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Full Sales OIT/C1 responsibility based on Budget set Branches reporting to MOD Regional Leader / Senior Manager:
全權(quán)負(fù)責(zé)自己分公司以及向自己匯報(bào)的分公司的銷售OIT/C1，以達(dá)到預(yù)算要求
– ‘sufficient’ pipeline with ultimate objective of clear visibility of potential ‘hit’ OIT (volume) with quality (pricing and commercial terms) 確保充足的銷售項(xiàng)目儲(chǔ)備，以期清楚了解潛在的高質(zhì)量合同（價(jià)格，商業(yè)條款），完成收入目標(biāo)
– price management (discount control) and right product offering responsibility價(jià)格管理（折扣控制）和正確的產(chǎn)品解決方案
Sales activity improvement and follow up Branches reporting Branches reporting to MOD Regional Leader / Senior Manager:
: 改進(jìn)自己負(fù)責(zé)的分公司以及向自己匯報(bào)的分公司的銷售活動(dòng)，并跟進(jìn)：
– Bi-Weekly Consolidation of Sales funnel data of each Branch每兩周整合一次各分公司的銷售數(shù)據(jù)
– Bi-Weekly sales drumbeat with each MOD Branch Sales-Team and gap closing action plan每兩周與分公司MOD銷售團(tuán)隊(duì)進(jìn)行一次銷售盤點(diǎn)，并制定差距縮小行動(dòng)計(jì)劃
– Business review and gap closing action plan with Branch MOD-Managers and Branch Manager (monthly) 與分公司MOD經(jīng)理和分公司總經(jīng)理一起進(jìn)行業(yè)務(wù)回顧，并制定差距彌補(bǔ)行動(dòng)計(jì)劃（每月）
– OIT forecast update, pipeline analysis, lost tender analysis on a monthly basis每月更新OIT預(yù)測、訂單來源分析、失標(biāo)分析
Active Agent and New, Additional Agent development added (also geographic expansion) Branches reporting to MOD Regional Leader / Senior Manager:
負(fù)責(zé)自己分公司以及向自己匯報(bào)的分公司的活躍代理商管理和開發(fā)新的代理商（包括地域擴(kuò)展）
– Active Agent and New, Additional Agent added development (also geographic expansion) per months reporting for own Branch and Branches reporting to HUB每月報(bào)告活躍代理商和新的代理商開發(fā)狀況
– Update of Agent Status on a monthly basis (group / head-office reporting) 每月更新代理狀態(tài)（集團(tuán)/總部報(bào)告）
– Agent visit planning by responsible person代理商訪問計(jì)劃
– Agents’ assessment and readiness reporting代理商評估和準(zhǔn)備度報(bào)告
Sales performance review and assessment Branches reporting to MOD Regional Leader / Senior Manager:
負(fù)責(zé)對自己分公司以及向自己匯報(bào)的分公司銷售業(yè)績進(jìn)行回顧和評估
Quarterly Human Capital Readiness review per Strategic Job-Family for each MOD branch/MOD-HUB: Salesman, Sales-Manager, Sales-Support and Sales-Engineering每季度對戰(zhàn)略崗位進(jìn)行人力資本準(zhǔn)備度回顧：銷售人員、銷售經(jīng)理、銷售支持和銷售工程
? HCR gap closing action plan together with Head-Office Sales-Management and Branch HR / Branch Manager與總部銷售管理，分公司人力資源以及分公司總經(jīng)理一起制定HCR差距縮小行動(dòng)計(jì)劃
? MOD Sales training/hiring/assessment/PIP follow up MOD銷售培訓(xùn)/招聘/評估/PIP跟進(jìn)
Coordination and close cooperation with High-Rise/PORT and Add-On Business Development Branches reporting to MOD Regional Leader / Senior Manager:
: 負(fù)責(zé)自己分公司以及向自己匯報(bào)的分公司高速梯/PORT,加裝梯業(yè)務(wù)部門緊密合作
– Alignment with Add-On Business development and High-rise/PORT MOD Business-Development與加裝梯業(yè)務(wù)開發(fā)和高速梯/PORT MOD業(yè)務(wù)開發(fā)協(xié)調(diào)一致