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Summary report of the sales manager of the trial period


Hello everyone, the following is a summary of my recent work in a company's probationary period . Please ask the same person to comment.

"Comprehensive summary of the current market situation and sales work of the company"

I have been in the company for more than two months. After so many hours of work and study, I have made some conclusions and analysis on the current market situation and the sales work I have started. If there is anything wrong, please forgive me.
Since August, I have studied the company's sales reports and sales products in detail during this time and found that:
1) The company's sales range from around 1 million in May to around 1.7 million in June to nearly 3 million in July. From the point of view of sales, sales performance has been partially increased, but from sales unit price and sales. In terms of profits, it is in a downward trend;
2) From the point of view of the number of dealers, the dealer companies in Shenzhen also have business contacts. Dongguan has more strengths such as Chuanggao, Minglijia, Yingdong, and also has business contacts, but the comprehensive dealer analysis The above dealers, especially the larger dealers, are generally limited to Chongqing chromic anhydride and inco nickel sulphate and nickel chloride products, and the rest are rarely obtained, and the above products are almost It can be said that it is a guaranteed or loss-making sale, and there is not much profit at all;
3) From the analysis of product sales, the company mainly focused on chromic anhydride and inco series in the first few months, and there was a big increase from June to July, mainly due to the comparison of the original Huachuang, which was dominated by Tianli at that time. The powerful customers of the company's Kazakhstan chromic anhydride and inco series products are far below the market price and purchase a large amount of goods, resulting in a short-term growth of the false market bubble phenomenon.

★ From the comprehensive analysis of the above three points, our company faces the following business problems:
First, the problem of sales and profits. In the case of the increase in sales volume and market share in July, the profit of the company has not improved or improved; in fact, this increase in sales volume and market share is not practical. Too big a meaning, even a very dangerous phenomenon. We can imagine: a company with high sales but low profit margins, once the profit margin is lowered, will it generate huge losses?
From the current form of the company, the cost of our company's internal management is currently low, and the external market pressure will be more and more, once our sales are done, it will first cause the eyes of competitors. No one is willing to give the rice in the bowl to others without compensation. In this case, the competitors will definitely adjust the sales strategy and product prices to seize the customer resources. Secondly, the sales staff and the company will also be forced by the sales and market pressure to reduce the selling price or pay more sales costs to win the customer. In fact, the company's product price has no recompressible. Space, once forced by market and sales pressure to lower prices and increase sales costs, then the higher the sales, the lower the profit, it can be said that the losses are getting bigger and bigger.
Second, the problems related to the management and control of customers are the first-class enterprises to make rules, the second-rate enterprises to do the brand, and the third-rate enterprises to do the market. For the Guangdong market, including electroplating materials companies other than Gaoli and Huachuang, they are still working hard to make the market, especially in Shenzhen and Dongguan. For those small distributions that are not influx, To survive in the market, their purpose is to maximize the pursuit of benefits. Therefore, there is no loyalty and trust. However, in the current market situation, they are our customers' main customers. Therefore, our company has no way to completely control and control these small distributors. For example, our company's current customer “Tianli”: in seven In the monthly sales volume, the purchase amount of “Tianli” will account for nearly one-third of the total sales of our company, while the main purchase volume of “Tianli” is based on the chromic acid and inco series products of Kazakhstan. The prices of these products are far lower than those of Gaoli and Huachuang. At the same time, “Tianli” almost requires the issuance of VAT invoices, and we are confident that Chongqing Chromic Anhydride has certain advantages. “Tianli” does not agree, and told us many times. The company said that the above products are far lower than our company, and Huachuang adjusts to a tax-included price of 16.00 yuan / kg. The price of Huachuang is for those small dealers who want to be regular small dealers. It is absolutely tempting, let alone talk about the number of months that Huachuang gives these invoiced customers. Therefore, these are mainly based on “Tianli”, such as: Chuanggao, Yingdong’s customers with certain strength in Shenzhen and Dongguan. In large-volume purchases, especially when invoices are required, they will still be dominated by Huachuang. Not only is Huachuang giving them a one-month period, but more importantly, the price also has certain advantages. For other small retail distributors, our company is more tempting: 1, 1 ton and half a ton will be sent The goods are on the door; 2. The non-invoicing price of some products is lower than the market. However, the current small retail investors can be said to be at a loss-making operation for our company, after deducting labor and all aspects of sales costs.
Third, the issue of product lines and superior products. Looking at the sales of our products since the opening of the company, we can see that the leading sales of our company's products have always been based on Chongqing chromic anhydride and nico series products, others are only small quantities. Sales, even if the above leading products are mainly based on small sales, at the same time, from the sales situation from July to early August, our company exists in product management:
1. The problem of unsatisfactory supply of goods: small dealers are generally reluctant to make relatively large inventory due to financial restrictions. Therefore, they need upstream suppliers to have relatively large storage capacity, which can be used for them. To the role of a warehouse, if you want the goods, you can call it on, but since July 20th, our company has been out of stock in the leading products. The key to doing agency or trade is the stability and continuity of product supply. As our company repeatedly out of stock, it will give the dealer a negative impression of speculation and insufficient strength to a certain extent;
2, product price instability: the market price of chemical products to a certain extent, generally do not fluctuate like metal. The price of our products has been changing since June. For example, taking Kazakhstan chromic acid as an example, before June 15th, the tax-free price is 14.8 yuan/kg, and from July 15th to the end of July. The price including tax is 15.3 yuan / kg, and it has increased to 15.7 yuan / kg since August 1. In terms of price fluctuations, our company left the dealers with the impression that they had done a good job and sold the price.
3, the problem of the product: remember when I first came to the company, x always said a word: the key to doing trade, what kind of goods. That's right! This sentence is the basic reason for doing a trading company, but, in reverse, the current status of the company, where are the superior products? What kind of key products have we got? We currently think that the advantage of good sales, in fact, sales are all losses. Moreover, at present, the price of some products "Salmonine" is pressed and pressed again. It can be said that it is far lower than the purchase price, and sales are still unattended. What does this mean?

★ Based on the above aspects, I personally believe that the company is currently in a critical period. First of all, the company has no clear development plan and phased business objectives. At the same time, in the early development process, the company did not gradually form its own core competitiveness. Externally, the current market is difficult and difficult. If these two phenomena cannot be solved, the next development of our company will be greatly troubled. A clear development plan and a phased business goal are not the question of how much money you earn today, but how to survive and how to survive. The so-called core competitiveness is the advantage that enterprises should have for the market and competitors. What is the current advantage of our company? The nature of trading companies determines that we should seize the most basic things in the competition - products and markets. At present, the products we sell are also relatively well-known in the Guangdong market, such as Chongqing chromic acid, inko products. These products are almost always recognized by Gao Li and Huachuang after a certain period of time. In the early stage of marketing, others paid a lot of money. The current harvest period will definitely not let our company get them. The fruit of the market. It can be said that the products that are currently sold well in the Guangdong market will not let our company get the finger and make profits. Because these are the fruits of their labor. Regardless of whether we are currently targeting customers or using the products that are currently selling well, we will not have any advantage. And because the current products do not have marketing skills and marketing issues, because almost all brands have been recognized by customers, but who is the price. However, we have no advantage in terms of price. For example: Chongqing chromic acid, our purchase price is x yuan / kg. The current market price of Huachuang is x yuan / kg.
What is even more worrying is that although we do not currently sell profitable products and are losing money, we still have to do it. On the one hand, we keep taking products that are not profitable from the upstream manufacturers. On the other hand, we are also selling the downstream customers, plus the sales expenses and the intermediate labor costs. We can say that we are posting ourselves. Money helps the upstream and downstream manufacturers to work, so the loss of the snow group will also get bigger and bigger. I remember when I first went to the head office, the chairman said: The company is not taking losses. I still remember this sentence.

★ After so long working in the company, I have several immature suggestions for the current status quo:

1. Establishing the company's business objectives and market positioning The company's goals and positioning determine the company's later development. The company's leaders may have certain goals and positioning for the company's later development, but the key to the goal is the entire company. From top to bottom, both understand and execute. The company's current situation is that most people in the entire team do not understand the target, so it can't be implemented. At the same time, I believe that the company's goal is definitely not the question of how much money to earn today and how much money to earn tomorrow, but how the company will continue to develop steadily in the future. For example, in terms of business objectives, Huachuang or Gaoli is an opponent that can be surpassed or chased, or whether the above two are left apart, and strive to develop itself into an intended purpose within a few years. In terms of market positioning, we are mainly small dealers or direct manufacturers, or sales-led or technology-led.
2. Cultivate the company's next core competitiveness.
It is recommended that the company conduct a detailed study of Huachuang and Collier's current product catalogue to find out the company's superior products "general agent and total distribution" to see which products are not taken by them, and compare our company Is there a chance to get the agent and dealership? For the products won by Huachuang and Gaoli, our company organizes personnel to inspect the domestic and foreign markets, looking for some products of the same type, the brand has no visibility in Guangdong, or has not entered the Guangdong market, but has quality and price. For certain advantages, we will negotiate to win the agency and distribution. Once you have taken the agent or distribution, use the sales skills and sales capabilities of the sales staff to promote. In this respect, Huachuang and Gaoli did a better job. Whether it is from the following dealers' reports or my understanding of their headquarters, they can see that their products and strategies have different priorities. On the chromic acid, Huachuang is mainly based on domestic products. Gaoli is mainly based on foreign products, and the methods of operation are mainly general agents. In the choice of customers, Huachuang is committed to downstream dealers and price wars, while Collier is committed to direct high-end manufacturers, and strive to build their own brands, avoid price wars, and take high-end lines. Therefore, when cultivating the core competitiveness of our company, we can learn from the above two business strategies.
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