Personal business trip report

A business trip is when a staff member is temporarily dispatched to handle official business and work or hold temporary positions in a region or city other than the permanent workplace. This article is a sample personal business trip report that I compiled for everyone, for reference only. Sample article of personal business trip work report

(1) Basic situation:

After nine days of developing the regional market, our products have also experienced a test. In Jiujiang, It has taken root in the four cities of Nanchang, Ji'an and Ganzhou. During this period, it developed two potential customers. The first one was in Nanchang. The first payment was about 150,000 yuan. The agent needs the company to provide greater support. , but I think the company cannot do it, and is negotiating other operating methods; the second company is in Ganzhou, and the first payment is about 100,000 yuan. Since the agent has never done kitchen and bathroom work, it is still understanding the market conditions and brand comparison.

Subjective opinion: The prospects of our products in the market are very good. I am very optimistic about this market and the products. Our products are of good quality, exquisitely packaged, complete in variety, and have good after-sales service. .

To the market, our price is slightly lower than similar products of the same brand, but the appearance of the product seems to be our bottleneck and cannot be compared with similar products of the same brand; but we give customers enough It not only increases profit margins, but also gives him a wide range of regional markets, reducing the difficulty of sales. In this way, most customers are willing to learn about all our products.

Regarding my personal achievements, I have visited and understood some prefecture-level markets in detail, understood the needs of customers, and developed some intended customers in the regional market. I feel that this result is not what I expected. Although the task has not been completed, I am still working hard and there are still many aspects that I have not accomplished. I am too impatient for the regional market and not meticulous enough in market development. Being careless does not provide customers with better guidance.

(2) Market summary and plan:

For the customers I have visited recently, they all currently hope that a product with reasonable price and satisfactory quality can enter the market. For FOTILE , Boss, Sacon, Yingxue, Sakura, Vantage, Midea and other major brands have high prices, strict market control, and transparent prices. From these points, our products have great competitive advantages. However, these brands have big brands. , has a good reputation and is deeply ingrained in the hearts of ordinary people, which is not conducive to the entry of our products into the market. Personally, I believe that our market entry point lies in the manufacturer support, profit margins, and sufficiently large regional markets we provide to our customers, which will fully mobilize the enthusiasm of dealers and wholesalers.

1. Price: Generally speaking, in the market, if a new brand wants to enter this market and seize market share, judging from the current price, it can only be said to have a certain competitive advantage. , some customers look at our products in a way that does not accept new brands at all, and some customers cannot accept the price of the brand, and only compare our prices with those of some marginal brands; I remember a customer from Nanchang told me The product itself is okay, but as a new brand, the price will increase the difficulty in the sales process, but I think this is a relatively conservative customer. Which company does not have a new start? The price is never comparable.

2. Product positioning: I think the above-mentioned major brands have already made a deep impression on end users, so these brands have become benchmarks in the industry, so many end users will If we blindly judge other brands by the appearance and quality of these brands' products, I hope that since people choose this method as a basis for measuring quality, our products should retain their existing strengths, or in other words, produce We also use these big brands as benchmarks, so that we can produce whatever people like. In short, product positioning must be based on big brands, so that new styles can be followed up in a timely manner.

3. Product packaging: Most customers like our small home appliance series, and a small number of them also choose the kitchen and bathroom series. However, some customers said that the packaging of our kitchen and bathroom series feels a bit old-fashioned. The colors are not bright and there is no eye-catching effect. I personally feel that the packaging of this series of products is pretty good, but some customers think that since the small home appliance series can be so beautiful and distinctive, why can’t the kitchen and bathroom have this effect? ??

Here I would like to make some suggestions. No matter which big brand’s products are now, kitchen and bathroom products dominate all categories. Many customers say that our kitchen and bathroom series products are not novel enough. Moreover, end users also believe that small household appliances and packaging are more upscale than those for kitchen and bathroom appliances.

4. Sales strategy: At present, our company’s sales support policy is very large. We can seize market share without making money in the early stage, which gives our sales staff a lot of room for negotiation at work. I think a If a new brand wants to occupy the market, no matter through any form or method, it should have the courage to try and do everything possible to enter the dealer's store. If there is no policy to support this strategy, then I don’t think I will even have any potential customers for this business trip.

5. In terms of channels: I personally think that our brand is just a child at present, and the market has just started.

There are not enough channel customers who know our brand, and market recognition is very low. I think We should invest some publicity in key cities and selectively select some high-quality customers. If we cultivate them, it will easily trigger a chain reaction in neighboring provinces and cities. Once the customers are stable and the prefecture-level market is intensively cultivated, ordinary people will hold our VIP When I go to a dealer to buy anti-counterfeiting cards, I will take all my delivery orders and customer resources to find a provincial agent who can control Jiangxi.

For the next step, I personally still want to conquer the undeveloped and undeveloped cities in the regional market one by one, consolidate existing customer resources, and learn more about them. For our business operations, we must first gain recognition from end users, and then develop suitable provincial and municipal agents for us. At this stage, it is very difficult to find an agent, and the biggest and most common problem that hindered our success during this business trip was Many wholesalers have already selected brands for exhibitions in February and March, and the market response has been dismal, making agents afraid to make decisions lightly.

In short, ordinary people like products that look high-end with beautiful packaging colors and reasonable prices. Dealers like products that have no competitors, large profit margins, easy market control, and decent quality. At present, what we have to do is to think about how to adapt our products to this market, rather than letting users adapt to us. What we have to do is to do what the people like. Personal business trip work report sample article two

One: Business trip time: September 3, 20xx to September 18, 20xx

Two: Business trip itinerary: Wenzhou, Ningbo, Shaoxing, Hangzhou

Three: Purpose of business trip: to understand the situation of Zhejiang cushion market and the operation methods of relevant manufacturers, and to complete the market layout and investment promotion in Wenzhou, Ningbo and Hangzhou.

IV: Market Overview:

Zhejiang’s cushion market went through a golden period of growth from 05 to 10, and then went through a three-year period of shock in 11, 12, and 13 years. Now the Zhejiang market is at the juncture of change, and the trend of integration is imperative. The demand for Zhejiang's cushion market has tended to be stable and saturated. As product homogeneity becomes more and more serious, the cost of cushions has become more and more serious. The concept of products that are transparent and win based solely on style and price is already the afterglow of the sunset and does not have strong combat effectiveness.

Judging from product styles, the Zhejiang market is mainly dominated by cooling mats and four-season mats, and there is an increasing trend from north to south. The proportion of cooling mats and four-season mats in the Hangzhou market is about 60%, and in the Ningbo market The proportion in Wenzhou is about 65%, while that in Wenzhou is over 70%. The most important fabrics and styles of cooling mats and four-season mats are hand-knitted ice silk, machine-knitted ice silk, leather, Vicat, fabric, mesh, etc.

Overall, Zhejiang has a population of 54.88 million, a car ownership of more than 8 million, a new car growth of more than 500,000, a second-hand car purchase of more than 500,000, and an annual scrapping volume of 500,000 used cars. , based on a cushion ratio of 60% and a replacement frequency of every three years, the total volume of the Zhejiang cushion market is approximately 700×60%×33.33%+(100×60%)≈ 2.03 million sets. The cushion market with 2.03 million sets is mainly composed of Mubao, Nile, Wufujinniu, Bingtian, Bangcheng, Ancheng, Biaowang, Stooges, Hengyuanxiang, Lanyi, Hezemei, Caiyang, Hangpai, Mingtian, Dozens of first- and second-tier seat cushion brands such as Baibian Workshop and Blue Pole Star are divided among many small manufacturers in Taizhou, Guyang, Shandong, and Guangzhou. Therefore, if you want to carve out a way out in the fully competitive market conditions in Zhejiang, you must not only demonstrate strong product research and development capabilities, but more importantly, you must have sufficient brand promotion, service capabilities, and profit models.

Market competition is not only a game between manufacturers, but also a competition between channel providers, and even more so, a competition between terminal providers. Large manufacturers rely on strong channel agents and the superiority of their products to increase their market share, while small manufacturers win some low-end markets with price wars and changing styles.

Large channel merchants are gradually encroaching on the terminal market of small wholesalers by choosing advantageous first-line brands, huge marketing networks, and professional management. There are also companies like Hangzhou Outlon, Kenruohe Ningbo's Hai Zhilong spans two fronts: wholesale and retail.

The situation of small wholesalers has become increasingly difficult. Although they did not have advantages in funds and channels, they were further affected by e-commerce, large channel merchants and direct supply from manufacturers. They found it difficult to continue. Some products from small manufacturers are struggling to maintain their products with small advantages in style and price, while others selectively abandon wholesale and switch to retail. Only a small number of wholesalers have brand awareness and the willingness to continue to expand.

The most important question for terminal manufacturers is how big the role of brands in the cushion industry is. The transfer between the value brought by the brand and the price offered by the small manufacturer is often inclined to the latter. The reason for this problem is that the cushion brand is only a brand in the industry and not a brand among consumers. Terminal management Some believe that the brand's stimulation of sales is limited.

Therefore, if Baixiang wants to get a share of the Hangzhou market, it must not only have major advantages over other manufacturers in order to attract the cooperation of large channel dealers. It is also necessary to have a truly effective business model to help terminal operators achieve sales of cushions.

Five: Analysis of the customers visited

Six: Customers’ responses to Baixiang’s main issues and requirements

Main issues:

1. The product brochure is not attractive. Most customers who read our brochure think that our products are relatively ordinary. Not particularly attractive.

2. The agent’s deposit of 100,000 is too high. Now many small manufacturers directly distribute goods.

3. The effect of the picture album cannot fully show our products, but only our neck pillow, lumbar pillow and overall loading effect picture.

4. It was late, and large distributors and some wholesalers had already signed purchase agreements with manufacturers before.

5. The price is on the high side. Our machine-knitted products and leather products are much higher than those on the market.

6. The characteristics of our products are shared by other brands of manufacturers. No special advantages.

7. The back strap packaging is uncoordinated.

8. There is no trust in Baixiang, and a small number of customers have doubts about our history.

VII: Main problems reported by customers in the Zhejiang market

1. The macroeconomic situation is sluggish, business is difficult to do, and the attitude is relatively negative and pessimistic. This is a common reflection of customers.

2. The impact of e-commerce has been too great, dividing up part of the market.

3. In Zhejiang market, the oligarchs of large channel dealers occupy too much of the cushion market, making it difficult for small wholesalers to continue.

4. There are too many manufacturers and sufficient supply. There are production bases in Guyang, Shandong, Taizhou, Zhejiang, etc., causing the cushion market to become a buyer's market. That is, there is no shortage of products on the market, there is just a lack of products that can be sold.

5. The number of stores opened has increased greatly compared with a few years ago. Wholesale, retail, and so-and-so agents are everywhere. Competition between channels and terminals is huge, and price wars are fierce.

6. Consumers’ brand awareness has not yet been formed, and they have not yet had the habit of consuming branded products. There are many well-known products in the industry on the market, but there are no well-known products for the public.

7. Product homogeneity is serious, product quality is difficult to distinguish, and some terminal operators even do not know the advantages and disadvantages of products.

8. Zhejiang Province issued a Taiwan restriction order, and the policy stipulated that Hangzhou City would limit the number of license plates to 80,000 per year. This policy limited the number of new cars and had a great impact on the enthusiasm of business operators.

9. Changes in consumption habits. The transformation of cars from luxury goods to mass products has led to changes in the consumption habits of car seat cushions. Nowadays, car owners do not place seat cushions in a prominent position.

10. Direct supply from manufacturers to 4S, beauty shops, etc. has a huge impact on the wholesale business.

11. Some wholesalers have too much inventory and are dealing with it.

12. The main price level of Wenzhou cushion market is on the low side. Most of the retail prices are within 500 yuan, and a small part are within 1,000 yuan.

Eight: Planning and construction of the Zhejiang market

1. The Zhejiang market implements the dual brand strategy of Baixiang and Dr. Xue.

2. Prepare to recruit municipal-level regional agents in Hangzhou, Ningbo, and Wenzhou; Dr. Xue is recruiting provincial-level agents in Zhejiang Province.

3. For chain beauty stores with greater strength such as Otron and Desheng. I suggest that our company can open a key account department and directly control chain terminals through exclusive stores or direct supply from the company.

9: Gains from this business trip

Through this business trip, Zhejiang’s market layout and development direction were determined, and some potential customers were found. At the same time, we also had a preliminary understanding of the product needs and market problems of the Zhejiang market, which provided valuable experience and data for future development of the Zhejiang market. Personal business trip work report sample article three

Business trip date: September 10, 20xx to September 17, 20xx*** for seven days

Business trip location: Hefei

< p>Business trip person: Yao Hu

Business trip reason: Go to Anhui Gulin Solar Energy Technology Co., Ltd. to urge the delivery of Alxa League Right Banner 10MW photovoltaic power station bracket goods

Now the detailed content report of the 7-day business trip As follows:

1) Arrive at Hefei Railway Station at 5:30 pm on Wednesday, September 10th. After arriving at the station, contact Wu Xiaoyang, the business manager of Gulin, and wait for half an hour to pick us up.

We immediately asked: Did Wu Xiaoyang work overtime on the production line to produce goods at night?

Wu Xiaoyang: No overtime,

I then asked how far is the company's office from the factory?

Wu Xiaoyang: It’s about 10 kilometers away.

Then I asked for a meeting on organization, production, procurement, business, and logistics immediately in the evening. Wu Xiaoyang then called Mr. Wang, the deputy general manager of the other party, to tell us our request, and the other party agreed. Those who arrived at the office that night were Xiao Chen, who was responsible for the production plan, and Xiao Zhao, who was responsible for the online market business. I asked why the procurement and logistics had not arrived. The answer is that after get off work, I arrived at the office at 7:30 in the evening. Through the docking, Mr. Wang meant that they had already produced some brackets, and other raw materials had just arrived at the factory and were preparing to schedule production. The answer given by the production plan is that the Mid-Autumn Festival holiday has just ended, and most of the workers are relatives of the boss, Mr. Hong, and it is difficult to urge them to come to work, resulting in insufficient personnel and reduced production capacity. Until 9 o'clock in the evening, all we got was one-sided words. Then we asked to find a hotel nearby to stay, and we asked to arrive at the factory on time at 8 o'clock the next morning to inspect the site.

2) At 7:30 in the morning on September 11th, the business manager Wu Xiaoyang was half an hour late because he was sending his children to school. He came to our residence at about 8:5 to pick us up and take us to the factory, a fifteen-minute drive away. We arrived at the factory of Hefei Changda Motor Co., Ltd., and we asked: Where is your factory?

Wu Xiaoyang: It is said that this factory is our factory. A friend of the boss moved to the new factory. The old factory is cheaper. Rent it to them for use.

Then we arrived at the factory together. There were only two simple curling machines (only one curling machine was working normally), 4 punching machines (two were working normally), and 6 people were slowly working Work.

Through communication with workers, we learned that a curling machine can roll a roll of steel strip (a roll of steel strip is about 100 meters) in half an hour, but two punching machines cannot keep up, which takes about 5 minutes. Two 6-meter supports, and then check the cargo of raw materials for about 20 rolls of steel strips.

I asked: How much raw material has arrived? Mr. Wang replied that due to financial problems, he currently knows one megawatt (about 40 tons) of steel strips, other fasteners and The briquettes are all purchased parts.

I asked further: 20 rolls of steel strips (about 30 tons) are not enough for one megawatt. The other party said that some of the goods had been prepared and sent to the galvanizing factory for galvanizing. I immediately asked to find a car to do the galvanizing. The factory inspects the goods. Xiao Wang, the buyer from the other party, said that it is not appropriate to go to the galvanizing factory today. The goods can be placed in the order at night and can be plated the next morning. I requested that we be sent to the galvanizing factory at 8 a.m. on September 12 to inspect the goods together, and Mr. Wang responded well.

Then we asked: Where did Mr. Hong go? We asked to see him and gave him the production schedule and goods delivery schedule in person. Mr. Wang replied: Mr. Hong was in Beijing to ask for the account, and he said he would be there as soon as possible. Come back at 6 am. I asked him why he never answered the phone when we called him, and the answer he gave was that he was in a meeting.

Then we sat in the factory and waited until around 10:30. Suddenly the machine sound in the factory stopped. I went in to check the reason. It turned out that the workers were taking a break and went out to smoke. I randomly asked Mr. Wang: Why did the workers stop working to take a break when we were rushing the goods? The other party’s explanation was: These employees were all relatives of the boss, and they were doing manual labor and only had a half-hour break. I expressed my dissatisfaction on the spot. The answer I got at the factory was disappointing.

We then asked to go to the office to analyze and explain the current production situation and production progress, and issue further solutions.

At 11:30, a meeting was held to organize production and planning. I thought that production capacity must be increased to solve the current problem, so I made a few requests and asked Mr. Wang of the other company to implement them.

1: Add more workers and let workers on vacation arrive in time.

2: Let the mold of the other crimping machine be replaced with the size mold we need for the goods.

3: Repair the other two punching machines and speed up the punching speed.

4: Secure funds as soon as possible and speed up the ordering of raw materials.

After making these requests, the other party agreed verbally. We sat in the office at noon and waited until 1:30 in the afternoon. We proposed to continue production in the factory. The other party had no car for the time being and had to wait for two hours to go. Wang Hui and I reported the situation to Zhang Chu as soon as possible. Zhang Chu responded immediately and asked Wang Hui to return to Changsha as soon as possible to prepare to change the supplier. On the one hand, I held back the other party and demanded delivery as soon as possible. In this way, I booked the last train for Wang Hui at 3:40 pm and asked Mr. Wang to call a taxi to take Wang Hui to the train station. In this way, I waited in the office until about 4 o'clock in the afternoon and rushed to the factory with Wu Xiaoyang. I found that the factory had two rolls of steel strip missing. The crimping machine stopped working, but the punching machine was still punching holes. I asked Wu Xiaoyang why, and the other party said it was because the punching machine was too busy. I asked the other party to work overtime, and then when I called Mr. Wang, he started not to answer the phone. I asked Wu Xiaoyang to contact Mr. Wang and said that if he worked overtime at night, he would need to complete today's punching task, otherwise it would not be completed tomorrow. I stayed at the factory until 6 o'clock when the punching staff left work and went to eat. The factory did not work overtime at night. Regarding my request for overtime work, Wu Xiaoyang said that he could not solve it. I had no choice but to ask him to take me back to the hotel. On the way back to the hotel, I made a request to leave for the galvanizing factory at 8 a.m. the next day without being late. Wu Xiaoyang agreed. In the evening, I called Mr. Wang and Mr. Hong many times, but to no avail, they always didn't answer or the phone was turned off.

3) At 8 a.m. on September 12, Wu Xiaoyang arrived at the hotel as scheduled and drove to the galvanizing plant. The galvanizing plant was about 75 kilometers away from the city due to heavy pollution, and it took two hours to drive there. I inspected the galvanizing factory and after consultation, I learned about the galvanizing price range of the galvanizing factory. The general galvanizing price of the galvanizing factory in the peak season is around 2,000 yuan/ton - in the off-season, the galvanizing price is around 1,700 yuan/ton. I asked the employees of the galvanizing factory how many brackets the Gulin factory has here. The other party replied that there are more than 40 tons, of which the goods we need are only about 18 tons.