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1. 發(fā)展海外銷售組織的零售能力。 1.1 制定銷售組織的“應(yīng)該是”結(jié)構(gòu)，并確定“現(xiàn)狀”與“應(yīng)該是”之間的差距。 1.2 定義和部署銷售團(tuán)隊(duì)的角色和責(zé)任，日常任務(wù)及相關(guān)激勵(lì)制度。 1.3 根據(jù)定義的角色與責(zé)任，識(shí)別銷售團(tuán)隊(duì)的能力差距。 1.4 與人力資源部門一起制定和部署培訓(xùn)計(jì)劃。 2. 系統(tǒng)開(kāi)發(fā)與部署 2.1 it系統(tǒng)（銷售與渠道管理功能） o 制定銷售與渠道戰(zhàn)略和功能框架（渠道結(jié)構(gòu)、客戶管理和銷售團(tuán)隊(duì)管理）。 o 與總部全球it團(tuán)隊(duì)合作，根據(jù)渠道客戶管理和銷售團(tuán)隊(duì)管理計(jì)劃開(kāi)發(fā)銷售與渠道系統(tǒng)。 o 與區(qū)域總部團(tuán)隊(duì)和當(dāng)?shù)貥I(yè)務(wù)部門合作，部署銷售與渠道系統(tǒng)以推動(dòng)客戶和銷售增長(zhǎng)。 2.2 it系統(tǒng)（零售管理功能） o 制定零售管理戰(zhàn)略和功能框架（零售店管理和現(xiàn)場(chǎng)銷售管理）。 o 與總部全球it團(tuán)隊(duì)合作，根據(jù)零售店管理和現(xiàn)場(chǎng)銷售管理計(jì)劃開(kāi)發(fā)零售店和現(xiàn)場(chǎng)銷售管理系統(tǒng)。 o 與區(qū)域總部團(tuán)隊(duì)和當(dāng)?shù)貥I(yè)務(wù)部門合作，部署零售系統(tǒng)以推動(dòng)零售店和現(xiàn)場(chǎng)銷售的生產(chǎn)力。 3. 數(shù)據(jù)庫(kù)連接與業(yè)務(wù)分析 3.1 全球數(shù)據(jù)庫(kù)建設(shè) o 識(shí)別美的國(guó)際業(yè)務(wù)集團(tuán)不同數(shù)據(jù)庫(kù)之間的連接類型。 o 定義用于銷售與渠道管理系統(tǒng)以及零售管理系統(tǒng)的數(shù)據(jù)結(jié)構(gòu)。 o 與商業(yè)智能團(tuán)隊(duì)合作，審查輸入到不同類型數(shù)據(jù)庫(kù)中的數(shù)據(jù)質(zhì)量，并為美的國(guó)際業(yè)務(wù)集團(tuán)創(chuàng)建干凈的數(shù)據(jù)庫(kù)。 3.2 業(yè)務(wù)分析 o 定義銷售與渠道管理系統(tǒng)以及零售管理系統(tǒng)所需的數(shù)據(jù)報(bào)告類型。 o 與總部全球it團(tuán)隊(duì)合作，開(kāi)發(fā)銷售與渠道管理儀表板以推動(dòng)客戶和銷售增長(zhǎng)。 o 與總部全球it團(tuán)隊(duì)合作，開(kāi)發(fā)零售店和現(xiàn)場(chǎng)銷售管理儀表板以推動(dòng)零售店和現(xiàn)場(chǎng)銷售的生產(chǎn)力。 4. 貿(mào)易營(yíng)銷能力建設(shè) 4.1 設(shè)計(jì)并啟動(dòng)全球促銷活動(dòng)，培訓(xùn)并使國(guó)家團(tuán)隊(duì)能夠進(jìn)行促銷活動(dòng)/小型活動(dòng)，提供項(xiàng)目中改善投資回報(bào)率的方法和實(shí)際指導(dǎo)。 4.2 制定全球客戶推廣的概念銷售并使國(guó)家適應(yīng)。 5. 人才培養(yǎng) 5.1 指導(dǎo)團(tuán)隊(duì)直接、培訓(xùn)和引導(dǎo)推動(dòng)美的國(guó)際業(yè)務(wù)集團(tuán)所有關(guān)鍵商業(yè)情報(bào)和系統(tǒng)倡議與計(jì)劃的發(fā)展和部署。 for our sales system ci and trade marketing function, we are currently looking for an experienced leader. from sales and trade marketing organization capabilities development to it tools, training program development and deployment are all in your hands. 1. develop overseas’ sales organization retail capabilities. 1.1 defining sales organization “to be” structure and identify the gap in between “as is” vs “to be” 1.2 define & deploy sales team role & responsibility, daily tasks and related motivation system 1.3 identify the sales team’s the capabilities gaps based on defined r&r 1.4 develop and deploy training programs together with hr 2. system development and deployment 2.1 it systems (sales and channel management function) o develop the sales and channel strategy and functional framework (channel structure, customer management and sales team management) o work with the global hq it team to develop the sales and channel systems based on the channel customer management and sales team management programs. o work with the regional hq team and local business unit to deploy the sales and channel system to drive customer and sales growth. 2.2 it systems (retail management function) o develop the retail management strategy and functional framework (retail store management and field sales management). o work with the global hq it team to develop the retail store and field sales management systems based on the retail store management and field sales management programs. o work with the regional hq team and local business unit to deploy the retail system to drive retail store and field sales productivity. 3. database connection and business analytics 3.1 global database buildup o identify the type of connection across the different databases in the midea international business group. o define the data structure to be utilized for the sales and channel management systems and the retail management systems. o work with the business intelligence team to review the quality of data that is input into the different type of databases and create a clean database for the midea international business group. 3.2 business analytics o define the type of data reports that is needed for the sales and channel management systems and the retail management systems. o work with the global hq it team to develop the sales and channel management dashboards to drive customer and sales growth. o work with the global hq it team to develop the retail store and field sales management dashboards to drive retail store and field sales productivity. 4. trade marketing capability building 4.1 design and initiate global promotion campaign, train and enable country team to conduct promotion event/mini event, providing methodology and hands on coach in projects to improve roi. 4.2 develop global customer sell in conceptual sell and enable country for adaptation 5. people development 5.1 direct, train and guide team in driving the development and deployment of all the key commercial intelligence and systems initiatives and programs in mib aligning with all midea regions and key countries to drive organizational capabilities development and organization transformation to enable business growth will be your main challenge