服务经理工作总结(国外英文资料).doc

服务经理工作总结(国外英文资料) 2004 is an important strategic turning point for XX company. The increasingly fierce price war in the domestic car market and the overall economic environment of the national macro-control have caused great difficulties to the daily operation and development of XX company. In the joint efforts of all staff, XX company made a historic breakthrough, vehicle sales, profits and other indicators hit a record high. As the general manager of XX Branch, it is also honored to be honored as outstanding leadership contribution award. Looking back on my work for the whole year, I feel that I have gained some experience in the following areas and would like to share with my colleagues in the industry. First, strengthen the face of market competition, not relying on price war, subdivision of user groups, the implementation of differentiated marketing In this year the company headquarters issued management index, indicating the spirit of the general manager of XX business meeting in 2004, branch will focus on annual sales work based on the difference of marketing and promotion of the two aspects of quality of service marketing. Facing the increasingly fierce price competition in the market, our Hanyang branch has not blindly entered the price war misunderstanding. I often say, price is a double-edged sword, moderate price promotions are helpful to sales, but unlimited price war is tantamount to suicide. What is the strategy for off-season car sales? We have explored a set of countermeasures: countermeasure 1: strengthen the management of the sales team 1, service process standardization 2, daily work form 3, inspection work rule 4, sales target fine differentiation 5, morning meeting, training regular meeting 6, service index into assessment Countermeasure two: market segmentation, the establishment of differentiated marketing 1. detailed market analysis. We conducted a further breakdown of the key market in the past, different market segments, to develop differe