Objectives:
Correctly understand the roles, responsibilities, and authority of a regional manager
Open communication channels to have more frequent and effective conversations with colleagues about work effectiveness and development
Understand the ability to use communication skills to build **knowledge** with all levels
Understand effective techniques for motivation, training, and performance to help achieve team success
Understand the role of a regional manager in the marketing of a region. The sales performance of the members of the channel. Better use of the company's resources to produce the best results
Master the channel conflict resolution methods - how to maintain a long-term good partnership with channel members
Higher employee satisfaction, lower turnover, higher customer satisfaction
Student target: the new promotion of the sales manager, sales managers with many years of experience, general manager of the business, the director, regional managers, marketing executives, such as the regional manager
This is the first time in the history of the company's marketing strategy. Regional managers and other marketing executives
Time: 1-2 days (6/day)
The first lecture, what is the regional manager?
I. Difference between Regional Manager and Business Representative
2. New Role Awareness:
Regional Manager's Positioning, Responsibilities and Tasks
Psychological Qualities of Regional Managers
Goal Characteristics, Proactivity, Toughness, etc.
Basic Elements of Regional Managers
Management Knowledge
Management Skills: Core Competencies
Management skills: Core Competencies: Core Competencies, Proactive, Resilience, etc.
Management skills: core competencies, basic competencies
The ability to control
Three, the standard of qualified regional managers
Team, market, customers, channel structure, etc.
The second session, embark on the road of management
A definition of regional management and the purpose of the function?
Two, how to be an efficient manager? Specific behavioral performance.
The third lecture, regional regional manager difficult breakthroughs and strategic layout
I. Difficulties:
How to obtain the trust and recognition of customers?
The seven steps of customer development
How to talk to customers about cooperation
How to talk to customers about the company, the product, the market, that is, how to stimulate the customer's interest
--Market analysis and management (how to analyze the competitors, what are the methods to grasp what points, for example) )
How to talk to customers about the company's policies
How to deal with customer communication questions, etc.
How to deal with the relationship between the company and the customer?
How to implement the company policy?
How to follow up the sales progress and sales expenses?
How to establish new rules?
How to build up the training team as soon as possible? Especially new people to increase productivity.
How do I steer my client's people to work for me? Background? Cronyism?
How to recover the payment and ensure the company's interests?
How to make role changes & adapt to new roles?
Two, how do I show who I am?
What is my goal
My behavior
What I should do
What I should do first
Three, the new regional manager of the three axes
1, market management: channel management and distributor management
Channel structure and sorting, distributor management 8 elements
-Channel development and maintenance
2, market expansion: channel expansion, brand expansion, price expansion and service expansion.
Ways and means of channel expansion, methods and means of customer development, etc.
Communication and integration: headquarters decision-making and front-line implementation; marketing, sales and service
How to establish a channel for coordination and communication between the customer, the region and the headquarters
How to integrate the resources of the headquarters, convey and implement the headquarters policy, and assist the headquarters
How to ask for assistance Headquarters to support regional activities and policies
Clear headquarters needs, break down the planning and implementation
--Communication and coordination with headquarters departments and supervisors (how to break down the task, for example)
Session 4: Regional Marketing Team Building Management
I. Channel Sales and Traditional Sales Different characteristics
Two, the channel sales staff how to bring
Three, the channel customer management system
Four, the sales team's incentives 11 strokes
Five, the selection of sales staff and use of retention
Six, the sales team's culture
Seven, the overall execution of the regional marketing team to build