在销量压力面前和“因地制宜”的借口下,公司总部决策和政策在市场执行过程中往往遭遇“上有政策,下有对策”。残局中我们需要解决的是执行的评判标准问题:政策制定的流程是自上而下的销售目标导向还是自下而上的市场导向,抑或是在双向沟通和循环的基础上形成的共识?政策和制度只有在总部和市场之间反复博弈后形成平衡点,才可以成为执行的标准,而标准的制定取决于公司的制度和文化 In the face of sales pressure and under the excuse of “adapting to local conditions ”, corporate headquarters policies and decisions are often encountered in the process of market execution “There are policies, there are countermeasures ”. What we need to address in the mess is the implementation criteria: whether the process of policy making is top-down sales-oriented or bottom-up market-oriented or consensus based on two-way communication and rotation? Policy And the system can become the standard of implementation only after the game is repeated between the headquarters and the market, and the formulation of the standard depends on the system and culture of the company