Responsibilities of chain regional manager

Responsibilities of chain regional manager

Lead: In order to achieve the goal, taking a temporary road contrary to the ideal is sometimes the embodiment of wisdom. Next, I will introduce the article on the responsibilities of chain regional managers. Welcome to read for reference!

Responsibilities of chain regional manager 1 1. In order to clarify the responsibilities of each post, standardize business management and make the business activities of the department more scientific and orderly, this post responsibility table is specially formulated.

Second, the job description

As the executor of the market development strategy and business objectives of automobile sales companies, regional managers play an important role. Its responsibilities run through the whole market development cycle, including participating in strategy formulation, market development process, market management and maintenance.

Third, job responsibilities

3. 1 Description of responsibilities

(1) Participate in market research and formulate market strategies and tactics.

(2) Implement market development and market management and maintenance.

The regional manager is responsible to the sales minister.

3.2 Market development

(1) market selection: according to the development strategy and network strategy formulated by the sales meeting, the target market is initially selected.

(2) Pre-investigation and analysis: According to the local automobile market, investigate the demand space, demand line and market competition environment, and analyze the local mainstream demand, market status and development potential.

(3) Vehicle adaptability research: according to the mainstream demand of the local market, choose our adaptive products, and enter the strategic development after adapting; If not, study whether we can adjust our product structure and promotion angle to meet the requirements, if so, enter the development, otherwise consider whether to give up the development of the local market.

(4) Formulate marketing strategy: formulate advertising, marketing policy, competition strategy, distributor and network management strategy and specific distribution plan for our products. It is important to highlight the advantages and competitive advantages of products and give full play to them on the basis of respecting facts.

(5) Develop distributors.

(6) Performance tracking: conduct a second inspection of the developed market on a regular basis (such as quarterly cycle) and collect market information feedback. Evaluate the performance during the period.

(7) Experience acquisition and adjustment: on the basis of performance evaluation, sum up experience. If the target is achieved, consolidate the market or increase the market target, and adjust the market strategy according to the new market target; If the goal is not achieved, learn from it and adjust the market strategy in time to achieve the market goal.

3.3 dealer development

(1) Get the communication methods of relevant dealers.

(2) Visit in various ways, so that dealers can establish a preliminary impression of our products.

(3) Select the dealers who visited for the first time, pay a return visit to the interested dealers, and establish the intention.

(4) Visit and communicate with interested dealers for many times until the other party gives up its intention or reaches cooperation.

3.4 Dealer Management

The purpose of dealer management is to promote the sales performance of our company's vehicles, maximize the development of the target market, manage the dealer's goals and performance, ease competition and achieve the maximum distribution performance.

(1) According to the market potential, formulate the investment of dealers and the detailed division of distribution areas.

(2) Help dealers to set sales targets and track the progress of achieving sales targets.

(3) The regional manager shall give the greatest support to the distributor within the operating authority. Try our best to protect dealers and distribution networks, help dealers analyze the causes of problems encountered in the business process and jointly find solutions.

(4) Pay an appropriate return visit to the contracted dealers, collect information in the development process, and adjust the distribution strategy in time.

(5) Adding and withdrawing the network: according to the market dynamics and trends, we can consider adding distribution outlets if conditions permit, and we should make multi-party inspections before adding; For dealers who want to quit the network, communicate more first and find ways to solve their problems and puzzles. If the negotiation fails. Enter the logout procedure as needed.

(6) Intra-network competition management: strictly control the number and area of dealers according to the market, focus on managing the areas with many dealers, and ease the competition in the areas. For vicious competition, we will try our best to resolve it through consultation after careful investigation. If negotiation fails, we will deal with it in strict accordance with the procedures.

(7) Handling of violations: define the nature and degree of violations according to the relevant definitions of violations in the established business policies and distribution agreements; For the outlets that need to be handled due to unsuccessful negotiation, a summary report is given and reported to the sales minister for handling.

3.5 Rights and obligations

(1) Regional managers have the right to participate in the formulation of market strategic policies and put forward reasonable suggestions and methods.

(2) For the development strategy of a specific region, the regional manager can make effective strategies by himself after obtaining permission.

(3) Have the right and obligation to track and supervise the dealer's business activities.

(4) In the development activities, after obtaining the consent, they have the right to have certain policy operation space.

(5) Have the obligation to report the progress and status in the development process to the superior.

(6) No unauthorized operation or illegal operation is allowed.

(7) Matters not covered shall be arranged by the superior.

3.6 Reward and Punishment

(1) Reward the achievements in accordance with relevant regulations.

(2) for violations or work mistakes, accept punishment in accordance with relevant regulations.

(3) The punishment can be appealed, but there must be sufficient basis and evidence.

3.7 Complete the temporary tasks arranged by the Minister on time.

Responsibilities of chain regional manager 2 In order to strengthen communication and coordination with dealers, grasp the first-hand information of sales terminals and provide quality services to dealers better, the post of regional manager is specially established, and its responsibilities are:

1, according to the overall performance target issued by the marketing department, manage the monthly sales volume and monthly payment amount in the area under its jurisdiction.

2. Be responsible for tracking the sales of dealers and assisting dealers to increase terminal sales.

3. Accurately grasp the local market sales information, understand the local market capacity, economic situation, population and consumption habits, and establish customer files.

4. Help the dealer to follow up the order and payment.

5. Responsible for the reception of customers within the jurisdiction.

6. Investigate and deal with the cross-border smuggling of goods by regional agents, and strengthen the maintenance of the terminal market.

7. Assist in handling after-sales service and customer claims and follow them up in time.

8. Strengthen the management of the general agent's direct sales stores and distribution stores, timely check and accept the counters that have been made, supervise the exclusiveness of the company's counters, and find that other brands should be replaced within a time limit.

9. Analyze the inventory of dealers, set the minimum and maximum inventory, and set the commodity turnover time; For insufficient inventory, it is required to stock up, and for unsalable products, it is required to empty them in time.

10. Collect competitor information, including sales volume and product information, sales volume and product information of the top five in each market.

1 1. Assist dealers to carry out promotional activities and follow up with terminals, seize opportunities, provide sources, publicize quality, selling points, etc. Timely convey the effectiveness of the company's relevant promotion policies and promotion effect evaluation.

12. During the business trip, keep in touch with the company and report to the marketing department of the company in time.

13. Assist the agent to explore the blank market and put forward rectification opinions for the poorly sold market.

14. Train terminal promoters regularly, improve the level of terminal shopping guide and establish a high-quality sales team.

15. Organize regional dealer meetings.

The regional manager (UM) is responsible for the company's business development and organizational construction in each region. There are several account managers and local sales representatives who report to the marketing manager.

Two. Responsibilities of the regional manager

1 business development

1) Achieve the sales expansion target given by the superior;

2) Under the work arrangement of the marketing manager, formulate the quarterly plan and monthly plan of this region, and deploy them to the account manager in a decomposed way, and lead the subordinates to work and assess regularly;

3) Constantly lead and urge subordinates to establish and improve distribution networks throughout the country to achieve established sales targets;

4) personally help the core dealers to establish a stable and efficient action system, lead subordinates to establish the action system of major customers in this market, and continuously promote the business development of the markets under their jurisdiction;

5) Be brave in exploration and innovation, be good at summarizing and improving the work experience of oneself and subordinates, and provide valuable suggestions for superiors.

2 organizational construction

1) Establish and constantly enrich and adjust the account manager team in this region according to business needs, and guide subordinates to establish local sales teams;

2) Strive to improve the operational efficiency of the organizational structure of core distributors in this region and guide subordinates to improve the operational level of customer organizational structure;

3) On the basis of company principles, formulate a fair and reasonable personnel evaluation and incentive system, constantly motivate subordinates to achieve the set goals, and strive to improve the cohesion of the organizational structure in this region;

4) According to the training materials provided by the company, train subordinates on site to improve their sales skills;

5) Under the training and guidance of superiors, constantly improve their sales skills and work ability.

Job evaluation criteria of three regional managers

1 Regional Sales and Distribution Level II Regional Organization Structure Level I Operation Level

I. Responsibilities of Regional Managers of Branches

I. Formulation and achievement rate of regional goals

1. The regional manager must set the annual target of his own region according to the company's annual sales target, combined with the target of the previous year and the actual achievement rate.

According to the annual monthly sales focus, the annual target is decomposed into monthly targets.

According to the characteristics of stores in the region, effectively and reasonably arrange the annual and monthly goals of each store.

Set effective and realistic goals; Never set unrealistic goals blindly.

If it is inconsistent with the objectives set by the Head Office, the regional manager shall give the specific reasons for the region; Practical and reasonable. Negotiate this problem with headquarters.

2. Develop the market and expand effectively.

The regional manager plans to develop and expand the market in time according to the overall plan of the head office to develop the market every year and the favorable conditions of the region.

When the head office issues the annual sales target in this region, the regional manager estimates the actual possible achievement rate, plans to develop new stores and complete the annual target.

The regional manager should consider the external influence of the new store on the whole company and effective management in the later stage of development, and must ensure that the whole company can be balanced.

Regional sales achievement rate.

Two. Regional administration

1. Fund management

Branches should reasonably plan the monthly administrative office expenses according to the cost reference of the previous year, and put an end to waste.

All internal departments of each branch shall submit departmental expense budgets at the end of each month, which shall be reviewed by the regional manager and submitted to the Head Office for review and arrangement of expenses.

All expenses incurred by the internal departments of the branch will be reviewed by the regional manager and sent to the head office for approval.

2. Work plan and validation

Each department of the branch formulates an effective work plan and implementation time plan every month, and submits it to the regional manager to summarize the overall plan of the branch and submit it to the head office.

All local departments must keep abreast of their work plans and avoid the disconnection of the work chain.

The regional manager will hold a work plan meeting of all departments in the region once a week to negotiate the coordination of all departments and solve the problems encountered in the weekly work.

The regional manager will hold a meeting of store managers in the region once a week to keep abreast of the achievement rate of weekly sales and the handling of problems in the store.

The regional manager must finish the monthly work plan in time. If the plan cannot be achieved, he should report to the headquarters in time and deal with it as soon as possible.

3. Personnel management

Regional managers must employ suitable personnel according to local conditions, use full-time personnel effectively and prevent the waste of human resources.

The regional manager will provide off-the-job training according to the situation of new employees in each department, so that they can enter the normal operation of the company as soon as possible and cooperate with the company's work requirements in time.

The regional manager will arrange personal responsibilities and departmental responsibilities according to the staffing of each region.

Conduct post function assessment and personnel quality assessment once every three months, and report the situation of middle managers in all regions of the Head Office in time.

Conduct annual year-end personnel assessment and commend employees who have made outstanding contributions to the head office (such as excellent store managers and excellent shopping guides). )

4. Logistics management

Do a good job in administration and logistics management in time to eliminate worries for employees.

Arrange the administrative management and assessment of each department in time, and reserve the backup personnel needed by each department.

Timely arrange the reception, accommodation and reservation of personnel in various regions.

5. Financial management

The regional manager must have a clear understanding of the profit and loss of each store and communicate with the financial department on the monthly profit and loss report of each store in time.

The regional manager must learn and clarify the detailed contents of the financial profit and loss report of the branch company and analyze the main points of the annual marketing plan of the regional manager of the financial revenue and expenditure of each district in time.

In the new sales year, the most important job of the regional sales manager is to introduce the marketing work plan for the next year. Unplanned sales are blind sales. Salespeople don't know the marketing focus of the enterprise, and even don't know where the product growth point is, and they are doing simple promotion work mechanically day after day. At the same time, the randomness of sales management and the variability of sales policies can easily lead to the instability of the marketing team and the confusion of the market. It is difficult to evaluate the performance of salespeople, and they are caught off guard by competitors' attacks. Only in the department

Under the guidance of scientific planning, all departments can carry out marketing work in an orderly manner, clarify sales objectives, work priorities and efforts, improve work efficiency, make full use of various favorable factors to tap market potential, and ensure the completion of marketing tasks assigned by enterprises.

1. What problems must be solved in the annual marketing plan?

The problems that must be solved in the annual marketing plan of the regional manager include:

1. Deploy sales targets and arrange sales plans. Although the sales target of regional market is usually formulated and issued by the marketing department of the enterprise, the sales manager can make appropriate adjustments according to the actual situation in order to ensure the completion of the sales target issued by the enterprise. Sales target and plan are the primary indicators to assess the performance of sales staff and the cornerstone of the whole marketing plan. Deploy the sales target, that is, on the basis of objectively analyzing the market situation of each district and the sales situation in the past 1 ~ 3 years, decompose the sales target of the whole regional market into each district; Arrange the sales plan, that is, according to the factors such as off-season, market development progress and sales growth. , break down the sales target of regional market and area into each month or quarter. Varieties with different unit prices and packaging specifications can be converted into standard parts, and sales volume and sales indicators can be allocated, which can reflect the growth of sales volume and market share.

2. Put forward the profit target and introduce the cost and control plan. Sales with quantity but no quality are unprofitable sales. The regional sales manager should carefully analyze the previous financial statements and business statements, and put forward the profit target in combination with the annual sales target, average gross profit, sales expenses and other factors. In order to improve the average gross profit, sales managers can divide their products into certain categories, such as high-profit varieties, low-profit varieties, low-profit or non-profit varieties, increase the sales and market investment of high-profit varieties, appropriately reduce the sales investment of low-profit varieties, and even cancel some low-profit or non-profit varieties.

Although the sales expenses are greatly influenced by the market and other factors, they can indeed be controlled through planning. The main contents of the sales expenses and control plan shall include: advertising expenses, promotion expenses, wages, bonuses and welfare expenses, storage and transportation expenses, depreciation expenses of fixed assets, office expenses, sales channel (customer) expenses and other operating expenses. The proportion of sales in the whole region or each district should be controlled, and the specific provisions of expenses should be made clear.

3. Payment and withdrawal plan. Release the requirements and specific indicators of sales payment in the new year to all districts and sales personnel, emphasizing the aspects that have been adjusted compared with the previous year, and the methods linked to the performance appraisal of sales personnel.

4. Product strategy implementation plan. Put forward a clear product growth point in the new sales year, which products to focus on, which new products will be listed soon, and when to eliminate them, and make a detailed analysis, so that sales staff can fully understand the company's product strategy, so as to make full use of market resources and give play to the company's internal potential.

5. Price strategy implementation plan. Price is the most sensitive factor in marketing and should not be changed frequently. However, it is necessary to summarize the implementation of the price system in the previous year and the effect of market feedback, and make local adjustments to the prices of some products that are not suitable for market conditions at the beginning of the year. Price strategy is usually combined with promotion strategy.

6. Channel strategy implementation plan. It is necessary to formulate specific plans, develop new channel growth points, or develop undeveloped markets in the region, or optimize distribution networks, adjust some dealers or adjust policies, cooperation methods and treatment, and issue new dealer agreements.

7. Promotion strategy implementation plan. Make specific plans for the proportion of channel promotion and terminal promotion, the overall promotion cost, how many large-scale channel or terminal promotion arrangements this year, when and within what scope, and how to control the cost.

8. Advertising and publicity plan. Including the advertising plan and cost plan of various media, the types and available quantity of company publicity materials.

Arrange plans, etc. , and clear the leading advertising means and its operation process.

9. Market sampling objectives and plans. Clarify the distribution rate and sampling rate targets of our products in each market area in the region, and

Market sampling implementation and evaluation plan at each stage. Market sampling assessment is one of the important means for the company to manage the market, and it should be arranged in a planned way at the beginning of the year.

10. Human resource construction and marketing training plan. Clarify the number of supplementary personnel, recruitment methods and selection criteria. "Running water does not rot, family members do not fall behind", adjust the regional supervisors or sales staff who need to be adjusted, and make specific plans for the time and expenses of several formal marketing trainings throughout the year.

1 1. Adjustment plan of performance appraisal method for employees in each position. In order to adapt to the new situation, we should make necessary adjustments to the contents and methods of performance appraisal, optimize the salary calculation method, formulate specific plans and publish them to serve the implementation of the annual marketing plan.

12. Other relevant contents of the annual marketing plan.

Second, how to make the annual marketing plan

To make a comprehensive, informative and operational annual marketing plan, we must follow some basic principles:

Principle 1: predictability and predictability. Forward-looking analysis and evaluation of unquantifiable market indicators. Such as: the changing trend of market supply and demand, the development trend of market competition, and the development trend of commercial formats. At the same time, make predictive judgments on quantifiable indicators and make specific plans and requirements. Such as sales (volume), price, expenses, etc.

Principle 2: Challenge and reality. Good performance comes from achieving challenging goals. The tasks and planning indicators in the marketing plan can not be easily achieved, but they can be achieved through hard work, thus boosting the morale of the sales team.

Principle 3: comprehensive and comprehensive. Many regional sales managers' annual marketing work plans only involve sales targets and plans, lacking comprehensiveness, ignoring the contents of other supporting plans and control plans, and easily causing distortions and obstacles in implementation.

Principle 4: Mandatory and instructive. Goals and planning indicators are mandatory, and once they are formulated, they must be implemented as planned. At the same time, the strategic arrangement is instructive and a measure to achieve the goals and plans.

Principle 5: Authority and persuasion. Only by ensuring its authority can the marketing plan be implemented, understood and recognized by the vast majority of salespeople, and people's enthusiasm can be mobilized.

To make an annual marketing plan, there must be sufficient basis, including at least the following aspects:

1. Correctly understand the marketing work spirit of the superior marketing department in the new year. For example, the enterprise's arrangement of various sales tasks in the regional market, the status of new product development and the time of new product listing, the enterprise's support for the regional market, and the requirements of cost control.

2. Learn and learn from the marketing experience of other regional markets of this enterprise. Analyze and compare the marketing management and sales characteristics of different regional markets in order to stimulate marketing innovation in this region.

3. Analyze the previous business statistics and financial statements in this region, find out the changing rules of relevant indicators in each region, and investigate the reasons.

4. Collect the current situation of market fundamentals. For example, the population, economic situation, residents' income, investment situation and commercial format changes in each district are compared.

5. Study the current situation and development trend of market competition.

6. Fully listen to the opinions and suggestions of the sales staff.

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