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公司推新品时,如果试点反馈还可以,一般都会立即大规模推广。此时,通常都会马上组建一支庞大的销售队伍,以迅速提高销量。但郭业华先生近日撰文认为,过快地组建一支庞大的销售队伍是一个陷阱,往往得不偿失。他认为,要成功推出一款新品,应根据起始、成长和成熟三个不同阶段,采取不同的管理思路和人员投放方法。起始阶段:从产品通过用户测试,到公司赚取第1元钱。此阶段,不宜给销售人员分派高额任务,也不宜采取以提成为主的工资方案。应鼓励他们多了解客户使用新品的情况,
When companies push new products, if the pilot feedback is ok, it will generally be mass-market immediately. At this point, usually a large sales force is usually set up to quickly increase sales. However, Mr. Guo Yehua recently author believes that too fast to form a huge sales force is a trap, often worth the candle. He believes that to successfully launch a new product, should be based on three different stages of start-up, growth and maturity, take different management ideas and personnel delivery methods. The initial stage: from the product through user testing, to the company to earn the first dollar. At this stage, it is not appropriate to assign high-level sales staff tasks, but also not to take a commission-based wage programs. They should be encouraged to learn more about the use of new products by customers,