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经销商的生意做大了,在人才引进方面便遇到了“瓶颈”。如何让其以最小的成本收获最大的利益?从1989年开始,珠海的陈老板就开始做洗涤用品的经销生意,这10多年的生意做下来,陈老板的年度生意额已经过亿了。生意做大了,钱也赚了不少,但业务人员的管理让陈老板头痛不已。现在,陈老板承接了30多个厂家的产品,单品总数已经达500多个,业务人员也有50多位了。每天办公室里总是热闹得像赶集,摩擦纠纷不时发生,业务人员之间互相扯皮的事情有增无减。内务管理越来越复
Dealers bigger business, in the introduction of talent will encounter “bottleneck ”. How to make it with the least cost to reap the greatest benefits? From 1989 onwards, Chen Zhuhai, Zhuhai began to do the distribution business detergent, which 10 years of business to do down, Chen boss’s annual turnover has been billions of dollars. Big business, money earned a lot, but the management of business people let Chen boss headache. Now, Chen boss to undertake more than 30 manufacturers of products, the total number of single products has reached more than 500, there are more than 50 business people. Every day in the office is always crowded like a fairground, friction disputes happen from time to time, and things among business people are not bad. Housekeeping is getting more complex