工作总结翻译-中英对照
上半年工作亮点及主要不足
The highlight and main insufficient works of the first half of the year
（一） 三个亮点
(1) Three highlights
第一：每月确保完成销量：
追求高增长，是上海公司2010年确立的工作目标，为实现这个目标，每月
确保完成就是必须的，上半年达到了这个工作要求。
The first: Guarantee to realize the target sales goal of the month:
Pursuing a high growth shall be the performance goal of Shanghai Company in 2010; in order to realize this goal, it is required to guarantee to realize the target sales goal of the month; the works of the first half of the year has reached this requirements.
体会：从提出月完成到实施，经理团队走过了一个从碰撞—执行—实现的心理路程
A：每位经理要有责任感——千方百计不留缺口,想方设法缺口最小.
B：每月要有1~2位经理挑大梁——承担义务、填补缺口
C：最高境界：每个区域（部门）咬住每月完成
Comment: From proposing the monthly target to implementation, the manager's group has passed a psychological journey of collision - implementation - realization;
A: Each manager shall have the sense of duty - -Do not leave the insufficient work by every possible means, and try every means to minimum it.
B: 1-2 managers shall play the leading role per month - -Undertake the obligation and fulfill the insufficient works;
C: The highest goal: try every means to realize two target objective of the franchise house per month in each area (department):
专卖店做两件事：
Two things for franchise house
省会城市
开店——关注 空白地级市
百强县级市
Provincial capital
Set up the shop - -Concentration Blank prefecture-level city
County-level cities of 100 tops
开会——俱乐部会议
Have a meeting - -Meeting of the club
取得可喜成绩反映在三个方面：
The gratifying achievements reflected mainly in the following three aspects:
A：南京于6/30开出首家专卖店
完成省会城市至少都有一家专卖店的任务；下半年还将继续上海、省会城市和重要城市的开店步伐，
因为事实证明，大型城市开专卖店的难度低于预期，而实际效果大大好于预期。
A: Nanjing set up the first franchise house in June 30th;
Realize the target of having one franchise house in provincial capital at least; continue the setting up the franchise house in Shanghai, provincial capital and important city in the second half year,
Because the fact is proved, the degree of difficulty of setting up franchise house in large-scale city is lower than expectancy, and the actual effect is better than expected greatly.
B：空白城市——山东省空白地级市的工作有了实质性的进展
淮坊、烟台、滕州、枣庄——七月份开出
临沂、滨州——八月份开出
菏泽、济宁——目标客户洽谈
浙江舟山7月开张
B: Blank city - -There is substantive progress in the work of the blank prefecture-level city of Shandong
Weifang, Yantai, Tengzhou and Zaozhuang - -Open in July
Linyi, Binzhou - -Open in August
Heze, Jining - - negotiation of target customers;
Zhoushan of Zhejiang---Open in July;
C：县级城市开出了10家
C: The city at county level has set up 10 excusive agencies
开会工作：
“开会”——即召开俱乐部会议，来自销售经理们的体会，这是一个
很好带动销售的方法。因为“开会”的形式是把两个功能终端客户有
效集聚的最佳形式。
Meeting work:
“Have a meeting” - -Namely hold club meeting, in view of sales managers experience, this shall be a good method to drive the sale volume. Because the form of “Have a meeting is the best form of gathering the target customer of two functions
The third: With the typical case, promote the general work:
Case one: break the deadlock of retail in Nanjing, take the first step of substantive procedure and move forward
A: the four distributor sign the Yuan contract (May - December); and thanks the original distributor hereinafter:
Finished in the first half of 09 Yuan
Finished in January - April of 10 Yuan
Finished in May - June of 10 Yuan
第三：以典型案例，推动面上工作：
案例一：南京零售打破僵局，迈出实质性推进的第一步
A：四家经销商共签约（5~12月） 万，其中老经销商惠恩祝：
09年上半年完成 万
10年1~4月完成 万
10年5~6月完成 万
B：6/30开出首家专卖店，并相继在7~8月再开2家
B: setting up the first franchise house in June 30th, and in succession set up 2 excusive agencies in July- August
C：江苏省最大的装饰公司锦华使用18.2KG产品，逼出美德兰
C: The largest Jinhua Decoration Corporation of Jiangsu Province used 18.2KG products, forces out the rival of Mei Delan
启示：竞争产生内动力
Comment: Competition may produce the motive force
案例二：浙江省选点以小博大，初显成效
A：管理区域划小，市场份额扩大。同样是六个地级市（温州、金华、嘉兴、丽水、晋州、绍兴）, 增加了1人，带来了可喜的变化
Case 2: The choice of distribution sites in Zhejiang province is to use small to win broad, and the effort has begun to work.
A: Narrow down the management area, and extend volume growth. It is the same that one person was added to the 6 prefecture-level cities (Wenzhou , Jinhua , Jiaxing , Lishui , Jinzhou , Shaoxing), and this has brought a welcome change.
案例三：改造直营客户，带来上海新希望
10年上海市发展了三家具有影响力的涂料经销商，他们各自都有7-8家涂料直营店，他们
的主要客户群是油工和家装渠道
如何提升门店销量？
如何进入家装渠道？
这两个关键问题直接关系到我们产品能否做大
近期，改造这些直营客户，上海有了新举措：
a：人员调整
b：制定家装合作方案
c：引导开出我们专卖店
启示：利益换来内动力
三个案例思考： 破旧立新
破旧——选用适合人员操盘，进行改变
立新——确定实施可行方案，进行操作
Case 3: Reform the direct customers, bring the new hope to Shanghai
Three influential paint distributors has developed in 10 years, each of them has 7 or 8 chain stores, and their main customer groups are painters and decoration industry.
How to increase store sales?
How to enter decoration industry?
These two key problems have direct bearing on expanding our products.
Recently, there are new act to reform these direct sale customers in Shanghai:
a. Turnover
b. Make the proper decorating cooperation plan
c. Lead them to open our specialty store
Revelation: interests bring the impetus
The thinking of the three cases: destroy the old and establish the new.
Destroy the old- use appropriate people to lead the group and make the reform.
Establish the new: make the appropriate plan and carry it out.
（二）两个主要不足：
2. Two kinds of disadvantage
第一：窜货——上海公司由前几年的“原告”变成了今天的“被告”
上半年上海地区发生了五次窜货事件，在此：
首先对被窜货区域表示歉意；
其次重申坚决执行总部防窜货委员会的处理决定；
今天在此想把上海经理团队最新确定的工作思路向大家作一个汇报。’.,
The first one: Cross-Territory Selling—Shanghai Company changed from “accuser” in past a few years to “indictee” now.
In the first half year, 5 cases of Cross-Territory Selling happened in Shanghai region, hereon:
Firstly, apologize to the region where the Cross-Territory Selling happened;
Secondly, I restate we will carry out the decision of Headquarter Anti cross-territory selling committee firmly.
Today, I want to give you a report of the latest working idea of Shanghai manager group.
（1）改变管理机制——
A：三家一级经销商由上海地区经理托管，原先销售同事从事试点区域开发；
现行工作业绩与老客户提成挂钩；
B：对一级经销商坚持提价；促销直接面对终端；
(1) Change the management mechanism-
A: 3 first-level distributors are managed by the manager of Shanghai region; the former marketing colleagues will develop the experimental region.
The performance is related with sales commissions of old customers.
B: Raise the price to first-level distributor, sales promotion is directly faced to terminal.
（2）改变渠道格局：
A：目标是——以上海行政区为单位开设专卖店（10~20家）以每家专卖店
为根据地，创立服务优质品牌效应。
B：结构调整期间做三件事：
第一：引导三家一级经销商以包施工和小项目为重点业务模式，
整顿二级网点；
第二：继续发展油漆涂料直营经销商，以家装合作和油工俱乐部
为重点业务模式，并引导其开出专卖店；
第三：以三个行政区（杨浦、虹口、南汇）为试点，直接开发二
级并寻找出适合商家开设专卖店；
总而言之：
1、上海市的市场份额必须抢，但要走出差异化；
2、窜货行为必须打击，但仅靠堵还不行；
(2) Change the marketing channel structure.
A: the aim is- open 10 to 20 specialty stores in Shanghai administrative region, use every specialty store as based area to develop first class service brand effect.
B: Three matters in the period of changing the structure.
Firstly, lead three first-level distributors to develop construction and small projects as their key business mode.
Rectify the second level networks.
Secondly, continue developing direct painting distributors, use decorating cooperation and painter club as the key business mode, and lead them to open specialty stores.
Thirdly, Use three administrative regions (Yangpu , Hongkou , Nanhui) as experimental unit, develop second class distributor directly and find proper merchant to open specialty store.
Generally speak:
- We must contend for the marked in Shanghai city, but we should have our differentiation.
- We must crack down the cross-territory selling; it is not enough to just stop it.
第二：二级网点
年初上海公司制定了二级网点的工作标准，但半年下来，此项工作没有得到预期的效果。
综上所述：
标准二级网点的建设工作未落到实处，关键是奖罚不分明，检查不到
位，故所以用心做事的人不多。
The second one: the second level network
In the beginning of this year, the Shanghai Company made the working standard of second level network, but this work has not met the expected effect after a half year.
In summary:
The development of second level network is not into effect, the key reasons are that the award and penalty is not distinct, and the work assessing is not enough, and so there are not many people who work very hard.
工作指导思想：
指导思想：整改到位
1、即坚持继续调整和改变的工作指导思想，并且加大力度；
2、调整不合理市场格局；
3、改变不正确的工作作风
The theory and principles of work
The theory and principles: the reform should be in place.
- Stick to regulating and changing the theory and principles of work, and intensify the efforts of it.
- Adjust the unreasonable market structure.
- Change the wrong style of work.
工作措施：
1.确保销量完成责任落实到人；实施奖励方案：
2. 经理团队重点考评工作作风务实程度
A：实施区域（部门）每月重点关注的二件事：
a：向更高目标前进的工作积极性
b：瓶颈口的突破工作推进
B：对工作过程量化指标的考评：
a：专卖店数量及其专卖店建设——是工作重中之重
b：项目部：开发新客户——积累客户
再开发新客户——再积累客户
c：应收账款的风险控制——以扩大我司对经销商的话语权
3. 浦东工厂管理水平的提升
A：产量提高——满足生产产量是当务之急
B：管理到位——要加大对主管以上骨干员工的责任心教育和措施到位
三个要求达标：
a：生产衔接沟通到位；
b：设备安全监督到位；
c：环境卫生检查到位；
Working measures:
- Ensure the sales volume duty is assign to each person and carry out the new reward plan.
-
The manager groups focus on the work style of staff.
- Each department (region) focuses on the two important issues for every month:
- The work ethic to go forward to the higher level targets.
-
Overcome the bottleneck of the work.
- Assess the work procedure by qualitification:
- the number and the development of specialty store- this is the key point of work
- Project department: develop the new clients- accumulate clients
Redevelop the new clients- reaccumulate clients
- Risk control of accounts receivable- Increase our voice to distributors.
-
Raise the management level of Pudong factory
- Increase the output- to fulfill the needs of the production
- Management control is in place- increase the education of sense of responsibility to the key staff whose position is higher than supervisor.
Three requests which should be met:
- production communication is in place
- Equipment safety control is in place
- Environment sanitation examination is in place
2012.11.22