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陈丽清在全球第四大软件公司任中国区销售总监。她带领的团队工作一直很拼命,她本人也总是亲历亲为,但连续两个季度都未达到区域销售指标。为此,她深感苦恼。 笔者请她描述一下常规工作模式。她说:“通常我将任务、目标分解到每个人,根据他们每周每月的销售预测报表进行跟踪,督促他们加速推进项目进展,也就是使用‘盯’人战术。” 陈属下有3位行业销售经理,但她却没有让他们承担带动下属的任务,因为陈认为他们不够得
Chen Liqing in the world's fourth largest software company in China sales director. She led the team work has been very hard, she is always personally experienced, but for two consecutive quarters did not meet the regional sales targets. To this end, she was deeply distressed. I asked her to describe the general mode of work. “I typically track down tasks and goals to everyone based on their weekly sales forecasts, and urge them to speed things up, that is, they use tactics,” she said. Industry sales manager, but she did not let them assume the task led subordinates, because Chen think they are not enough