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Linuo PV held the first half of"&≤ 2017 marketing work conference∑παΩ

Release Time：

2017-04-26

On July 6th and 7th, in order to summ♦•​arize the marketing wo∑↔rk in the first half of÷"< the year, identify the shortcomσ >®ings and fill in the gaps  ✔, adapt to the chang>βes in the market as soon as possib♣ "₹le, and at the same time promote the ‍↑✔full marketing program to✘₩→∞ seize the market opportuniti>✔♦es and reach the annual perfo&£₹₩rmance targets, Linuo PV organized  ♥a meeting to summarize the first half o♠₽≈ f the year with the ε>≥theme of "summarize and impφ≠rove the orders, full marketing←€∞→ to tap the potential". The meetinδ‌§ g was attended by Linuo PV's ≠✘♦₩managerial team, all marketing staff,♣♣ commercial, marketing, customer servic$÷e, marketing finance and key managemenσ×t cadres from various departments.

力諾光(guāng)伏召開(kāi)2017年(nián)上(shàng)半年(nián)營銷工(gōng)作(zuò)會(huì)議(yì)

 

On July 6th and 7th, inπ∞¶♥ order to summarize the marketing&♥  work in the first hal&‌↑f of the year, identify th∞ e shortcomings and fill i≥→Ωn the gaps, adapt to the chan©βges in the market as soon as possi‌×ble, and at the same time proφ•mote the full marketing program to sei<α∞​ze the market opportunities and reach tΩε$¶he annual performance tar↔✘↓₩gets, Linuo PV organized a meet αing to summarize the first half o←↑​♣f the year with the theme of "suΩ♣÷×mmarize and improve the ord≥≈βers, full marketing to tapΩ&α the potential". The meeting×ε£₽ was attended by Linuo PV's man×≈agerial team, all marketing staff, comm""ercial, marketing, cus&<✘•tomer service, marketing finance and kασ∑ey management cadres from§↔‌ various departments.

In order to further dig in♣​↔•to the company's internal≠✘ε potential and adapt to the se÷¶£÷vere market situation in th‌∞♥φe second half of the year, the meet ↑ ing changed the usual ↓₽mode of reporting and c↓≥©λommenting, firstly, the pers≈±₩‍on in charge of cell aγ¥₩✘nd module sales convened a discussion Ω♦ £group consisting of production, suppl☆×y and marketing related depart≠±ments to visit the facto¥ πry and laboratory respectively, ↔♠to understand and gra™∑∞↓sp the company's current p‍λ roduction and operatio∑¶≤‍n situation, and carried out an i✔♦• n-depth and detailed discussion on how>π≠≤ to achieve customer demand thr↑ σεough internal improvemeπ‌nt. A series of solutions were♣​≈ developed and put in pla£λce, with responsibiliti≤♣€πes and completion dates.

During the meeting, Mr. Jiang Hongshen•←≈g, Deputy General Manager of Linuo Ru♥γit's Household D★"λivision, was invited to give a detailed≠£₽ training on channel construc☆αtion and promotion mode. The trai↕<‌ning session also included the shariπ‌ng of business experience inΩ∏☆  overseas, battery and domestic modu₩♥≥le sales, where business mana₹$♦ gers shared their experie∏☆nce and insights in new cu♦★≤♠stomer development, large customer iβ•↕ ntroduction and old custo•☆₹mer maintenance from their ow∑δn business, combined ₹ with actual customer communication and ₹<communication cases, & ₹which resonated with ✔↕₩​other business managers. The experience↔πφ​ and insights of new custome§'φπr development, introduction of larg¶‍e customers and maintenance of old c↕∑↓ustomers were shared, which ↑↔↕♦resonated with other business manager "↕s.

Subsequently, each s♠₩ ales department elaborated on t≤₹ ♣he work situation in the    πfirst half of the year&σ and the work plan for the secon&>§d half of the year, ma≥≠de a thorough analysis of the reasons §βfor the gap in indicators, said th ✘∏at they would active>‍ Ωly change, adapt to market ±λ↔←changes, increase the↕​₩" number of new customers, expand new b®₩αusiness models, think of various ways t‌♠®♥o seize large customer orders &☆∞ to ensure the smooth achi¥€§↔evement of sales target÷✔✘✘s, and at the same time,×¥₹ the changes in customer ≠↓<demand in the second ★☆​half of the year required the company t<↓↕≈o improve The corresponding sug≠"βgestions were put forward, and each♠↕ ® department put forwα↓≤ard relevant safeguard β₹'measures according to the analyα♣sis and requirements of the ₩•marketing department, combined with  ₹ the work of the department.

After the marketing r‌↓≈Ωeport, the company commended aλ♣£≈nd rewarded the top thre≠λ→e sales managers for their comprehensi±♥ve performance in the ©$∑‍first half of the year, followed byπ✘π> the marketing depar∞Ωδtment's reading of t≥→≠he company's approved "Fu★&λll Marketing Management Measures&qσ‍★♣uot;, which requires monthly sale  €☆s target tasks from the grassro>♦'∞ots staff to the general mana<☆ger, with the higher the position, theαε✘£ larger the task, closely combini≠₩ng the work content with the co"☆♥mpany's business targets.

The company's managerial team poin€αted out that although the d±‌♠omestic PV market inevitably declin≈↔>ed after "630", theεε"♥ key to completing the operatin"€g targets was to improveβ☆ and enhance the companyβ™9;s internal perform↓₹Ωance, and as long as our c‌±₽omprehensive strength was better thaε•n that of our competitors, ♠δγwe would be able to meet ♦<δ<market demand, seize customer orders an ★≈d stand firm in the market; the sales <÷≠ departments were required t♣×o We should not use chan≥•$☆ges in the market as a pretext,π‍ but try to find our own shortcomings, ¥×​enhance our sense of✘¥Ω responsibility, travel more, visit d₩♠≠iligently, look for all possible opport$αunities to find and tap✔π market demand, and not r©÷ely entirely on maintaining old custo®±₽mers to complete the target≤‌≈, but should carry forward the ÷δwolf spirit and go all out to©∏φ£ grab new customers, so as to ma¥π​¥ke a breakthrough in performance®σ. At the same time, t•∞←he company should start from ±±the aspects of quality, price, delivery₽•÷≤ time and service that₩∞ customers are concernα βΩed about, take service ‌•as a breakthrough at ₹₩≠×this stage, continuously★¶ improve the efficie↓¶Ωncy and professionalism of cust≤✘omer service, catch up wi© th or even surpass the first-tier™£®× domestic enterprises, establish £♣​a unique all-round service ₹<system, and make great efforts to ‌®improve delivery time, sho≤↔rten delivery The qu₩§↔ality of the products is a conti♦>nuous concern and improvement point forα±£ the company, and the∑  cost and efficiency issues are al≤₩λ→so being improved continπ✔uously, and some milestones have been aδ<chieved.

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