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Marketing of industrial products -- Analysis of management and control system of marketing organization of industrial products

Hits: 2142 release time: November 25, 2019 14:44:59
The organization and control of industrial product marketing needs a set of perfect management system. We specially set up the project enterprise organization control system here. It is not only a management concept, but also a management system and a highly operational management system.
The management and control system of industrial product marketing organization advocates process management, and the control process is more important than the control result. In sales, a sales project is affected by too many internal and external factors, and its success or failure is difficult to predict and control.
4.1 characteristics of industrial product marketing organization control system
The main purpose is to make the information about the sales process only in the hands of the sales personnel be disclosed to the sales team, sales manager and enterprise
The information of sales personnel is more open, which makes it easier to control the progress of customers;
Make the sales process of the project more clear, standardized and systematic;
Facilitate the division of roles within the project and further strengthen the team cooperation;
Better sales management and sales forecast;
The enterprise should accumulate due sales knowledge and customer resources.


4.2 management and control system of project enterprises in operation


Basic elements: internal purchasing process of customers
The internal purchasing process of customers is to divide and describe the steps that the whole purchasing process must go through from the perspective of customers. By tracking and recording the current status of customer procurement and the response of customers and competitors, it analyzes and determines the current stage of customer procurement according to the division of internal procurement process. Let's have a clearer understanding of how to analyze the eight process stages and which aspects to start from. The customer internal procurement process includes eight stages, as shown in the figure

 

 

Customer internal

Procurement process

 

 

 

 

1. Find the problem and ask the question.

2. Analyze and discuss to determine the budget.

3. Set up a project and set up a team.

4. Establish standards and stabilize objectives.

5. Determine the bidding, preliminary screening.

6. Identify the first choice, screen suppliers.

7. Contract review, cooperative negotiation.

8. Both parties agreed to sign the contract.


1. Find problems and ask questions;
Generally, companies have ready-made suppliers. Our opportunity point is to find dissatisfaction or problems in the cooperation between current customers and existing suppliers. The bigger the problem is, the more favorable our opportunity is. Therefore, at the stage when the buyer's demand is brewing, it is obviously the best time for the seller to intervene in this stage. After all, it is "pre emptive", and the seller can affect the subsequent "procurement standard" of the buyer at this stage.
2. Analyze and discuss to determine the budget;
Understand the current project budget and establish the possibility of project initiation. In case the project budget is less, it is generally necessary to further apply through the boss. At this time, it is more likely to meet with the boss. Sometimes the project manager can't convince his own boss, and may ask you to cooperate with him.
3. Project initiation and team establishment;
After that, the sales consultant should provide accurate information in the project establishment stage. Therefore, it is necessary to have a good understanding of the internal procurement process so as to establish the advantages of project procurement.
4. Establish the standard and stabilize the target;
When the customer's purchasing department begins to collect information and bidding documents, the sales consultant shall confirm the scope of bidding internally, actively understand the contents of technical expression, and participate in the formulation of procurement standards, so as to establish customer relationship and understand the relationship between competitors and customers.
5. Determine the bidding, preliminary screening;
The agent is usually the role of purchasing manager within the customer. He needs to release information and collect information. At the same time, the preliminary screening of qualified suppliers, generally from ten suppliers to three others, paves the way for determining the preferred supplier.
6. Identify the first choice, screen suppliers;
The selection criteria are established through the factors of technical bid and commercial bid, such as price, quality, quality, brand, industry standard, professionalism, relationship and other factors to select the preferred supplier.
7. Contract review, cooperative negotiation;
For the most part, after determining the supplier, the buyer should try to lower the cost in the negotiation and strive for a favorable payment method for the enterprise to reduce the risk. The follow-up implementation of the project largely depends on the specific provisions in the contract terms, so the process is very critical. The customer may organize a negotiation team to discuss the specific terms with the preferred supplier.
8. Both parties agreed to sign the contract.
The legal person of both parties shall sign the contract after the specific business terms are agreed by both parties. Start to enter the specific stage of cooperation and after-sales service. Before this stage, it can be said that the seller is very successful, otherwise, the other party will not choose to cooperate with you. Some people mistakenly think that the sales activities are over, but they haven't. this is just the beginning. How to bind the customer as a loyal customer of the enterprise requires the seller to make efforts in the implementation and maintenance of after-sales customer relationship.
The starting point of purchasing project is internal customer management. The purpose of the suppliers of products and services to understand the internal procurement process of customers is to improve the success rate of project-based sales. Each customer has its own internal purchasing process. If the supplier wants to achieve sales, it must act according to the customer's rules and promote the sales process step by step according to the customer's internal procurement process. If the supplier can't keep going with the customer's internal procurement process, it means that the supplier's project-based sales has failed. Therefore, in project-based sales, suppliers should first pay attention to the internal purchasing process of customers before standardizing the internal sales process of enterprises. If the internal purchasing process is not clear, we don't know how to make timely and accurate response according to the customer's purchase process.
Customer internal purchase process is the basic component of project-based sales process management system. The biggest characteristic of project-based sales is "customer-centered". The practice in actual sales is to respect customers' interests, needs and rules. Therefore, the project-based sales process management system puts "respecting the rules of customers" in the first place, and sales and management are carried out around the internal procurement process of customers. The project-based sales process management system introduces the internal purchasing process of customers from two aspects. First of all, from the perspective of theory promotion, it introduces the general form and steps of internal purchasing process of customers. Secondly, from the perspective of internal purchasing process, how to collect information from customers, how to use internal purchasing process and how to apply it to customers.


Main elements: project oriented sales promotion process
We know that customers at different stages of the internal procurement process are in different states of the sales funnel. With the promotion of internal procurement process, the status of customers is also advancing to the best state at the bottom of the sales funnel, which also means that the success probability of project-based sales is gradually increasing.
How to ensure the smooth progress of internal purchasing process? In other words, as a sales side, what efforts should we make? What we make is to ensure the smooth progress of our internal purchasing process.
Corresponding to the eight stages of customer internal procurement process, the project-based sales promotion process is also composed of eight stages. The eight stages are as follows:
Project approval;
Initial contact;
Scheme design;
Performance display;
Scheme confirmation;
Project evaluation;
Business negotiation;
Signing a deal.
With the development of the eight stages of the project, the success rate of the project will increase with the development of the sales process. In the whole process, the ultimate goal of each stage is to stimulate the customer's interest in US and agree to participate in the next stage of the customer's internal procurement process.


Path to success criteria:

1. Project approval

Customer: find problems and put forward requirements.

Supplier: project initiation.

Milestone: interested.

2. Initial contact

Client: analyze and discuss to determine the budget.

Supplier: preliminary contact.

Milestone: find the right people to handle it.

three conceptual design

Client: set up a project and set up a team.

Supplier: schematic design.

Milestone: preliminary scheme of customization.

4. Performance display

Customer: establish standards and stabilize goals.

Supplier: scheme demonstration and performance demonstration.

Milestone: performance demonstration.

five Scheme confirmation

Client: determine the bidding, preliminary screening.

Supplier: scheme confirmation.

Milestone: submission of formal proposal.

six Project evaluation

Customer: identify the first choice, screen suppliers.

Supplier: project evaluation.

Milestone: project evaluation.

seven business negotiation

Client: cooperative negotiation.

Supplier: cooperative negotiation.

Milestone: cooperative negotiation.

eight Sign a deal

Client: sign up.

Supplier: contract signed.

Milestone: signing a deal


● measure the success of a phase: Milestone
The milestones and success criteria of each stage of project-based sales mainly describe the landmark events when the project-based sales promotion process is in each stage, as well as the characteristics from one stage to the next stage. Although the sales manager can understand the current status of the customer through the internal purchasing process of the customer, or understand the current work of the sales personnel through the project-based sales promotion process, he still has questions: is what the sales personnel do really match the sales progress? This requires a set of criteria to judge the progress and status of sales. It is because of the milestones and success criteria of each stage of project-based sales, it is possible to judge the work done by the sales staff by comparing the stages of internal procurement process and project-based sales promotion process. In addition, the milestones and success criteria of each stage of project-based sales also provide management basis for project-based sales transaction management and control system by reporting the current status of sales projects.
The conditions of each stage of project-based sales mainly describe the things or tasks that sales personnel must complete in each stage to make the project-based sales promotion process develop smoothly with the internal procurement process of customers. It can help the sales manager to guide and supervise the sales team and the sales staff, assign the tasks of the next stage, and can also help the sales personnel to formulate the work schedule. The conditions of each stage of project-based sales can be used as the starting point for sales managers to assess sales personnel.


Powerful material analysis: auxiliary tools:
The project-based sales assistant tools mainly describe the different auxiliary tools that the sales personnel need to use in each stage of the project-based sales, and the auxiliary tools that the sales manager needs to use in the project-based sales management. These assistive tools can help the sales staff to:
Record the situation of the sales site;
Record customer information;
Classify and manage different information;
Prompt what should be done at present.
Management elements: project based sales transaction control system
On the one hand, the project-based sales transaction control system can be used to understand the current sales progress and sales success probability of a single sales project, on the other hand, it can also make statistics on the progress of all sales projects of the current enterprise. Project based sales transaction control system can not only be used to understand the situation of enterprise sales, but also can be used to predict the sales of enterprises.
Project based sales transaction management and control system is the management component of project-based sales process management system, and is the platform for sales managers to carry out sales management. In the whole project-based sales process management system, the main role of other elements is to help the sales manager to understand the current situation of sales, while the project-based sales transaction management and control system makes appropriate statistics on the sales status of the enterprise, and finds the abnormal situation in the sales, so as to provide the sales manager with analysis and decision-making.


The role of project-based sales process management system
The functions of project-based sales process management system can be summarized as follows:
First, master the basic information of customers;
Second, keep abreast of the progress of customer purchasing;
Third, keep abreast of sales progress;
Fourth, understand the work of sales staff;
Fifthly, evaluate the sales staff;
Sixth, guide and adjust the work progress;
Seventh, find out the problems in sales;


4.3 advantages of project-based industrial enterprise marketing organization system control


This system skillfully integrates the sales mode and sales skills required by project-based sales into the whole project-based sales process management system, and implements project-based sales by integrating the strength of the whole sales team and even the whole enterprise. It makes the information about the sales process in the hands of the sales personnel open to the sales team, sales manager and enterprise


Successful experience sharing among sales personnel;
The sales manager, as the manager of the whole system, can understand and master the overall control of sales;
The enterprise should accumulate due sales knowledge and customer resources.


Project based sales process management system is a management concept. The project-based sales process management system has its unique views on the management concept.
First of all, the project-based sales process management system advocates process management, and considers that the control process is more important than the control results.
Secondly, in the whole management structure, the project-based sales process management system integrates the separated sales management and sales skills through process management
Finally, in terms of sales skills: find the right person, talk and do the right thing. When making project-based sales, we should first find out which people in the customer have the power to decide the success or failure of sales. Project based sales requires that sales personnel can accurately grasp the internal division of functions of customers and judge which personnel are the "power people" we should contact. After identifying the customer insiders to be contacted, we should focus on building a good relationship with our customers, so that customers have a sense of trust in us. After establishing the trust relationship between supply and demand, we do not need to rush to recommend our products and services to our customers. On the contrary, we should try our best to guide our customers to find their needs. At the same time, we should listen to them, understand their needs, and analyze the breakthrough of our successful sales implementation.


Table: key points of project sales

Sales model

Customer centered

Management structure

Focus on Process Management

Sales skills

Find the right person, talk and do the right thing


At present, the sales model and management structure used by many enterprises can not meet the requirements of project-based sales, and have not played a real role. Moreover, in terms of sales skills, although there are many books teaching sales skills, they are only scattered and lack of system. Project sales needs a set of comprehensive and complete sales model, management structure and sales skills.


Common auxiliary tools


1. Call AIDS
Telephone record
No
Completed by: Contact date: mm / DD / yyyy

Serial number

time

Customer name

number

Find who

contact information

Content of telephone communication

Information tracking content

Planned next contact time

Commitment to customers

Work to be done

Completion time

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Customer basic information table

Name of enterprise

 

 

Abbreviation of enterprise

 

 

Enterprise identification / number

 

Customer category

 

General, important, VIP

Source of customers

Advertising feedback, exhibition, regular customer introduction, active door-to-door, sales staff exploration

Legal representative

 

 

contacts

 

 

address

 

 

Key decision makers

 

Postcode

 

 

Telephone

 

 

Fax

 

 

E-mail

 

 

Nature of enterprise

 

Foreign capital, joint venture, state-owned, collective, individual, others

 

Enterprise type

 

Production type, trade type, service type, others

 

Industry of the enterprise

 

Aviation, machinery, electrical appliances, telecommunications, tobacco, information, media, government, others

Main products

 

 

Enterprise scale

 

Annual output value

 

Market share

 

sales volume

 

benefit

 

cost

 

profit

 

Bank of deposit

 

selling expenses

 

Enterprise credit

 

Red, grey, black, white

Account number

 

Abnormal situation

 

Date of information registration

 

 

Information entry person

 

 

Information collector

 

 

Information audit mark

 

Information reviewer

 

Information modification record


Contact basic information table
No
Completed by: time:

Customers

 

Customer number

 

full name

 

position

 

Service enterprises

 

Guest status

Preliminary contact, communication, congenial, very good

effect

General members, core members, organizers, decision makers

Nature of relationship

Target customers, business friends, contact's friends, personal friends

Relationship status

No contact, nodding friendship, frequent contact, very iron

Gender

 

Age

 

Political outlook

 

address

 

Postcode

 

Telephone

 

Fax

 

E-mail

 

birthday

 

one's native heath

 

Graduate School

 

major

 

character

Analysis type, performance type, control type, friendly type, unable to determine

interest

 

Love sports

 

Status of family members

 

Social circle

 

Personal credit

 

Date of information registration

 

Information collector

 

Information entry person

 

Information reviewer

 

Information audit mark

 

Information modification record


Comprehensive evaluation of customers
No
Evaluator: Date: mm / DD / yyyy

Customer name

 

Customer number

 

evaluating indicator

weight

Customer 1

2 customers

Industry factors

Industry maturity

 

 

 

Industry profit

 

 

 

Competition

 

 

 

life cycle

history

 

 

 

Life cycle phase

 

 

 

Scale status

Area span

 

 

 

branch

 

 

 

Industry status

 

 

 

Organizational factors

organization structure

 

 

 

Department organization

 

 

 

power structure

 

 

 

Decision makers

 

 

 

Development goals

Long term goals

 

 

 

Short term goals

 

 

 

Business objectives

 

 

 

Business status

Profitability

 

 

 

Technical status

 

 

 

customer

 

 

 

supplier

 

 

 

scope of business

 

 

 

Product service

 

 

 

key problem

 

 

 

Customer relationship

Business communication

 

 

 

Member communication

 

 

 

Comprehensive evaluation

100%

 

 

level


sign:


2. On site visit assistive tools
Customer visit summary report
No
Key Account Manager: Date: mm / DD / yyyy

Customer name

 

Customer number

 

What stage is the visit in

Customer planning and telephone invitation;; customer visit;; submission of preliminary plan;; scheme demonstration and performance demonstration;; demand analysis and scheme determination;; project evaluation;; cooperation negotiation;; transaction

Visitors

 

Visiting time

 

Visit location

 

Main contents of the visit

 

 

 

 

 

 

What are the results to be achieved

 

Visit your companion

 

 

 

Visit the actual situation

Key assessment elements

Our success

Our failure

Customer suggestions

 

 

 

 

 

 

 

 

 

 

 

 

Commitment to customers in the call

Feedback time

person liable

Mission action plan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Appointment of next visit time:

Agree on a place to visit next time:

Purpose of next visit:

Main plans for next visit:

In this regard, the customer plans to take action next:

Suggestions from leaders :

 

Signature: Date:


Note: not necessarily in the second stage, this form must be filled in at any stage of the sales process.






Resource support application form
No
Completed by: Date: mm / DD / yyyy
Classification of customers: class a customer class B customer class C Customer class D Customer

entry name

 

customer

 

Customer number

 

What support is needed

 

 

 

 

 

 

Reasons for support

 

 

 

 

 

 

Support time

 

Forms of support

On business trip, provide professional service and others          

What are the requirements

 

 

 

 

 

Expected target

 

 

 

 

Information annex

 

 

 

 

Approval

Review by department leader

 

Review by general manager

Head of human resource management department

 

 


List of marketing activities

Name of enterprise

 

 

Enterprise identification / number

 

 

Use business type

 

 

Starting time

 

 

Total business volume

 

 

Cost composition

 

Duration of use

 

 

Purchase frequency

 

 

First demand

 

favoured policy

 

 

Tendency to new products

 

 

Quotation of the company

 

 

Company evaluation

 

Business undertaker

 

Business references

 

Special needs

 

Abnormal information

 

 

Abnormal customer tracking information

 

 

Marketing activity record, cost, time

 

 

 

Date of information registration

 

 

Information collector

 

 

Information entry person

 

 

Information reviewer

 

 

Information audit mark

 

 

Modification record information


Customer internal procurement process

step

Procurement process

Person in charge of procurement

position

Considerations

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Customer internal organization chart

The role and attitude of purchasing related persons within customers

project

describe

option

full name

Customer's name

 

post

The client's position in the organization and his position in the customer's organization chart reflect his level

Operation, management and decision making

Department

Department name of the customer

Finance, procurement, use, technology

role

Customer's role in purchasing

Initiator, designer, decision maker, user, evaluator

attitude

Customer attitude towards us

Supporters, neutrals, opponents

contact

How close is the connection with us

Close, frequent, distant and unconnected


Establish customer relationship evaluation analysis chart
No
Completed by: Date:

entry name

 

Item No

 

Project decision maker

Department

Effect on the project

Current relationship

Proportion of projects affected

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Analysis of evaluation results:

 

 

 

 

Completed by: Date:

The leader suggested that:

 

 

 

 

Completed by: Date:


Customer relationship enhancement schedule
No
Completed by: Date:

Project related roles

Driving influence

Relationship with competitors

Activities among competitors

Department of the client

Strengthening Countermeasures

time

game of inspection

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


3. Preliminary scheme type auxiliary tool
Preliminary Research Report
No
Project Manager: Date: mm / DD / yyyy

essential information

Customer name

 

Customer number

 

place

 

Survey date

 

Research Department

 

 

 

 

Research objects

 

 

 

 

post

 

 

 

 

Telephone

 

 

 

 

contacts

 

Telephone

 

Fax

 

EMAIL

 

Research scope

 

Research objectives

 

Research agenda

 

Requirement characteristics and description

 

 

 

 

 

 

Customer focus

 

Customer suggestions

 

Advantages of preliminary scheme

 

Disadvantages of preliminary scheme

 

Improvement measures

 

 

 

 

Suggestions from leaders

 

 

 

Signature: Date:

remarks


Project Manager: Date: mm / DD / yyyy




Customer feedback form
No
Key Account Manager: Date: mm / DD / yyyy

Customer name

 

Customer number

 

entry name

 

Feedback person

Visitors

department

post

effect

personal characteristics

opinion

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Focus:

Comprehensive opinions of Project Manager:

 

 

 

Opinions of sales director:

 

 

 

Technical director / Opinions of project director:


4. Performance demonstration assistant tool
Performance demonstration plan

Customer name

 

Customer number

 

entry name

 

Purpose of communication:

Key personnel for customer participation in performance presentation

full name

department

position

Communication style

managerial style

Concerns

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Key personnel participating in performance demonstration

full name

department

position

Take on the role

For key people

Problems to be solved

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Exchange agenda:

Existing problems or obstacles:

Value to customers:

Possible problems:

Advantages:

How to deal with the problem such as:

Communication to achieve goals:


Summary of Performance Presentation
No
Mm / DD / yyyy: Project Manager

Customer name

 

Customer number

 

entry name

 

Communication time

Week, month, year

Place of exchange

 

Contact name

 

Department and position

 

phone number

 

Scheme demonstration

 

Department

 

Presentation

 

 

 

 

aspect

Our proposal

Customer suggestions

 

 

 

 

 

 

 

 

 

Assistance of important information and resources:

Competitor details

competitor

 

 

advantage

 

 

inferiority

 

 

Improvement measures:

 

 

 

 

 

Suggestions:

 

 

Signature of leader:

Date:


5. Auxiliary tools for scheme design
Basic information table of key decision makers
No
Completed by: Date:

full name

 

 

position

 

 

Service enterprises

 

Gender

 

 

Age

 

 

Political outlook

 

 

address

 

Postcode

 

 

Telephone

 

 

Fax

 

 

E-mail

 

 

birthday

 

 

one's native heath

 

character

 

Analysis type, performance type, control type, friendly type, unable to determine

interest

 

 

Love sports

 

 

educational background

 

Social experience

 

marital status

 

wedding day

 

Spouse’s Name

 

 

Spouse's birthday

 

Spouse's interests / hobbies

 

Children's name

 

Age of children

 

Children's doting degree

 

Children's birthday

 

Children's interests / hobbies

 

Other members of the family

 

Social circle

 

Personal credit

 

 

Date of information registration

 

Information collector

 

 

Information entry person

 

Information reviewer

 

 

Information audit mark

 

Information modification record


Scheme description
Scheme Specification No.: filling date: mm / DD / yyyy

Customer name

 

Customer number

 

entry name

 

Background:

 

 

 

Purpose of the project:

 

 

 

Project scope and work results:

 

 

Specific work arrangement

 

 

 

 

Cost Description:

 

 

payment method:

 

After sales service description:

 

 

Some special requirements of customers:

 

 

 

 

 

 

 

 

 

 

 


6. Assistant tools for project evaluation
Competitor analysis table
No
Completed by: Date:

Customer name

 

Customer number

 

entry name

 

Evaluation index

weight

Our company

A competitor

B competitor

Standard (1-5)

product quality

 

 

 

 

 

effect

 

 

 

 

 

Price

 

 

 

 

Analysis of influencing factors
No
Completed by: Date:

Customer name

 

Customer number

 

entry name

 

Evaluation index

weight

Relevant departments and personnel

Possibility of improvement

Strategy and method

product quality

 

 

 

 

Service timeliness

 

 

 

 

Price

 

 

 

 

Customer relationship

 

 

 

 

Technical index

 

 

 

 

other

 

 

 

Customer relationship enhancement schedule
No
Completed by: Date:

Customer role

Driving influence

Previous relationships with competitors

Relationship with the development of competitive industries

Responsible personnel of the company

Strengthening Countermeasures

timetable

game of inspection

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

7. Cooperative negotiation assistant tool
List of key procurement standards
No
Completed by: Date:

Customer name

 

Customer number

 

entry name

 

Focus

weight

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

total

100%


Cooperation negotiation plan

Customer name

 

Customer number

 

entry name

 

Negotiation team members

full name

position

duty

contact information

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Client negotiator

full name

position

duty

contact information

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Objectives of cooperation negotiation:

Schedule of cooperation negotiation

 

 

 

 

 

 

Cooperative negotiation plan

Sample contract:

Project manager and member arrangement:

Scope of contract work:

Product strategy and product configuration:

Total price and sub price strategy:

Price discount strategy:

Price floor:

payment method:

Punishment method:

Stage acceptance criteria

Intellectual property agreement

other


Deviation form of commercial terms (format)
No
Completed by: Date: mm / DD / yyyy

Customer name

 

Customer number

 

entry name

 

Serial number

Item number of bidding document

Commercial terms of bidding documents

Commercial terms of bidding documents

explain

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Comprehensive opinions of Account Manager :

 

 

 

 

 

General opinions of sales director :

 

 

 

 


Negotiation record
No
Completed by: Date:

Customer name

 

Customer number

 

entry name

 

Number of negotiations

person in charge

Participants

Client negotiator

date

Main achievements

Comments on Clause amendment

Person in charge of revision

other

information

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Contract review record
No
Completed by: Date: mm / DD / yyyy

Contract name

 

Contract No

 

Customer name

 

Customer number

 

VAT number :

VAT invoice address :

Name of opening bank :

account number :

Tax registration telephone :

Reviewers

full name

position

Department

Review results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Audit summary

Commercial terms

 

 

 

 

Comprehensive opinion

project implementation

 

 

 

 

to examine :

 

 

Date:

approval :

 

 

Date:


Completed by: Date: mm / DD / yyyy






8. Auxiliary tools for signing contracts
Implementation and pre sales handover
No
Completed by: Date:

Contract name

 

Contract No

 

Customer name

 

Customer number

 

entry name

 

Handover date

 

Range of products purchased

 

Product function scope

 

Product standard quotation

 

Implementation of allocation costs

 

Implementation start date and end date

 

Training

 

Scope of project implementation

 

Implementation contents and objectives

 

Major customer commitments

 

remarks

 

sales manager :                  Technical Engineer :                 Project Manager (production manager)


Abnormal customer information table

Name of enterprise

 

 

Enterprise identification / number

 

 

Business type

 

Exception generation type

Too high / Low consumption

Abnormal behavior change

The credit rating is very low

Customer churn

 

Abnormal customer tracking

 

 

 

 

 

 

 

Normal confirmation

 

 

Date of information registration

 

 

Information collector

 

 

Information entry person

 

 

Information reviewer

 

 

Information audit mark

 

 

Information modification record

 

 

 

 

 


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