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Keep up to date with Linuo's new PV information and get new trends in the PV industry
Linuo PV held the first half of 2017 marketing work conference
Release Time：
2017-04-26
On July 6th and 7th, in order to summarize the marketing work in the first half of the year, identify the shortcomings and fill in the gaps, adapt to the changes in the market as soon as possible, and at the same time promote the full marketing program to seize the market opportunities and reach the annual performance targets, Linuo PV organized a meeting to summarize the first half of the year with the theme of "summarize and improve the orders, full marketing to tap the potential". The meeting was attended by Linuo PV's managerial team, all marketing staff, commercial, marketing, customer service, marketing finance and key management cadres from various departments.
On July 6th and 7th, in order to summarize the marketing work in the first half of the year, identify the shortcomings and fill in the gaps, adapt to the changes in the market as soon as possible, and at the same time promote the full marketing program to seize the market opportunities and reach the annual performance targets, Linuo PV organized a meeting to summarize the first half of the year with the theme of "summarize and improve the orders, full marketing to tap the potential". The meeting was attended by Linuo PV's managerial team, all marketing staff, commercial, marketing, customer service, marketing finance and key management cadres from various departments.
In order to further dig into the company's internal potential and adapt to the severe market situation in the second half of the year, the meeting changed the usual mode of reporting and commenting, firstly, the person in charge of cell and module sales convened a discussion group consisting of production, supply and marketing related departments to visit the factory and laboratory respectively, to understand and grasp the company's current production and operation situation, and carried out an in-depth and detailed discussion on how to achieve customer demand through internal improvement. A series of solutions were developed and put in place, with responsibilities and completion dates.
During the meeting, Mr. Jiang Hongsheng, Deputy General Manager of Linuo Ruit's Household Division, was invited to give a detailed training on channel construction and promotion mode. The training session also included the sharing of business experience in overseas, battery and domestic module sales, where business managers shared their experience and insights in new customer development, large customer introduction and old customer maintenance from their own business, combined with actual customer communication and communication cases, which resonated with other business managers. The experience and insights of new customer development, introduction of large customers and maintenance of old customers were shared, which resonated with other business managers.
Subsequently, each sales department elaborated on the work situation in the first half of the year and the work plan for the second half of the year, made a thorough analysis of the reasons for the gap in indicators, said that they would actively change, adapt to market changes, increase the number of new customers, expand new business models, think of various ways to seize large customer orders to ensure the smooth achievement of sales targets, and at the same time, the changes in customer demand in the second half of the year required the company to improve The corresponding suggestions were put forward, and each department put forward relevant safeguard measures according to the analysis and requirements of the marketing department, combined with the work of the department.
After the marketing report, the company commended and rewarded the top three sales managers for their comprehensive performance in the first half of the year, followed by the marketing department's reading of the company's approved "Full Marketing Management Measures", which requires monthly sales target tasks from the grassroots staff to the general manager, with the higher the position, the larger the task, closely combining the work content with the company's business targets.
The company's managerial team pointed out that although the domestic PV market inevitably declined after "630", the key to completing the operating targets was to improve and enhance the company's internal performance, and as long as our comprehensive strength was better than that of our competitors, we would be able to meet market demand, seize customer orders and stand firm in the market; the sales departments were required to We should not use changes in the market as a pretext, but try to find our own shortcomings, enhance our sense of responsibility, travel more, visit diligently, look for all possible opportunities to find and tap market demand, and not rely entirely on maintaining old customers to complete the target, but should carry forward the wolf spirit and go all out to grab new customers, so as to make a breakthrough in performance. At the same time, the company should start from the aspects of quality, price, delivery time and service that customers are concerned about, take service as a breakthrough at this stage, continuously improve the efficiency and professionalism of customer service, catch up with or even surpass the first-tier domestic enterprises, establish a unique all-round service system, and make great efforts to improve delivery time, shorten delivery The quality of the products is a continuous concern and improvement point for the company, and the cost and efficiency issues are also being improved continuously, and some milestones have been achieved.
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