Can I ask about Tsingtao Beer?

I helped you find someone from the Internet who has worked there. Let’s see what he writes.

Greetings to all my friends, I am the most basic business representative of Tsingtao Beer. , I am currently in charge of F City, a poor and rural area, and I am responsible for the towns in F City. I came here by chance and found the environment to be nice, so I came here just to throw some tips.

I joined the company on September 11, 2006 in Xiangtan, Hunan. Thanks to my old leader Tang* for giving me the opportunity to lead a team to operate the market in Xiangtan. I think I have lived up to the trust of my old leader. First, I worked hard. At that time, I really regarded Tsingtao Beer as my lifelong career. Several of my close colleagues and I would work until after ten o'clock every night. Second, except for micro-operations (our company’s unique management procedures, which I cannot do well, but I have always been proud of), everything is pretty good, including sales, market, customer lock-in, team building and management, and vivid products. Chemicalization and the development of primary and secondary markets are all good. We sold our products to every corner. At that time, I felt that I had made a great contribution to Xiangtan, and I felt like I was floating. Now that I think about it, it's not that I have special abilities. This should be attributed to several factors: all very good colleagues, enlightened leadership, market environment and working environment. I just met the right environment and people at the right time. The market environment is fixed and no one can change it. Today I mainly want to discuss the working environment with my friends.

Let me first talk about me in Xiangtan. There are two dealers in Xiangtan. The boss of my client Deyuan Company is an average but very smart businessman. At that time, I was responsible for The product is landscape, mellow and native. Industry insiders may know that this is not a strong brand in Xiangtan. In the first half month when I first reported to Deyuan, I barely placed an order. I just kept visiting customers and understanding the market. Through thorough research, I learned that the best-selling product on the market at that time was Pearl River 8 Degree, followed by Yanjing, and then Qingdao 2000. At the same time, I also figured out the sales source of our number one enemy in Xiangtan, "Pearl River", and locked in its sales. Terminal network in urban areas and channels in peripheral markets. So I communicated with the leader and put forward my idea. We are going to take a two-pronged approach. First, we will find ways to poach Zhujiang’s peripheral channel customers. Even if it doesn’t work, we must develop distribution customers in the periphery. We cannot leave our market empty. At the same time, It can also contain some of the power of Pearl River; secondly, for urban areas, we use our promotional methods to grab the end customers of Zhujiang Beer. My proposal immediately received the support of the leader. The leader asked me to submit an application in written form. I immediately formulated a plan and filled out the For the form application fee, the leader specially gave us the establishment of 4 sales personnel. We also persuaded the customer to invest 4 sales personnel and 3 vehicles specifically for the operation of Tsingtao Beer. This is how our sales team was established. . Then we started a fierce competition with the Pearl River around our two goals. At this time, Zhujiang seemed to have seen our intentions and launched a crazy counterattack against us. As a result, various promotional tactics emerge in endlessly. Today you open the store and give away wine, and tomorrow I will buy one and get one free; today you do the shop sign, and tomorrow I will do the Duotou. As long as we have a deep understanding of the market and spot the opportunities, we will definitely stick to the Pearl River. So formulating a new round of promotion plans became my main job at night. The leaders always supported all the plans I proposed. As a result, our sales volume rose instead of falling during the off-season. We also attracted customers from Zhujiang in the two peripheral markets of Manganese Ore and Zhuyi, which laid a solid foundation for our sales volume to start off well in 2007.

I was transferred from Hunan to Jiangxi on May 17, 2007. The leader here, Wang*, was probably transferred from Hubei at that time. He has very rich market experience and deep internal skills, a bit like Liang Jianzhong. Li Yunlong is an unconventional person who has a very good relationship with us. He was transferred back to Hubei in August. The leader who took over was called Chen*. He was bald and very tall. If he didn't shave for three days, he would look like Lu Zhishen from the Water Margin. He was a man of action and would go to the countryside with me every day. I often sigh in front of groups of heavy data. I am lucky for him. Fortunately, he did not have hair when he came.

To be honest, I should review. Before he came here, I had been in charge of this market. My first phase of market development work was not done at the most appropriate time and I did not lay the groundwork, so that his current work was carried out. It was difficult to get up. I didn't do it well, and I couldn't do it well, because everything here is taken care of by the company, from the development of a number of markets in villages and towns, the minimum starting volume, truck consignment, pile head rewards to prizes for opening the lid. The company does it all. The most hateful thing is that these nanny-style management "policies" are incompatible with our market. Please guys who wrote the plan, can you check the market first next time when you introduce a new policy? I really don't believe those people who work all day long. The promising young people writing furiously in the office know our market better than we do. I don’t think Nanchang Beer is such a strong opponent, but this weak opponent has occupied the vast majority of our market. The problem may not only be insufficient implementation at the grassroots level. I once read a book on business management. The book said that the most effective management method is constant authorization and constant supervision. To be honest, our current leaders have no authority at all. Not only him, but also anyone who comes over. Just the executor. There is an old saying in China, "A general who is abroad may not obey the king's orders." That is to say, depending on the specific circumstances, a general who is marching abroad may not act in accordance with the king's orders. However, here he does not even have the power to "not obey the king's orders." , because we emphasize absolute execution.

I am not doubting our system, I just hope that our company’s planners can be more pragmatic and give us a better working environment. In fact, the results we want are the same. "Tsingtao Beer Tomorrow It will be better"