业与二级批商取得与二批商的沟通与互动的机会，建立较为牢固的业务感情，促进产品销售良性发展。一批商与二批商将相互间的松散联系关系，在企业协助焉建立紧密联系的伙伴关系，促进销售通路良性循环。1．如何进行协销模式销售工作将企业销售服务工作从只服务一批商，延伸到服务一批商下属的二批商，协助一批做好下级网络的销售服务工作，使销售通路作业逐渐规范化，达到良性发展的目的，销售通路获取更大利润，这必然在规范化作业的前期做较为大量的基础性工作，甚至有些是繁琐性的工作。为此，设计以促销活动的形式，来获取资料，让经销商得到实惠的情况下，对销售通路的改革提供支持。3.1通过“积分卡”活动，建立二级批发商网络资料库，延伸企业销售服务。3.2针对建立的二级批发商资料库，企业销售人员展开销售服务，跟货、补货工作，促进网络良性循环，形成一批商销售区域有效控制。3.3展开“经销商竞赛”活动，评选金地优秀经销商，建立金地葡萄酒忠诚、有实力的经销商，具备市场竞争力和控制力。2．协销模式的推进一个新的销售模式在给企业带来销售促进同时，也会给销售人员带来挑战，要销售人员改变其原有的工作习惯，与原来的工作惯性决裂。用销售人员与市场接触的界面，提高金地产品和企业的形象。这要依赖于销售人员的行为规范化操作程序为依据的，使销售人员在一定的规范性文件指导下工作，逐渐培养出良好的工作习惯，不断提高自身的工作能力和销售能力。规范化指导文件：销售主办职责、销售主管职责、销售部长职责、销售工作沟通渠道以及各种控制表格等文件。“积分卡”活动、“经销商竞赛”活动管理办法销售通路销售通路结构图销售通路信息流程图1、销售公司组织结构图销售副总销售部销售部长直销部贵阳公司南宁办柳州办桂林办桂林地区办玉林办北海办梧州办河池办百色色彩色色凭祥详南宁贵港桂平平南玉林市河池地市都安马山独山独都匀2、销售通路信息流转图（以一个办事处为例）销售副总销售策略改进促销活动信息每周广西市场销量情况半月市场整体动态竞争对手本月表现销售部●工作改进意见●问题解决方法●促销活动信息●每周销量情况●每半月市场动态●每月销售员表现南宁办事处●工作改进●工作指导意见●每周计划●市场走访信息●竞争对手动态销售业务人员●促销活动信息●各一批及其以一的网络信息●公司销售政策的改动●竞争对手动态●公司产品、价格、销售变化信息一批商二批商市场部销售人员队伍组织结构销售人员组织结构图销售部长职责销售主管职责销售主办职责销售工作沟通渠道1、销售人员组织结构图胡建飞于部长、南宁办主管柳州办主管桂林办主管桂地办主管北海办主管梧州办主管河池办主管玉林办主管2、销售部长职责销售部长是公司销售部工作的执行负责人。统筹管理各办事处的销售工作和办事处建设。其主要职责如下：①监督各办事处年度销售计