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销售渠道建设与管理

 文章来源:石顿企管 时间:2019-07-15 10:14
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销售渠道建设与管理
正确的渠道选择,成熟稳定的渠道管理
课程时间:2019年 8月27-28日上海   11月7-8日 上海
课程费用:4980元/人(含教材,午餐及茶点)
谁来参加?                                                                                                                                                             
* 组织内各部门管理者及骨干员工                                                                                                                                        
有何收获?                                                                                                                                                                        
* 了解除了价格,我们在产品,品牌,服务,政策等方面与对手的差异                                                                                         
* 公司如何在客户,市场,行业,地区,渠道与产品等发展方向上确立目标                                                                        
* 销售经理如何根据自身的特点并结合与对手的差异,创新我们的销售模式                                                                       
* 面对客户的各种不同需求,如何在不同的销售模式中选择?                                                                                                          
* 如何有效开发与管理经销商                                                                                                                                   
* 公司在发展初期在渠道管理工作中应避免的三个错误;贪---懒---变!                                                                                     
* 公司在发展成长后渠道管理工作中应关注的三个问题:制度---均衡---人员!
课程时长                                                                                                                                                                 
2天(13小时)                  
先决条件?                                                                                                                                                              
*从事销售渠道代理工作3年以上                                                                                                                               
为何参加?                                                                                                                                                             
* 许多的企业管理人员都寄希望于通过培训,来直接获取能帮助自己企业实现业绩倍增或有效管理的具体工具,但我们每一个企业自身的特点与所面临的问题千差万别, 看似在其他企业行之有效的方法能否一定为我所用? 法可以写明, 理可以讲明,但道则需要“悟”                                                                                                                                                 
* 通过本期课程的学习,你将更多地了解与掌握如何针对市场与对手开展分析,对自身特点与优势经行判断,从而确立出一套与众不同的差异化经营之路,使我们企业自身的利益最大化;不仅是授人以“鱼”,更重要的是授人以“渔”                                                       
 
课程大纲                                                                                                                                                                 
第一模块:渠道建设与管理中的常见问题                                                                                                                    
* 市场竞争激烈,经销商没有忠诚度;                                                                                                                        
* 经销商区域间的“窜货”造成价格管理困难;                                                                                                     
* 经销商总是抱怨支持少,利润低;                                                                                                                           
* 经销商对于新政策/产品缺乏热情;                                                                                                                          
* 对不同地区的政策能否有区别?                                                                                                                            
* 直销公司与经销渠道冲突?                                                                                                                                    
* 经销商对于年度任务缺乏信心;                                                                                                                            
* 经销商缺乏对我们信任,难以接触与管理他们的客户                                                                                                  
第二模块:渠道设计的原则与要素                                                                                                                                
* 外部环境:竞争对手与市场竞争的激烈程度                                                                                                              
* 内部的优势与劣势:我们机会与对策                                                                                                                        
* 渠道管理的四项原则:                                                                                                                                           
* 渠道销售 = 经销商?                                                                                                                                           
* 讨论:销售渠道还包括哪些不同的类型?                                                                                                                 
第三模块:渠道的选择                                                                                                                                              
* 讨论:经销商 = 代理商吗?                                                                                                                                  
* 我们将失去部分利润, 但为何还需要经销商?                                                                                                                        
- 厂家对经销商的期望——                                                                                                                                      
- 理想的经销商应该是——                                                                                                                                      
- 选择经销商的标准是——                                                                                                                                      
* 渠道建设中的几种思考:                                                                                                                                       
- 销售商、代理商数量越多越好?                                                                                                                             
- 自建渠道网络比中间商好?                                                                                                                                   
- 网络覆盖越大越密越好?                                                                                                                                        
- 一定要选实力强的经销商?                                                                                                                                    
- 合作只是暂时的?                                                                                                                                                
- 渠道政策是越优惠越好?                                                                                                                                        
* 我们的结论是——                                                                                                                                                  
- 经销商愿意经销的产品:                                                                                                                                       
- 经销商对厂家的期望:                                                                                                                                           
- 厂家应尽的义务                                                                                                                                                     
- 厂家可以提供的帮助                                                                                                                                              
- 厂家额外提供的服务                                                                                                                                            
- 对方的需求,正是你对其管理的切入点                                                                                                                           
第四模块:企业发展初期的渠道管理                                                                                                                           
* 企业发展的主要目标                                                                                                                                            
- 企业发展的主要目标:生存 + 发展                                                                                                                          
- 企业面临的主要问题:知名度低,客户有限,资金有限,资源有限                                                                                  
- 企业渠道策略的主要目标:借船出海,借力发力                                                                                                           
* 渠道管理所面临的主要困难                                                                                                                                    
- 与谁合作                                                                                                                                                             
√应选择怎样实力的经销商:有实力的?实力一般的?                                                                                                   
√经销商数量:越多越好?地域或行业越广越好?                                                                                                          
√与经销商合作的性质:独家授权经销商?授权经销商?                                                                                                
- 哪里寻找                                                                                                                                                               
√自己培养:说服已有的经销商---资源不匹配,配合度?                                                                                                
√自己开发:在当地重新培养---资源有限,周期较长                                                                                                     
√策反对手的合作方:怎样的对手?---资源丰富,效果显著,有难度!                                                                             
- 如何管理                                                                                                                                                               
√业绩的完成,长期只依赖一家渠道---稳定性,健康型?                                                                                                
√客户是我的,厂家不能接触!---客户的谁的?如何接触客户?                                                                                       
√今年的销售计划太高,完不成!---除了苦口婆心,我们只能妥协?                                                                                 
* 渠道管理应避免的错误                                                                                                                                           
- 贪!---求大,求多,求快                                                                                                                                      
- 懒!---只看业绩,满足现状                                                                                                                                  
- 变!---灵活应变,创新互惠!                                                                                                                               
- 坚持不变,持之以恒!                                                                                                                                             
- 案例分析与讨论:GE公司在几个不同时期的渠道选择                                                                                                
第五模块:企业成熟稳定期的渠道管理                                                                                                                         
* 企业发展的主要目标                                                                                                                                            
- 企业发展的主要目标:老市场的稳健发展,新市场的快速拓展                                                                                                 
- 企业面临的主要问题:已有市场竞争的日益激烈,新市场开拓中的资源不足                                                                      
- 不合适的合作方                                                                                                                                                   
√有贡献,但不再适合的总经销制度:对方有客户!有难度,有风险                                                                                
√有业绩,但没后劲的经销商:对方已经年长,已经富足,不想再投入,不想再冒险;                                                       
√有业绩,但屡次违反规则的经销商:原则重要还是利益重要?                                                                                       
- 如何管理                                                                                                                                                               
√合作方(经销商)数量太多                                                                                                                                     
√经销商低价销售或串货销售                                                                                                                                     
√客户/项目的归属权                                                                                                                                                
- 项目报备制度的建立                                                                                                                                            
√为何建立---客户,项目,价格判断的基础;公平,公正,公开原则的体现                                                                                      
√建立的基础---时间优先 + 地域优先原则                                                                                                                  
√如何建立---组成与细则                                                                                                                                           
√讨论:当我们的报备制度与经销商的利益发生冲突,如何处理?                                                                                    
- 其他管理制度的建立                                                                                                                                            
√分销权及专营权政策                                                                                                                                              
√价格和返利政策                                                                                                                                                    
√年终奖励政策                                                                                                                                                       
√促销政策                                                                                                                                                                
√客户服务政策                                                                                                                                                        
√客户沟通和培训政策                                                                                                                                            
- 渠道管理应避免的错误                                                                                                                                          
√制度!  ---时机,公平,钢性,清晰                                                                                                                        
√均衡!  ---成熟与落后;大客户与小客户                                                                                                                        
√人员!  ---观念,能力,经验,纪律!                                                                                                             
√案例分析与讨论:阿里巴巴公司对制度的执行                                                                                                                         
* 销售业绩是对渠道唯一的考评内容吗?                                                                                                                                   
- 如何确定销售额                                                                                                                                                     
- 重要的可量化的信息补充                                                                                                                                       
- 产品组合和市场渗透                                                                                                                                              
- 评估年度业绩                                                                                                                                                    
- 销售政策的认同和执行                                                                                                                                            
- 客户满意度                                                                                                                                                             
- 增长率的评估                                                                                                                                                          
- 市场份额的增长                                                                                                                                                      
- 讨论:渠道管理中的几个难点                                                                                                                                 
第六模块:渠道冲突的管理                                                                                                                                         
* 渠道之间有哪些冲突?                                                                                                                                            
* 渠道冲突的实质                                                                                                                                                     
* 渠道冲突的应对                                                                                                                                                    
第七模块:销售队伍管理                                                                                                                                            
* 销售队伍对于渠道合作方的正确认识                                                                                                                                 
* 渠道销售不同于直销体系的价格管理,产品管理,市场推广与激励机制                                                                                            
* 销售代表与经销商的不同作用                                                                                                                                
* 销售的基本素质及如何提高                                                                                                                                    
* 销售人员的4项基本工作                                                                                                                                       
* 销售拜访制度的建立                                                                                                                                            
第八模块:渠道管理中的观念转变                                                                                                                               
* 在得到实际回款之前的销售额并不是真正的销售。                                                                                                      
* 控制风险并不会损害销售。                                                                                                                                     
* 现金到手之前销售并没有完成。                                                                                                                            
* 公司所挣的每一分钱都经由我们的双手而实现。                                                                                                           
* 货款的拖欠比坏帐更能侵蚀利益。                                                                                                                             
* 那是我们的钱--客户不过是暂借而已。                                                                                                                      
* 越及时提醒客户就越早地收到货款。                                                                                                                        
* 客户从来都不会因被提醒付款而不满                                                                                                                        
总结                                                                                                                                                                        
相关课程                                                                                                                                                                  
* 作为销售经理,你可能还会对《顾问式销售》《市场营销数据的分析与挖掘》感兴趣                                                      
* 想要在销售团队的管理能力上更进一步,你可能需《卓越的销售管理》《企业销售合同风险控制》                                 

讲师简介                                                                                                                                                                                                                                                                                          
鲍 先生                                                                                                                                                                           
* 背景经历                                                                                                                                                                  
* 北京大学经济系研究生                                                                                                                                              
* 美国南加州大学(USC)工商管理硕士                                                                                                                     
* 营销学、客户分析学、谈判技巧专家                                                                                                                        
* 资深营销管理培训师,2004年起,主讲700多场,培训20000多人                                                                                        
* 曾任职于全球知名企业飞利浦、西门子、施耐德、通用电气,从事产品、市场、销售等工作,                                                         
拥有20多年的不同文化背景之下及不同工作岗位上的多方实际工作经验,经历了由地区销售经理,                                  
渠道销售经理,市场经理,大中华区产品与市场总监,到亚太区销售与市场总监的成长历练。                                            
* 鲍老师结合自身丰富的实战工作经历,采用合理的理论与实践的有效结合,让受训人员通常能够                                    
感受到茅塞顿开,贴近实际,因而培训效果深受学员的好评。  
                                                                                                                                  
*  擅长领域                                                                                                                                                              
* 《大客户关系管理》                                                                                                                                              
* 销售、营销、市场及团队管理                                                                                                                              
*  服务客户                                                                                                                                                            
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组织有序,课程贴近实际、生动、互动愉快!                                                                                                               
                                      ——曾先生(某知名外资碳素公司销售经理)                                                 
鲍老师实战经验丰富,案例分享实用,能结合实际案例讲解。                                                                                           
                                      ——Danny(某知名外资器械公司销售主管)
 
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