This plan is divided into five chapters. For the convenience of reading, each chapter has a content summary and a structure diagram. Readers are advised to browse the first page of each chapter in order to have a quick overall understanding of the plan: all employees in the sales department must read this manual, and if they have any comments and suggestions, they can provide them to the training and development department; All personnel must abide by the relevant regulations.

Chapter 1 Overall Overview of Sales Department

The mission and goal of M brand sales department is to achieve the company's marketing objectives and continuously promote business development by establishing sales channels and building sales teams. The overall structure of the sales department is "3+3" mode: 3 hardware: SLT (sales director) +SSG (sales secretary group) +FSF (field sales team) 3 software: TSD (brand sales mode) +SOS (sales operation system) +PAE (planning and evaluation system). The country is divided into eight major markets, with several regions under its jurisdiction. The career development paths of salespeople are: sales representatives, account managers, market managers and regional managers. Salespeople share common values: ownership, team spirit, integrity and professionalism. Sales staff follow six principles, and strive to achieve the company's marketing objectives and continuously promote the company's business development by establishing extensive, in-depth and efficient sales channels and a high-quality and systematic sales team. "3+3" architecture mode: 3 hardware: SLT+SSG+FSF (sales leading group) (sales secretary group) (on-site sales team) 3 software: TSD+SOS+PAE (brand sales mode) (sales operation system) (planning and evaluation system) SLT- sales leading group: composed of general manager, sales director and deputy sales director. SSG-Secretary Group of Sales Department: composed of three secretaries, responsible for the operation and coordination of OSB process (order, delivery and settlement) and the operation of ies system (information exchange system) of Sales Department. FSF-Field Sales Team: It is composed of marketing manager, regional manager, account manager and sales representative, and is responsible for the specific business operation in each region. TSD-brand sales model: the behavior model of the sales department to establish and manage the national sales channels. Operation system of the sales department: the management system of the organizational structure of the sales department, including the overall structure, roles and responsibilities of departments and personnel, OSB system, ies system, rules and regulations, etc. PAE—- planning-analysis-evaluation system: planning, analyzing and evaluating all departments and levels of the sales department, including three types: annual, quarterly and monthly.

The "3+3" model of sales department can be understood as follows: 3 hardware is like an organic combination of three parts of a person, SLT stands for head, SSG stands for neck and FSF stands for body; Three softwares are like this person's way forward. TSD and SOS are like the roadbed on both sides of the road, which respectively regulate the development mode of enterprise operation and organization construction, while PAE is like a beacon and milestone on this road, prompting the current position and the goal of progress. The sales department pursues the tenet of "people-oriented". Sales managers at all levels are the most valuable resources of the sales department. The company has designed a perfect career development path for sales managers at all levels, constantly providing more challenging positions, more attractive salary and benefits, and higher-level training programs! 1, Nodata, notalk speak with data facts. 2. Results lead everything from results. 3. ClearOGSM has clear thinking and decisive action. 4. ENS-easyneststep considers the easy next step for the other party. 5. Initiate and innovate. 6. Reason and interest pay attention to open source and reduce expenditure.

Chapter II Organization and Personnel Responsibilities of the Sales Department

Sales department is divided into SLT, SSG and FSF. This chapter clearly defines the roles and responsibilities of each organization and personnel, as well as the roles and responsibilities of sales managers at all levels. SLT is responsible for leading the business development and organizational construction of the whole company, and for the coordination between the sales department and other departments. SSG is the nerve center of the sales department, responsible for the communication and coordination within the whole department and the coordination between the sales department and other departments. Specifically responsible for OSB operation coordination and IES system operation. FSF is composed of marketing manager, regional manager and account manager, and is responsible for the company's on-site sales. Fully expand the local distribution network, constantly enrich and adjust the sales team, in order to achieve the company's established sales targets and continuously promote the company's business development. The roles and responsibilities of marketing manager, regional manager and account manager are clear, and their measurement standards are the level of distribution and sales volume and the level of organizational structure operation.

(1) SLT organization

SLT role SLT(SalesLeadershipTeam) refers to the sales leader, which is composed of the general manager, the sales director and the deputy sales director. It comprehensively leads the company's business development and organizational construction, and is responsible for the coordination and cooperation between the sales department and other relevant departments. (2) SLT responsibility 1, business development 1) Establish the overall sales development model of the company (including the overall goal, strategy and operation model, etc. ); 2) Make annual, quarterly and monthly plans for the company's overall sales; 3) On-site work and training of marketing managers and regional managers. 2. Organizational construction 1) Establish and improve the overall operation system of the sales department; 2) Establish a sales team with reasonable quantity and excellent quality; 3) Establish and improve the training system for sales managers. 3. Multi-department coordination 1) Ensure the coordination between the marketing department and the sales department, and closely cooperate with new product development, advertising and sales development; 2) Ensure the close cooperation between sales department, finance department and storage and transportation department in the operation of OSB system. SLT working system 1, SLT monthly meeting (around 5th of each month) 1)SLT reviews the business of last month and establishes the work priorities and targets for next month; If this month is the first month of the quarter, make a quarterly plan. 1 month cases need to make an annual plan; 2)SLT holds OSB meetings with SSG, Finance Department and Storage and Transportation Department every month;

3)SLT holds monthly communication meetings with marketing department and market research department. 2.SLT's monthly work priorities SLT announced this month's work priorities around the 6th, and copied them to SSG and FSF. 1) Sales focus of this month (once, twice) 2) Market target and focus. SLT personnel division of labor and responsibilities 1 General Manager 1) Establish the overall development goals and strategies of the company; 2) Formulate the company's new product development plan and advertising plan; 3) Responsible for the coordination between SLT and its related departments. 2 sales director 1) comprehensively leads the business development of the sales department; 2) Be fully responsible for the organization and construction of the sales department; 3) Take charge of Northeast China, North China, Northwest China and Central China, and manage the whole country at the same time. 3 Deputy Sales Director 1) Fully assist the sales director to establish and improve the national sales system; 2) Under the leadership of the sales director, in charge of the four major markets of Shandong, East China, South China and Southwest China; 3) Establish the training and development system of the sales department; 4) Field work, guiding and training sales managers at all levels; 5) Be responsible for the communication between SLT and SSG, and guide the work of SSG; 6) Develop new markets and undertake other related work arranged by SLT.

(2) SCG organization

1.SSG SSG(SalesSecretaryGroup) refers to the sales secretary group, which consists of three secretaries. Responsible for coordinating the operation of the whole OSB system and IES system. SSG is the communication and coordination center of SLT, FSF, customers, finance department and storage and transportation department. Second, SSG responsibilities 1 coordinating the operation of OSB system 1) comprehensively follow up and coordinate the order-delivery-settlement work of all customers; 2) Responsible for the recording and statistics of relevant data and documents in the OSB process; 2. Be responsible for the operation of IES system 1) Fully coordinate the information exchange of sales department; 2) Provide various reports and statements to SLT and FSF; Punctuality; 3) Act as a communication bridge between SLT and FSF. 3. SSG working system 1SSG monthly meeting (around the 8th of each month) will be presided over by SSG team leader, reviewing the work of last month and setting the work priorities and goals for next month. 2OSB monthly meeting Attend the OSB monthly meeting hosted by SLT to check all the problems in OSB operation of this department and other departments last month.

And improve it. Iv. Division of labor and responsibilities of SSG personnel 1, and team leader-1) is responsible for the normal operation of SSG; 2) lead SSG personnel to complete various tasks; 3) Follow up and coordinate the payment settlement and weekly telephone contact of all customers in Shandong, East China, South China and Southwest China; 4) Responsible for completing the main statements and reports in IES, and urging other personnel to complete the work related to IES; 5) Preside over SSG monthly meeting, evaluate last month's work, and arrange work priorities and objectives for next month; 6) Record and count the problems of each department during the operation of OSB every month, report them at the monthly OSB meeting, and record and number the problems raised at the meeting until they are solved; 7) Update "Customer Credit Rating Table" and "Customer Storage and Transportation Information Maintenance Table" every month; 8) Assist the Deputy Sales Director. 2. The customer service representative-1) is responsible for following up and coordinating the ordering and delivery of all customers in China; 2) Record and count the "Replenishment Record" and "A/R Record" of each customer in China; 3) Be responsible for report statistics in Guangzhou. 3. The customer service representative-1) is responsible for following up and coordinating the payment settlement and weekly telephone contact of all customers in the four major markets of Northeast China, North China, Northwest China and Central China; 2) Be responsible for making some statements and reports in IES; 3) Coordinate the work of the sales director.

(3) FSF organization

1.FSF Role FSF(FieldSalesForce) refers to the field sales team, which is composed of marketing manager, regional manager and account manager. Under the leadership of SLT, FSF strives to achieve the sales target set by SLT and continue to promote business development by establishing a stable and efficient distribution system throughout the country. 2. FSF Responsibility 1 Business Development 1) Complete the sales development plan formulated by the superior to the letter; 2) Constantly establish and improve distribution networks at all levels to achieve established sales targets; 3) Help the dealers to establish a stable and efficient operation system and continuously promote the business development in the main place; 4) Be brave in exploring and innovating, and provide valuable experience summary for the Training and Development Department. 2 organizational construction 1) Establish and constantly enrich and adjust the local sales team according to business needs; 2) Strive to improve the operational efficiency of the organizational structure and constantly optimize the local workflow; 3) Formulate a fair and reasonable personnel evaluation and incentive system, constantly motivate subordinates to achieve the set goals, and strive to improve the cohesion of the organizational structure; 4) According to the training materials provided by the company, train subordinates on site to improve their sales skills;

5) Under the training and guidance of superiors, constantly improve their sales skills and work ability. Iii. FSF job evaluation standard 1 business development 1) sales target completion; 2) Development of distribution system. 2 organizational construction 1) organizational structure and action level 2) improvement of subordinates and individuals' abilities.

(1) Marketing Manager

A marketing manager role marketing manager, abbreviated as MM(MarketManager), is responsible for the company's business development and organizational construction in this market (usually several provinces), with several regional managers and account managers. This is the highest-ranking sales manager in this field at present, reporting directly to SLT manager. The responsibilities of the marketing manager: business expansion, and complete the sales expansion target set by SLT to the letter; 2) Formulate the quarterly and monthly plans of this market, decompose and deploy them to various regions, and regularly follow up, guide and evaluate; 3) Constantly lead and urge subordinates to establish and improve distribution networks throughout the country to achieve established sales targets; 4) Help the core dealers to establish a stable and efficient operation system, and lead their subordinates to establish an operation system for major customers in this market, so as to continuously promote the business development of the markets under their jurisdiction; 5) Be brave in exploration and innovation, constantly sum up and improve in practical work, be good at summing up and improving the valuable experience of yourself and your subordinates, and make suggestions for the Training and Development Department. 2. Organizational construction 1) Establish and constantly enrich and adjust the sales team in this market according to business needs, and guide subordinates to establish local sales teams; 2) Strive to improve the operational efficiency of the organizational structure of the core dealers in this market, and guide subordinates to improve the operational level of the organizational structure of customers; 3) On the basis of the company's principles, formulate a fair and reasonable personnel evaluation and incentive system, constantly motivate subordinates to achieve the set goals, and strive to improve the cohesion of the organizational structure of this market; 4) According to the training materials provided by the company, train subordinates on site to improve their sales skills; 5) Under the guidance of superior training, constantly improve their sales skills and work ability. Three. Market manager's job evaluation standard 1) Sales and distribution level of the market under its jurisdiction 2) Action level of the organizational structure of the market under its jurisdiction 2) Regional manager.

Regional manager role

The regional manager (UM) is responsible for the company's business development and organizational construction in each region. There are several account managers and local sales representatives who report to the marketing manager. Responsibilities of regional manager 1 business development 1) Complete the sales development target set by the superior to the letter; 2) Under the work arrangement of the marketing manager, formulate the quarterly plan and monthly plan of this region, and deploy them to the account manager in a decomposed way, and lead the subordinates to work and assess regularly; 3) Constantly lead and urge subordinates to establish and improve distribution networks throughout the country to achieve established sales targets; 4) personally help the core dealers to establish a stable and efficient action system, lead subordinates to establish the action system of major customers in this market, and continuously promote the business development of the markets under their jurisdiction; 5) Be brave in exploration and innovation, be good at summarizing and improving the work experience of oneself and subordinates, and provide valuable suggestions for superiors. 2) Organizational construction 1) Establish and constantly enrich and adjust the account manager team in this region according to business needs, and guide subordinates to establish local sales teams; 2) Strive to improve the operational efficiency of the organizational structure of core distributors in this region and guide subordinates to improve the operational level of customer organizational structure; 3) On the basis of company principles, formulate a fair and reasonable personnel evaluation and incentive system, constantly motivate subordinates to achieve the set goals, and strive to improve the cohesion of the organizational structure in this region; 4) According to the training materials provided by the company, train subordinates on site to improve their sales skills; 5) Under the training and guidance of superiors, constantly improve their sales skills and work ability. Three. Sales and distribution level in the area under its jurisdiction; job evaluation criteria for regional managers 1 2. Operation Level of Regional Organization Structure (III) Account Manager

A role of account manager, regional manager, referred to as KAM(KeyAccountManager), is responsible for managing the company's important distributors, helping customers to establish and improve the dealer operation system and strengthening the construction of local sales teams. It has several local sales representatives and reports to the regional manager. Responsibility of account manager 1 business development 1) Complete the sales development target set by the superior to the letter; 2) Under the work arrangement of the regional manager, work out its quarterly plan and monthly plan with the dealer, decompose and deploy them to all sales representatives, and lead and urge subordinates to work and assess regularly; 3) Constantly lead and urge subordinates to establish and improve the distribution network of the cities under their jurisdiction, so as to achieve the established sales targets; 4) Help the dealers under their jurisdiction to establish an efficient operation system and continuously promote business development; 5) Be brave in exploration and innovation, be good at summarizing and improving your work experience, and provide valuable suggestions for superiors.

2 organizational construction 1) Establish and constantly enrich and adjust the dealer sales team according to business needs; 2) Strive to improve the organizational structure and operational efficiency of the dealers under its jurisdiction; 3) On the basis of the company's principles, formulate a fair and reasonable personnel evaluation and incentive system, constantly motivate subordinates to achieve the set goals, and strive to improve the cohesion of the organizational structure; 4) According to the training materials provided by the company, conduct on-site training for sales personnel to improve their sales skills; 5) Under the training and guidance of superiors, constantly improve their sales skills and work ability. 3. Post assessment standard for account managers in cities under the jurisdiction of sales volume and distribution level 1 2. The operational level of the customer organization structure under its jurisdiction

Chapter III OSB Operation System of Business Department

The OSB operating system of the sales department standardizes the order-delivery-settlement operation process of the whole company, maximizes the operating efficiency of OSB, and thus provides efficient logistics support for business development. The OSB operation system involves three departments: sales department, finance department and storage and transportation department, with the sales secretary group as the coordination center, and systematically stipulates the responsibilities and operation processes of each department. OSB operation flow is divided into three parts: OP- order processing, SP- goods delivery and BC- payment settlement, and each part includes seven standard operation steps. The operation of OSB system needs the support of customer credit management system. The calculation of customer credit amount is determined according to its historical sales volume, credit status and growth potential, and is obtained through formula calculation and manual adjustment. Credit line is a powerful means for enterprises to guard against customer credit risk. OSB system also needs the cooperation and support of quota management means, POP management system and monthly coordination system of return management system. 1, OSB system overview 2, OSB system design 1, OSB process overview 2, OP process (order processing) 3, SP process (goods delivery) 4, BC process (payment settlement) 1, credit line management system CMR overview 2, credit line quarterly update mechanism 1

Overview of OSB system

OSB system refers to the operating system of the whole process of order-delivery-settlement, which standardizes the work of each link in the OTR cycle and comprehensively improves the operational efficiency and rigor of the whole process from customer order to collection. The whole OSB process is essentially a two-way flow process of physical logistics and capital flow between companies and customers. OSB system is an organic system with SLT as the leading core, SSG as the operation center, and sales department, finance department and storage and transportation department working closely together. Concept explanation: OSB: order-delivery-billing (order-delivery-settlement) OTR: order -OTR: order-remittance (order-payment) SLT: sales leading group (SSG): sales secretary group (sales secretary group) The design objectives of the second OSB system are divided into two categories. System goal is the basis of business goal, and business goal is the measure of system goal. (1) OSB system objectives The principle of the whole OSB system design is normative rigor, with emphasis on three types of objects; —— Customers: distributors and wholesalers directly supplied by M brand companies; -ouder: refers to every order each customer places with M brand company; —— Event: refers to every link and possible situation in the OSB process. 1 each customer) determine the credit line) determine the payment term) determine the sales manager) determine that each customer responsible for SLT members must have a certain credit line, a certain payment term and a certain supervisor to implement it.

Sales manager and a member in charge of SLT. 2 Every order-) Unique CSR-) Unique SCR-) Unique BCR Every order has a unique CSR (customer service representative) to process the order and follow up the delivery, a unique SCR (delivery coordinator) to deliver the goods according to the order, and a unique BCR (settlement and coordination representative) to follow up the collection and customer coordination. 3 Every event ——) The SOP (standard operating procedure) determined must have corresponding operating standard procedures to deal with the beautiful and Italian events in the whole OSB process. (2) OSB business objectives: the realization of OSB system objectives is the basis for achieving OSB business objectives. The OSB business objectives of M brand are: 1 order processing-OP (order processing): the qualified orders received on the same day must be printed out and sent to the storage and transportation department; The order SLT that needs ST (special treatment) must make a decision whether to pass or not before the next day; If it is not completed within the specified time, the relevant departments must fill in the "OSB Problem Record Form" in time and make a written explanation to SLT. 2 delivery -SP (delivery): the storage and transportation department must deliver the goods within 24 hours after receiving the arrival form, with an accuracy rate of 98%; If any goods are not delivered within 48 hours, the storage and transportation department shall make a written explanation to SLT. 3 Payment settlement -BC (bill &; Payment): The sales department shall ensure that 90% of the payment is received within 5 days of the due date.

The second OSB process

Introduction to OSB Process (omitted) Part II OP (Order-Oprossing) Order Processing OP (Order-Oprossing) is a whole process operation specification from nominal order generation to order printing, which consists of seven rings: 1OG(ordergowta) order generation 1) Make an order plan according to the market sales situation. 2) The order plan shall be reviewed and proofread by the account manager. 3) After being approved by the marketing manager, fax it to SSG, and record the order. 2OA(Order acceptance) order receipt 1)SSG will notify the marketing department and customers half an hour after receiving the order. 2)SSG must make an order record. 3QC(qualificationcheck) qualification check 1)SG must carry out product qualification check.

3)SSG must carry out order inspection 4AC(assignmentcheck) quota inspection 1)SSG must carry out quota inspection when processing orders, and cut orders that exceed the quota of customers or regions. 2) When processing the order, SSG has not used up the quota of a certain area, and can move to other areas with the consent of the regional manager. 3)SSG needs to order over quota under special circumstances. SLT must approve 5 cc (credit check)-credit check 5- 1SSG must check the customer's credit: 1) to ensure that the customer has enough valid credit; 2) Ensure that customers have unlimited overdue receivables. 5-2 If the customer meets the above two conditions, submit it to the competent manager of SLT for signature on the same day; 5-3 If the customer has no overdue receivables, but the credit amount exceeds 20%, it shall be submitted to the SLT manager for approval; If it passes, it shall be submitted to the financial department for invoicing; Otherwise, notify the regional manager to make corrections; 5-4 If the customer has overdue receivables or the credit line exceeds 20%, notify the regional manager that the payment must be made first, unless it is necessary to apply for ST: 5-5. You can apply for special trezmentation of ST (ST (special trezmentation):1) in the following circumstances because it is necessary to exceed the credit line to hold an order meeting; 2) The development of other businesses continues to exceed the expected level and other special circumstances. 5-6 When SSG applies for ST, it shall notify three members of SLT for discussion, and attach relevant business records; All three members signed the order, which was regarded as SLT passing. If there is a SLT member on a business trip, SSG can confirm it by phone and sign it by his secretary. The order for applying for ST must be decided within the next day, and the sales manager and customers will be informed of the results in time. 5-7 customers who pay in advance automatically pass the credit check, and the competent manager of SLT has the right to approve the order within the difference of 1 0,000 yuan. 6MA (approved by the manager)-6- 1SSG approved by the manager. After three steps of QC-AC-CC, it is submitted to the SLT manager for approval: 1) The sales director is in charge of the whole country, specifically responsible for the northeast, north, central and northwest markets; 2) The Deputy Sales Director is specifically responsible for the markets in South China, East China, Shandong and Southwest China. 3) If the manager in charge is on a business trip, it shall be deemed as equally authentic if it is signed by his secretary. 7BC(bill generation)-)- Find and print the delivery note 7- 1SSG, and submit the order to the finance department for printing the delivery note through MA; 7-2 The Finance Department must print the delivery note on the day of receiving the order; 7-3SG must be delivered to the storage and transportation department on the day when the purchase order is printed.