论文部分内容阅读
有的老板直接从公司内部提拔了操盘手,有的公司引进与自己合作过的品牌商的业务人员成为操盘手,有的则从外部聘用操盘手。但无论哪种形式,都牵扯到一个问题,那就是授权与激励的问题。经过几年的探索,有的公司在授权方面已经形成了较为健全的机制,有的公司则还处于调整中,有的公司则以失败告终。2014年中国家电营销年会上,多位来自全国的优秀代理商在“代理商沙龙”会议中,就授权与激励的话题展开了讨论。
Some employers directly promoted the trader from the inside of the company, others introduced the traders who worked with their own brands as trader, and others employed the trader from the outside. But no matter what form, involves a problem, that is, the issue of empowerment and motivation. After several years of exploration, some companies have formed a sound mechanism for authorization. Some companies are still in adjustment. Some companies have failed. 2014 annual meeting of China’s home appliance marketing, a number of outstanding agents from across the country in the “agent salon ” meeting, on the topic of authorization and incentives were discussed.