Modern Dealer Management: Decisive External Execution

Execution, when it comes to implementation, many dealers will be very angry. After careful selection of their products, they will sell well in other markets, but in their own market, how can they not sell? Every time they go to the market, they will be caught in a fire.

There are too few items in Shang Chao! The display is messy, and everything is in a bad position. Obviously, it was spent by money to be reduced by business super stores to no reason or not.

And so on.

The research and application of execution has long been popular in the marketing field.

It is not only a very urgent need for the dealer group to implement, but also many small and medium-sized enterprises and even big enterprises are also facing the problem of implementation.

From the course of many experts, scholars and masters in China, such as "win in execution" and "the key is to carry out", we can also conclude that the word "execution" prevails.

Here, I do not want to discuss with you the concept of implementation, but discuss the standards of implementation and how to implement them.

Executive Standards

If you tell someone to do something for you, you will not supervise him in the process of execution. It is very likely that the result of his execution is not what you want, or it may be changed.

Do you blame the issuer that the problem is not understood by the issuer or that the person performing the execution is biased? I think the reason is that the originator did not tell the other party what you want to do, what you should pay attention to and what you want.

Don't assume that what you understand will be well understood by others.

The success of KFC and McDonald's in China can be described as the success of all stores in strict compliance with the standards of headquarters.

As far as I know, the hygienic standard of single toilet in KFC and McDonald's is several pages, let alone the service standards of other departments.

If you want your employees to act according to your ideas, you have to set standards in advance. They only need to follow your standards.

If a regular meeting is held every morning, a lot of business people will report back to work and say, "I went to Hello mart and Tesco to pick up orders yesterday."

"Yesterday, I asked Carrefour's director to talk about promotion, but they were in a meeting so they didn't see anyone."

Such a morning meeting is not different from that.

To let the business report like this, "I arrived at Carrefour at 9 yesterday, and I filled it up at 9:30, and I wanted to talk to the director about the promotion. But they were in a meeting, and it was estimated that they would not be finished until 11. I don't think time is enough. I will call on the customer this Friday, and the sales promotion will be completed by Friday."

Such a listen to know his work yesterday.

Examples of implementation criteria are:

Morning meeting: time, place, character, what to do, how to finish, and when to estimate it.

Preparation before visiting: visit route sheets, pens, books, daily work, rag and so on.

Eight steps to visit:

Visit route: according to the company's prescribed route, which one to visit today, which one to visit, and finally to visit which one.

Chief audit: business daily report, road map, spot check business visit actual situation.

Display: what is displayed above, what is displayed below, and whose goods are put together; how many goods should be stored in the heap, and what kind of display props are used.

...

Active participation of leaders

Some dealership teams often have a wrong idea. I am the leader of the team and the boss. As long as we make the plan well, carry out some strategic thinking, set the goal and give it to our subordinates.

They should not do those specific jobs, so that their sales plan is relatively out of control, they think that they are the boss can not do it in person.

Yes, you have no time and you have to arrange your supervisor to do it.

I remember that a company handed over the market inspection work to the delivery drivers. They sent the goods to the market every day and recorded several items at the same time, put up some posters, displayed how to wait for information, and returned them to the boss.

Leaders should be busy, and they should take some time to go to the market. Of course, they should not take a casual look at them, even if they are done. Instead, they should check the market of a salesman with purpose, and take a sample of yesterday's visit to the market for spot checks.

Let the business people feel that there is always a pair of eyes staring at him.

In this way, they will execute effectively according to the implementation standards set by the company.

Take execution to corporate culture.

Executive Standards can not be tracked by leaders' daily checks. Leaders must take the lead and bring execution culture to corporate culture, so that they can regard marketing execution standards as part of their daily work.

Those who can purchase quality and quantity to achieve sales performance should be rewarded accordingly.

For those who fail to carry out the standards, they shall be punished.

At any moment, leaders should be fair, fair and objective at this moment.

Shaking these two points is an obstacle to the establishment of culture.

Marketing execution should first establish standards, leaders take the lead and take an active part in it. As long as the marketing execution is carried to the corporate culture, you will be happy to be in the market when you go to the market inspection.