Brief introduction of Gao Leping's course

Days: 1-2 days

Training target: dealer bosses, middle and senior managers of enterprises and institutions, and marketing directors.

Training form and training implementation:

Diversification of training forms is an important means to ensure the training effect. The teaching part accounts for 1/3, and other forms such as PK, games, case interaction, and field work are introduced. (It will be adjusted according to research and customer requirements)

Course objectives:

1. Solve the practical problems encountered in the marketing process of dealers on the spot;

2. Quickly improve the marketing concept of dealers.

3. Master the marketing system of the company.

4. Master the strategies and methods of establishing and managing the marketing team.

5. Greatly establish dealers' confidence in brand corporate culture identity and brand management.

6. Let the dealer team synchronize with the brand and achieve three forces: brand power, management power and cohesion.

Course outline:

The first part is the transformation of marketing thinking of furniture wooden doors.

First, the evolution of the stage of industry competition and the role of dealers.

Second, the concept of brand marketing (Mr. Wu provides ideas and I will design the course)

Second, the diagnostic thinking method of furniture and wooden door retail system

The second part is how to attract customers.

First, brand positioning and target customer base

Second, store selection and store image (according to the target customer base)

Three or seven methods commonly used in active marketing of furniture and wooden doors (commonly used and He Hua experience promotion, some materials sources first-line investigation)

The third part is how to promote customer transactions-store management.

First, how to maintain the retail spirit.

Second, the common sales skills of furniture wooden doors

Third, how to promote customer transactions through service upgrades?

Fourth, how to maintain the stability of store personnel?

The fourth part is how to improve customer satisfaction through after-sales service.

First, how to impress customers through service

Second, how to promote customer recommendation

Third, how to use key customers for brand promotion.

The fifth part is the management upgrade of excellent dealers.

First, how to retain outstanding talents.

Second, the job requirements and personnel selection

Third, build an efficient implementation system.

Fourth, create an efficient executive culture Speaker: Gao Leping

Days: 3 days and 2 nights

Training target: dealer bosses, middle and senior managers of enterprises and institutions, and marketing directors.

Teaching form: (can be adjusted according to the requirements of enterprises)

Diversification of training forms is an important means to ensure the training effect. The teaching part accounts for 1/3, and other forms such as PK, games, case interaction, and field work are introduced. Specifically, it can be divided into 4 modules +3 days of absolute training +6 in-depth experience activities +8 tool applications+complete system replication.

Course objectives:

1. Solve practical problems in dealer management on the spot;

2. Quickly improve the dealer's business philosophy;

3. Formulate and improve the strategy and organizational structure in line with the company's on-site development;

4. Master the company's operating system;

5. Master the strategies and methods of establishing and managing the sales team;

6. How can dealers keep pace with the brand and truly achieve win-win development?

Training plan:

The first module: designing a company model that suits you-the choice of future development strategy.

1, Three Frequently Asked Questions of Dealer's Strategic Planning

2. What are the next business opportunities and crises for dealers?

3. Five thinking directions of corporatization of dealer strategic planning.

4. Discuss and formulate the development strategy suitable for dealers.

The second module: design a suitable company model-organization.

1, enterprise organization principles and common misunderstandings

2. Draw the existing organizational structure and ideal structure of each dealer (seminar).

3. Evolution of the organizational structure of dealers.

4. How to achieve the consistency of organizational structure between dealers and manufacturers and improve communication efficiency?

The third module is to design an operating system suitable for your company.

1, sand table actual combat simulation: dealer corporatization operation drill

2. How to make efficient meetings promote the realization of the general agent's goal?

3, the dealer's annual plan and target decomposition.

4. Propeller for regular meeting exercises to achieve goals.

Module 4 Common human resources problems of bosses

1, how to effectively identify talents

2. How to train effectively?

3. Common measures to retain talents

4. General Manager's Common Headaches and Personnel Problems (Discussion)

First, how to use professional managers

B, how to deal with the company elders

C. On-site Question, Discussion and Solution Course Name: Company Operation of Dealers

Speaker: Gao Leping

Days: 1-2 days

Training target: dealer bosses, middle and senior managers of enterprises and institutions.

Training form and training implementation:

Diversification of training forms is an important means to ensure the training effect. The teaching part accounts for 1/3, and other forms such as PK, games, case interaction, and field work are introduced.

Course objectives:

1. Solve practical problems in dealer management on the spot;

2. Quickly improve the dealer's business philosophy.

3. Master the operating system of the company.

4. Master the strategies and methods of establishing and managing the sales team.

5. Greatly establish dealers' confidence in brand corporate culture identity and brand management.

6. Let the dealer team synchronize with the brand and achieve three forces: brand power, management power and cohesion.

Training plan:

The first part: the business challenge of dealers-the change of external environment.

1. Will there be opportunism in the future market? After the market opportunity loses its advantage in the competition, what do we live on?

2. Analysis of the dealer's business crisis.

3. What do we rely on as a service brand?

4, manufacturers and distributors * * * With the progress of requirements, manufacturers progress, and distributors fall behind, what should I do?

The second part: the thinking change of building the company's business model.

1. Analysis of traditional dealer organization and operation mode.

2. Corporatization is the only choice for dealers to become bigger.

3. The change of thinking from self-employed to company organization.

The third part: Design the company model that suits you-the choice of future development strategy.

1, Three Frequently Asked Questions of Dealer's Strategic Planning

2. What are the next business opportunities and crises for dealers?

3. Five thinking directions of corporatization of dealer strategic planning.

The fourth part: Design the company model that suits you-organization.

1, enterprise organization principles and common misunderstandings

2. Draw the existing organizational structure and ideal structure of each dealer (discussion)

3. Evolution of the organizational structure of dealers.

4. How to achieve the consistency of organizational structure between dealers and manufacturers and improve communication efficiency?

The fifth part designs the operation system, which is a business model suitable for you.

1, FAQ on dealer's execution.

2, the dealer's annual plan and target decomposition.

3. Dealer regular meeting system

The sixth part is the human resource management design of distribution enterprise corporatization.

1, how to create a competitive culture

3. Organizational structure and job responsibilities.

3. The "3456 Project" of human resource management:

First, the three channels of employee recruitment.

B, four methods of employee training.

C. Five strategies for employee motivation.

D, employee appraisal six indicators.

Group discussion: How can dealer enterprises retain your key employees? Speaker: Gao Leping

Days: 1-2 days

Training target: dealer bosses, middle and senior managers of enterprises and institutions.

Training form and training implementation:

Diversification of training forms is an important means to ensure the training effect. The teaching part accounts for 1/3, and other forms such as PK, games, case interaction, and field work are introduced.

Courses:

The first part is the role of modern dealers.

First of all, the role of dealers in the market has changed.

Second, the top ten problems faced by dealers

Third, the self-diagnosis of dealers.

Fourth, the cooperative relationship between dealers and manufacturers.

1. What do dealers think of manufacturers?

2. How do manufacturers treat dealers (specific standards, field operations)

3. How to be in an invincible position in the transaction with manufacturers?

The second part is the change of dealer's marketing thinking.

First, the evolution of the stage of industry competition and the role of dealers.

Second, Hualong brand marketing concept

Second, the diagnostic thinking method of furniture and wooden door retail system

The third part is how to attract customers to do marketing well.

First, brand positioning and target customer base

Second, store selection and store image (according to the target customer base)

Three or seven methods commonly used in active marketing of furniture and wooden doors (commonly used and Hualong experience promotion, some material sources first-line investigation)

The fourth part is how to do a good job in store retail management.

First, how to maintain the retail spirit.

Second, the common sales skills of furniture wooden doors

Third, how to promote customer transactions through service upgrades?

Fourth, how to maintain the stability of store personnel?

The fifth part is how to improve customer satisfaction through after-sales service.

First, how to impress customers through service

Second, how to promote customer recommendation

Third, how to use key customers for brand promotion.

Part VI Management Upgrade of Excellent Dealers

First, how to retain outstanding talents.

Second, the job requirements and personnel selection

Third, build an efficient implementation system.

Fourth, create an efficient executive culture.