Branch management series:

Essentials of internal resource management of branches

Branch management is the focus of the company's work, and the sales volume and payment of branches directly affect the completion of the company's overall sales volume. Therefore, the position of branch manager can be said to be pivotal, and it is often called "a government official". However, under this attractive title, there is heavy pressure: some branch managers don't know what their work includes, and often catch this and lose that, and are tired of dealing with all kinds of temporary things; Others don't have a reasonable plan for the work they should do well, and they have no clue. It seems that they are busy with their daily work, but their work progress is not obvious. They don't have a classification of their own work, they don't know what to do, and they don't know what to finish in what time. They often have the phenomenon of "cramming", and the result can be imagined ...

Most sales managers are promoted by excellent salesmen, who are often good at business. However, after being promoted to sales manager, its role has changed from the original "business-oriented" to "management-oriented", and its main responsibility is to double the sales performance by improving the ability and enthusiasm of the sales team. However, in real life, after being promoted to sales manager, many salesmen often fail to change their roles in time-although they are sales managers, they still do what salesmen do. Most of the sales manager's time is still spent on running customers and orders, and he still plays the role of an order master, ignoring the management, guidance, encouragement and control of salesmen. As a result, it often moves from "doing it in person" to "doing it alone", which is both "not letting go" and "not worrying". Due to the limited energy and time of the sales manager, while he is on the run, he has no energy to guide and motivate his subordinates, which makes the continuous improvement of the branch's performance lack stamina; On the other hand, sales managers are often willing to do more than they can do, and individuals are easy to stagnate and their development is limited. In the case of the above-mentioned role dislocation, the salesman can only engage in procedural work, and the morale of the salesman is easy to fall. In fact, the value of a sales manager lies not in how much performance he has achieved, but in how many masters he has trained who can achieve performance, and in whether he has built a team that can fight well and conduct effective branch management.

so, how to ensure the completion of the branch's tasks? How can we "cultivate" into an excellent branch manager? The author here combines some of his own work experience and shares his experience with you.

first of all, the branch manager should have an overall concept of his work. Take a fast-moving consumer goods company as an example, the branch manager should mainly manage the sales and finance, in which sales are classified according to regions and channels, and can also be divided into regional managers, catering business executives, wholesale business executives, retail business executives and their respective subordinates. Generally speaking, the routine management of branches can be divided into three categories: internal management, basic business management and outreach management. Below, the author first puts forward some opinions on the internal resource management of the branch company.

If you want to do a good job in sales, you must have a group of excellent sales staff. If you want to have a team with vitality and fighting capacity, you should first start from the internal management of the branch. The branch manager should keep in mind six words in management: "Honesty gives birth to integrity, and strictness gives birth to prestige". He should treat others with sincerity, and strictly discipline himself and others, so as to pay equal attention to power and prestige. According to the author's many years' experience in branch management, it is found that the following two aspects must be paid attention to by branch managers in internal resource management:

First, both soft and hard resources should be wasted, and the waste of mobile resources should be controlled

Waste of soft resources often leads to out-of-control situation:

Branch companies are often prone to out-of-control situation in soft resource management such as business and business travel expenses, logistics and transportation, and expense deduction related to supermarkets.

In terms of business travel expenses, branch managers need to control the working lines of business personnel and the efficiency of visits, so as to reduce the waste of time on the way, strengthen the management and monitoring of business expenses standards and quotas through finance, make horizontal and vertical comparisons in time, and strictly control expenses.

in terms of logistics costs, part of the logistics costs are often invisible, especially when the headquarters transfers warehouses to branches and then to customers. Because there is no good monitoring or early warning management, it is easy to produce commodity loss and other expenses in transportation. At this time, finance needs to use early warning management to effectively control the possibility of out-of-control costs as soon as possible.

as for the expenses related to supermarkets and stores, when the branch company settles the expenses with supermarkets and stores in modern channels, these supermarkets and stores usually set the expenses (annual expenses, store celebrations, promotions, etc.) in the contract and give a detailed list of expenses. Since the expenses occurred in the past, it is necessary for business personnel and financial personnel to count the expenses incurred in the past in time and have clear proof of the expenses, so as to ensure that there is no "confused account".

Waste of hard resources often leads to weapons "holiday" waste:

The hard resources given by headquarters to branches include promotional resources, the allocation of fixed assets of branches and advertisements put into the market (shop signs, trunk advertisements, etc.).

headquarters and sales regions will have channel promotion expenses to support market sales, but when promotional products enter the wholesale channel, business personnel are usually placed in dealers, who will distribute them to customers who purchase goods offline according to the activity standards. Among them,

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