AOKANG Leather Marketing Conference Presents Three Dishes

One report, two training sessions.

This is the three meal at the 2008 marketing work conference held by AOKANG leather products Co., Ltd. in December 1st.

There is only one goal for one year in winter: let 2008 arrive one month ahead of schedule, prepare for the whole year's work and plan for the future.

If it's 365 days a year, AOKANG leather will see 2008 as the 395 day.

Development track AOKANG leather 08 marketing work conference to the field staff prepare the first dish, is the group vice president and leather goods company director Zhao Shuqing made a development outline report.

According to the plan, the development target of AOKANG leather is: 3 years 5 hundred million; 5 years 1 billion; strive to build the first brand of China leather industry, with sales exceeding 100 million yuan in 2008.

All staff will promote the development of leather goods business around the twenty word policy of "strengthening research and development, increasing sales, producing fine products, improving service and improving efficiency".

The report points out that Kanglong brand will continue to play a sports and leisure style in product positioning, AOKANG brand is mainly business and leisure, and the sales network is mainly based on the shopping mall, Wanli Wei and TAOTAO.

At the same time, Zhao Shuqing, vice president of the group and head of AOKANG leather goods, also introduced the five key points of AOKANG leather products in 2008, which focus on product development, development of provincial companies, good service and good sales promotion.

The best way to train the "interlude" feedback is to test the employees in the form of question and answer after class training. This is an effective way to check staff's training content.

After the second course "budget and control" training prepared by the company's financial responsibility, the host specially made questions to the personnel attending the training, and asked them to answer them with the training knowledge they had just learned, and the correct answer would be the opportunity to get the belt offered by the company as a reward.

The staff's enthusiasm has been mobilized once again, and the annual incentive plan is answered by the operators. The marketing department has answered three key points of the budget control. The administrative personnel are not ambiguous about the cost management and approval process. The financial questions and answers raised by the host in ten minutes are all eagerly answered.

Who says that administrative personnel can not be a guide?

This opportunity has come!

Let warehousing, finance, marketing and operators also be a shopping guide, to see what mentality the guide should have, to serve the customers with etiquette, to be a store manager, and to implement those management methods.

The theme of the monopoly management is the training of the basic standard management of the store. It is the third big meal that the company brings to the scene personnel. It also allows the presence of the staff to feel the experience of being a shopping guide.

"Positive people like the sun, where to go, where bright, negative people like the moon, early one, fifteen is different.

As a guide, first of all, we should have a positive attitude and an active tolerance. This is the premise for a good guide.

On this basis, the monopoly management has also explained all the subjects such as welcome etiquette, telephone etiquette, and so on for the staff.

"Through this training, people often think about the details behind communication. As a guide, they sell products to customers, but they are selling services."

An attendant of the training was evaluated.