Regional market sales work plan for the second half of 2019

First, the company's current situation analysis

Jin Liji entered the adhesive industry in 1996. After more than 10 years of development, it has achieved good results in the sub-press packaging industry. However, the development of the business is limited to the Pearl River Delta, especially in Guangdong. According to incomplete statistics, there are no fewer than 500 manufacturers producing similar products in Guangdong Province, and the glue industry is a relatively low technology threshold, which has led to a fierce competition in the industry. The direct consequence is that the market is shrinking and The decline in gross profit margin. If the company wants to achieve further expansion and economies of scale, it can no longer be confined to the Pearl River Delta market. In addition, the national regional economic revitalization plan will allow the industries in the Yangtze River Delta and the Midwest to show rapid growth, including of course the post-press packaging industry. The decision of the company's management to get out of Guangdong and open up the national market in this environment is very wise. I am fortunate to be able to participate in this battle to seize the national market and shape the brand of Jin Liji. I am very proud of it, but I also feel that the task is heavy. The following is the regional market development plan that I made according to the sales plan made by the company's decision-making layer. Painting, for reference only, I hope to be helpful to the company, please help me!

Second, the work objectives

According to the company's overall planning, from June to December this year, the six provinces and two cities in East China have a total sales target of 10.92 million, including 3 directly operated stores, 13 large and medium-sized professional customers, and 4 development dealers. Make full use of the influence and leverage effect of large customers in the industry to drive sales of small and medium-sized customers. In addition, through the establishment of direct stores and advertising, the local market has a preliminary understanding of Jin Liji's products and services. Through the efforts of dealers and business personnel, the rapid growth of business and the initial establishment of brand image are realized.

Third, the specific implementation

The East China market is a blank market that Jin Liji has never been involved in. There is no experience to draw on, and there is not much time left for us this year. The arduous degree of the task can be imagined. In order to ensure that the sales task can be completed smoothly, a complete and meticulous plan must be used as a guide.

Of particular importance is the one-and-a-half-month period from May 15 to the end of June. Not only do we have to do a good job in the construction of regional office locations and direct-operated stores, but also to ensure the completion of sales targets. The specific arrangements for this one-and-a-half-month are as follows.

The first stage

1) Further segmentation of regional markets

Regional managers and marketing personnel should subdivide the following areas. The following principles should be grasped: First, in order to facilitate the management of regional managers, the regional office should be personally responsible by the regional manager. Second, the principle of fairness is proportional to the area of ​​responsibility of each marketing personnel and the commitment indicators. The indicators can be adjusted according to the actual situation of the market in the future. Third, the principle of voluntariness, marketing personnel can choose their own familiar or have their own situation. The area of ​​advantage, provided that other people agree. If the two marketing personnel choose the same area, they will take the “catch” method. Once the area is delineated, it will not be changed in the short term. The marketing personnel must strictly abide by the company's regulations, and must not sell or quotation across regions. In special cases, it must be reported to the regional manager for approval.

2) Salesman spin skill training

1. First, use the situational issues to understand the customer's current situation to establish a background database, and practitioners can further import the correct needs analysis through data collection. In addition, in order to avoid the customer's boredom and resentment, the situational problem must be questioned.

2. Then, the marketing staff will explore the hidden needs of the customer with difficult problems, so that the customer reveals the problems, difficulties and dissatisfaction, and the technical contact brings the interest of the prospective policyholders, thus creating the leading power to the customer. Discover clear needs.

3. Secondly, marketing personnel will ask metaphor questions to make customers feel the importance and urgency of hidden needs. The practitioners list various clues to maintain the interest of prospective customers and stimulate their desire to buy.

4. Finally, once the customer agrees with the severity and urgency of the demand and must act immediately, the successful practitioner will ask for the demand-cost issue to allow the customer to generate a clear need to encourage the customer to focus on the solution. On, and understand the benefits of solving problems and buying benefits.

Before the marketing personnel conduct customer visits, they should understand each person's psychological state through one-on-one interviews and make some targeted training. The purpose of this is to eliminate the nervousness of the marketing staff and boost morale. The second is to solve some of the new salesmen's lack of practical skills in marketing, to ensure that they can better complete the first strange visit.

3) Preparations for the office

The regional manager should leave for Shanghai on May 11 to carry out the preparatory work for the office. It takes no more than three days to find a suitable two-bedroom, one-bedroom or two-bedroom and two-bedroom as the regional base camp. The principle of renting the site: , environmental safety, convenient transportation; Second, affordable; Third, the mobile phone signal is good, four, the room is best to have a small amount of furniture. Make sure that cost control is within the company's budget. The regional manager reports to the company in time after renting a good house, and helps to purchase office and residential supplies.

4) Collection of customer data and telephone reservations

District managers and marketing personnel use the Internet and other means to find out the target customers in their own region. It is necessary to find the addresses, contacts, contact numbers and other relevant information of 200 prospective customers in three days and organize them into electronic documents. Formal archives to facilitate follow-up of future contacts. Then, through two days, you can make a phone call to the target customers you are looking for, and get more information, and try to make an appointment in advance. Next, sort the information collected by the first telephone contact to find out the customer who has the intention to purchase for the second telephone conversation. The goal of this telephone exchange is to make an appointment to 30 customers to accept our visit to the factory.

5) First business trip

The marketing staff develops a short-term travel plan based on their previous telephone appointments, including specific time schedules and which customers to visit, the purpose of the visit, and what effect they expect to achieve. The salesperson submits their respective business trip reports to the regional manager for summary and submits them to the marketing manager. During this time of business trip,

The marketing staff should do the following: a. Keep in touch with the regional manager at any time to report on the difficulties they have encountered in the target market and the customer development process, as well as any situation that makes it necessary for the district manager to understand. b. Fill in the visit record for each visiting customer. c. Write this week's business trip report every Saturday morning. At the end of each month, submit the work report for the current month and the next month's business trip plan to a district manager along with the monthly travel reimbursement invoice. d. Accept the supervision and guidance of the regional manager at any time. e. Collect the top ten terminal customers with the largest market share in the business area, and the top three competitors with the largest local market share.

The district manager should do the following things well: a. Do the same as the marketing staff to do customer visits and business trip reports. b. Provide timely guidance on the problems encountered by the salesperson during the visit to the customer. c. Keep close contact with the marketing personnel. At least one call per day should keep abreast of the work of the marketing staff and the dynamics of the ideas. d. Report the market and marketing team's situation in the region to the marketing manager and sales director before Sunday. At the end of each month, the regional work situation of this month and the plan for the next month will be e-mailed to the marketing headquarters of the company headquarters. e. Use the spare time to conduct the location selection of the direct store and the preliminary negotiation and communication work, and submit two or three addresses to the head office. Site selection principle: 1. Within 200 meters of the chemical glue market intensively targeted by the target customer group. 2, the store area is between 30 square meters and 40 square meters, the warehouse area is about 80 square meters. 3. The relevant fees ensure that the company's budget is not exceeded.

6) Summary of the results of the first business trip

This time mainly does two things. First, systematically sorting and refining the customer information and information collected by the marketing staff.

First, the customers who have visited the customer are divided into the following four categories according to the demand axis as the vertical axis and the order transaction time as the horizontal axis.

a, the amount is large and may be issued in the short term, and such customers should focus on follow-up.

b, the amount is small but can be issued quickly, such customers in the second focus to follow up.

c, the amount is large but can not be issued in the short term, analyze the reasons and often keep in touch, waiting for the opportunity to arrive. Once there is a sales opportunity within the customer, immediately follow up as the first key customer.

d. The dosage is small and cannot be issued in a short period of time. For such customers, they can temporarily give up and seek other better customers.

Keep the close contact between the a and b customers by telephone, keep abreast of customer dynamics, grasp sales opportunities, and prepare for the second business trip. Maintain a basic relationship with c-type customers. Once the conditions are ripe, such customers are likely to be converted into a-class customers, so we can't take it lightly. Class d customers can temporarily not contact, but they must do the archiving of relevant materials and the input computer work of visiting records. Such customers are potential customers who will guide us into direct stores in the future.

Second, compare and compare the information of the local market competitors collected by different customers and go to the false, and systematically summarize the price, quality, payment method, after-sales service, and advantages and disadvantages of the other party. And compare with our products, find that our differences are there, find our advantaged places and competitors' inferior places to attack, "know ourselves and know each other, can win every battle."

Then, through the form of a round table, each marketing staff will make an exchange with their regional colleagues about their current business trips. The marketing staff will help you find and solve the difficulties and confusions you encountered during your business trip. Introduce your own good experiences and methods to other colleagues. Through this meeting, the regional manager understands and helps solve the difficulties and confusions of the marketing staff, and helps the subordinates to cultivate efficient working methods and methods. And can well understand the ideological trends of subordinate marketing personnel, and timely correct bad thoughts, so as not to affect the morale of the entire team.

7) Second business trip

Through the training and practice of the above set of business processes, I believe that each salesperson has a certain clear idea for the next market development work. After the last business trip, each salesman has already had a certain understanding and understanding of the geography of the district and the basic situation of the industry customers. Therefore, the travel time is relatively longer, and each salesman must complete the following tasks.

1. On the basis of the last business trip, follow up the customers who are interested in the transaction. Through the different products produced by customers, we can send samples to customers for trial use, understand the feelings of customers after trial and make product quotations. If customers are satisfied with our products, we must make a hot purchase and let customers open an order in our company. . After obtaining the customer's purchase order, it is necessary to contact the head office business document in a timely manner, so that the business order personnel can fax the purchase contract to the customer and help arrange the delivery. In this process, the marketing personnel must participate in the whole process and ensure that all the conditions are in their own hands, because the first cooperation is a key to the formation of a stable cooperative relationship in the future, and the requirements for the customer beyond the scope of their capabilities must be timely The manager will communicate and ask for help. If necessary, the client will ask the district manager for assistance.

2, in two other key cities in the area where you are responsible, concentrate on time and work for a wider range of customer visits. Strive to develop at least two large and medium-sized customers in each city, complete each customer's sales of not less than 100,000 this month, and find an interested dealer and keep in touch.

2, through the communication with customers to understand the specific situation of the local competitors, including major competitive brand manufacturers, product categories, fist products, prices, quality, delivery, after-sales service and payment methods, etc. Prepare for the corresponding market competition strategy.

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