What do you mean by sinking employees?

Question 1: What does precipitation mean?

1. The (dynamic) insoluble substance in the solution sinks to the bottom of the solution.

Impurities in the water settled down. (as a predicate)

There are too many things in this drink. (as an attribute)

2. (Name) Insoluble substance that sinks into the bottom of the solution.

Question 2: When an employee is depressed and taciturn, how to deal with it? Don't deliberately criticize and accuse him. Even if he makes a mistake, you can communicate with him well, encourage him, give him confidence and be more careful in future work.

Question 3: How can people stay in the company they have just stayed in, how can they hold their breath in the face of the pointing of old employees, and how can they know to have children in this P VCW? P しししししししししししししししししししし.

Question 4: How many smart employees in the factory were silenced by a new stupid employee? Fools are blessed with fools, and cleverness is mistaken by cleverness.

Question 5: Staff morale is low during the meeting. How to improve the staff atmosphere? The purpose of the meeting is to let employees open their hearts, truthfully reflect their opinions and working conditions, let enterprises brainstorm and create more benefits, and it is also a platform to reflect the value of employees. However, the so-called meeting in many enterprises is just a form of publicity, which fails to really consider the problem from the perspective of employees. The real benefit creators are employees. Only when the vital interests of employees are guaranteed can the purpose of the meeting be achieved. The atmosphere of the meeting can be very harmonious.

Question 6: How to do deep distribution and channel sinking? A food company plans to implement in-depth distribution and prepare to recruit employees to visit terminal stores in a certain area to solve the problems of increasingly fierce competition and sinking channel operation. The company attaches great importance to this matter, and even the general manager of sales has visited the market for many times, held many special discussions at team meetings, and even invited some industry and channel experts to discuss how deep distribution can cut into the market. After reaching the implementation plan of in-depth distribution, arrange tasks, including expense application, personnel recruitment, interview, training, appointment and visit. . . . . . After two months, the sales volume has not improved, the market structure has not changed, the competitiveness has not improved, and the organizational combat state is still the original combat state. Not only that, but what is even more frustrating is to reflect on their "unsuccessful reform"-not only them, but even the old business people are getting bloated!

Company B is one of the well-known dairy enterprises in China. It has set up a new department to sell yogurt. This division was taken over from some backbones of the original liquid milk division, and because the profit of this product is higher than that of the original liquid milk product, it is predicted that the competition will be more intense in the future, so more funds will be invested in sinking channel operation and implementing in-depth distribution on a large scale. However, although the business department is mainly composed of enterprise backbones, they used to be the main distributor management and operation mode, and they have a certain understanding of the strategy and system of deep distribution, but they rarely know how to start this reform and innovation! There is a lot of information about the operation mode and system of deep distribution on the internet, but there is no introduction of the fulcrum of deep distribution: what should be paid attention to in the organizational adjustment of deep distribution? !

Deep distribution is the main direction for domestic enterprises to carry out channel reform. For the fast-moving consumer goods industry, many international enterprises have systematically changed from the original traditional wholesale form, but there are still quite a few enterprises who only know the concept of deep distribution and vague operation content. Other industries that used to be dominated by dealers are even more confused. The management of the enterprise only emphasizes the need for in-depth distribution, but cannot provide specific operation methods for the first-line implementation step by step. Here, from the perspective of enterprise actual combat summary, some problems that should be paid attention to in-depth distribution and channel reform are expounded and solved with negative problems and cases.

Insufficient psychological preparation

Problem 1: Lack of motivation for organizational change

Global brand

Reality case: A foreign beer enterprise changed from the original regional distribution system to deep distribution, which not only resulted in worse performance, more and more serious losses and serious personnel corruption. The grass-roots work of front-line personnel is completely superficial for leaders to see. Finally, the enterprise had to sell the enterprise and quit the China market!

Analysis: Many enterprises' channel changes are based on the aging of the original channels or the inadaptability to market changes. In fact, the original channel has been in operation, so the reform of management has collided with reality. The motive force of reform is more from administrative orders, and it is difficult for the administrative department to reach an agreement with the company leaders in a short time (even more difficult if it conflicts with some of their interests). Therefore, the power of change is eventually consumed bit by bit, leading to an anticlimactic change result.

It is said that the first thing to succeed in one thing is to change everyone's mental model. In the actual channel reform, we will encounter all kinds of resistance. The fundamental reason is that everyone's ideas have not changed, and naturally they are blocked in the implementation process.

Question 2: lack of change, genetic change

Case 2: Before the channel reform, a food enterprise did not organize front-line personnel to discuss and analyze, and took it for granted that it could copy the contents of books and training, so it rashly launched it, while the main functions of the original channel structure such as regional distributors and the second batch were not adjusted accordingly. As a result, some old hero dealers took things to the chairman, who was embarrassed and finally had to give up the reform.

Analysis: Change and Genes? Yes For channel reform, this is the channel model. This channel model reflects the position and role of enterprises in the channel, the role and form of distributors in the channel, the relationship between terminals and distributors or enterprises in the channel operation and so on.

In fact, genes can be transferred with cell division. Due to the lack of change genes in enterprises, it is difficult to replicate clones in another region after success in one region. Therefore, channel reform has always revolved around a single breakthrough.

See many enterprises because of the canal ... >>

Question 7: The employees of the company are still immersed in the mood of the New Year, and their execution is not high. Is there any place that can effectively solve this problem? That's because there is no one to promote the working atmosphere, or even leadership. In this case, someone must take the lead and can formulate business indicators to give incentives.

Question 8: Why did he do it? He is a married boss. In order to please an unmarried female employee in the company, he did a lot of things, but the female employee kept silent all the time, even avoided him and took a fancy to the girl, but he didn't want to divorce and marry her, just wanted her to be his lover. There are too many such bosses. As an employee, if you don't want to be harassed, you will probably resign.