近段时间的业务活动中,笔者发现一个厂家采取了一手高招:主动规范经营行为,调整自己的销售网点。其具体办法是把销售网点划分“势力范围”,重新调整网点布局,该撤的撤掉,能并的合并。笔者认为此举甚好,好处有以下几点: 一、减少厂方业务推销员的人数及开支,有利于企业增收节支。网点减少,业务人员相应也就减少,这样,也就很自然地把业务能力更强的优秀者突现出来。 二、适应市场需求变化,有利于商 Recently, business activities, I found a manufacturer has taken the best tactics: take the initiative to regulate business practices, adjust their sales outlets. The specific approach is to divide the sales outlets “sphere of influence”, re-adjust the layout of the network, the removal of withdrawal, mergers and mergers. I think the move is very good, the benefits of the following points: First, to reduce the number of factory salesmen and the cost of business is conducive to business income and expenditure savings. Reducing the number of outlets, the corresponding reduction of business personnel, so naturally it will emerge out of the outstanding business ability. Second, to adapt to changes in market demand, is conducive to business