论文部分内容阅读
关注经销商的各项运营指标,让区域经理真实向更高层面反应经销商的真实情况新时代下共赢关系要讲两个字,共和赢。我特别同意厂家代表说要研究经销商的盈利能力,但我想再强调一下,首先要知道经销商什么情况下属于盈利。我举一个例子,一个经销商店如果要达到盈亏平衡,有两个重要的指标是零服吸收率(编者注:售后服务产生的利润与经销商运营成本的比率)以及它销售的利润。我测算过,如果一个经销商门店的零服吸收率是0.6(即售后服务产生的利润占运营成本的60%),那
Concerned about the dealer’s various operational indicators, so that the regional manager to a higher level of real reaction to the dealer’s true situation under the new era of win-win relationship should say two words, the total win. In particular, I agree with the manufacturer’s representative that it is necessary to study the profitability of distributors. However, I would like to emphasize again that we must first know what the distributors are profitable. Let me give an example. If a retail store is to breakeven, two important indicators are the rate of zero service wear (Editor’s note: the ratio of after-sales service profit to dealer operating costs) and the profit it sells. I have estimated that if a retail store zero wear absorption rate is 0.6 (ie, after-sales service profits accounted for 60% of operating costs), that