Chapter 3 Chapter Two Functional Orientation of Sales Manager

The marketing system organization of an enterprise is usually composed of handsome, generals, and soldiers: handsome—use a macro-strategic vision to strategize and win thousands of miles;As the saying goes: "One general is incompetent, and thousands of troops are exhausted." Although the sales manager has "handsome" job responsibilities and skill requirements in the organization of the marketing system, strictly speaking, the sales manager should be a very good " Will". The sales manager is a very special and important position in the marketing system of an enterprise. The subordinate of the sales manager is the regional manager or the provincial manager, and the superior is the head of the sales department or the sales director or vice president of marketing. The backbone of the marketing system.Wu Sangui in the late Ming and early Qing Dynasty, and Nian Gengyao in the Qing Dynasty are typical "sales managers" and "big border officials".

Sales managers have heavy tasks, high pressure, many affairs, and detailed work, but this position is full of challenges, can train people, and is a ladder for personal growth.The sales manager is usually promoted by the regional manager or provincial manager because of outstanding performance. The target position of the sales manager is the head of the sales department or the sales director. Sales managers generally lead the sales of several provinces, and undertake the very difficult sales tasks and network construction of the sales system. They are managers in the sales system of the enterprise. People who bring benefits to enterprises and their employees are those who are good at motivating others to actively take responsibility and actively complete common goals and tasks.

As the manager of the sales department, the sales manager performs the four basic functions of management.The basic functions of management can be summarized as planning, organizing, leading and controlling. Planning refers to the planning of future actions or activities and the supply and use of resources in the future.In fact, planning is a kind of planning for future behavior, which is to prepare for the future through prior arrangements, or work step by step according to the set goals, so as to reduce the impact of future uncertainty on the organization and reduce the future work process. Uncertainty that may arise by itself.

Planning is one of the most important functions of all management functions.Practical and challenging plans are the prerequisite for other work to be carried out smoothly.If the plan is not done well, then in the next work of organization, leadership, control, etc., you will fall into a passive position. As a sales manager, to make a good sales plan, you must first understand the company's overall strategic plan and marketing strategic plan, because if there is no strategic goal, the work of the sales department will have no direction or deviate from the company's strategic direction.Only when you know what the goal is, can you make a specific sales plan, decide how to act and how to use resources to achieve the sales plan, and lead the entire department to move in the right direction.

Organizational work is like the distribution of roles in a theatrical performance. People play different roles to make the whole drama successful.The organizational work of the sales manager is to create an environment that encourages people to complete sales tasks. It needs to be planned to establish a formal role distribution structure system, so that people can coordinate and cooperate by performing their duties, and realize the sales plan smoothly. the goals set.People working in various roles are not only aware of their job task and how it forms an integral part of collective work, but also have the necessary power, means and information to complete the task.The influencing factors that must be considered in establishing an effective organizational structure are: organizational strategy requirements, external environmental conditions, organizational scale and development stage, technology and equipment level, personnel thinking and quality, etc.

In order for the framework designed by the organization to be able to operate in practice, it is necessary to select suitable personnel for different jobs.The basic requirement of employing people is to analyze the different characteristics of people and things, seek the best combination of people and things, and realize the continuous development of people and things.Its specific work content includes the determination of personnel needs, personnel recruitment, staff placement, promotion, evaluation, formulation of business plans, determination of remuneration and training arrangements, etc.

The creation and organizational design of the sales department will be discussed in detail in the second part of the book. In order to ensure the normal operation of the sales business, the sales manager needs to lead all the salesmen, instructing them on what to do, how to do it, why to do it and when to do it.If you want the salesmen's actions to achieve the desired results, you must try to build a consensus among them, give them a sense of responsibility and a sense of mission, and the salesmen should also know exactly what the company expects of them.So make sure that salespeople understand the overall company sales goals, what specific jobs they have to do and what standards are expected of them.

Knowing the reason for the work will enable the salesperson to work more effectively in accordance with the work procedures and standards.If they understand the purpose of their actions, they will be able to exert their initiative more vigorously.When instructing the salesmen to work, the sales manager must be able to lead the salesmen in the right direction, take the lead, be friendly, and give more praise and less criticism to the subordinates, so as to motivate the salesmen to do better. In order to implement the plan and achieve the goal, the sales manager needs to keep an eye on the development trend of the salesperson and business, formulate various measurement benchmarks, grasp the information feedback, and control the overall sales business and personnel through tracking and assessment.At the same time, the sales manager should also understand how the plan is being carried out, and make some adjustments when necessary. The main task of control is to check the implementation of the plan, find out the gap between the two and the cause of the gap, and provide for It is used when revising plans and formulating new ones.The primary means by which sales managers exercise control are financial analysis and marketing research, including:

(1) Save the materials for implementing the profit plan. (2) Keep media costs under tight control. (3) Prepare the product manager's budget. (4) Make recommendations on the best time to execute the strategy. (5) Measure the effect of promotion. (6) Analyze the production cost of the media. (7) Assess the profitability of customers and regions. (8) Propose sales-oriented financial reports. (9) Assist direct customers to optimize purchasing and inventory policies. (10) Educate the marketing department on the financial implications of the policy. Good reputation and service are very important for a company. It takes a long time to establish a good company image, but it only takes a few minutes to destroy a good image.Therefore, it is necessary to carefully monitor and control the overall service quality of products and enterprise sales.Therefore, the sales manager must be able to fully understand the company's situation, pay close attention to various details, regularly evaluate performance, judge how employees are performing, and pay attention to key management.

Of the four functions of the sales manager described in Figure 2-1, the planning function is the most important to the success or failure of a marketing campaign, although implementing or executing a strategic plan consumes most of the sales manager's time.The sales manager is the most important in formulating marketing strategy in the plan.Because a temporary strategic decision will have a long-term comprehensive impact on the operation of the entire enterprise.If the strategy is correct, success can be achieved with poor execution; if the strategic direction is wrong, no matter how serious the implementation is, it will not be successful, and even the implementation will be distorted, resulting in huge losses.As the famous management scientist Peter Drucker said: "Doing the right thing is more important than doing the right thing."

Planning, organizing, coordinating, and controlling are the four most basic functions of a sales manager, but when they are implemented in specific work, they often take care of one thing and lose the other, making partial generalizations and failing to make sense of it.In fact, the management objects of the sales manager are nothing more than the following three items. People are the most important and most dynamic factor in the sales process, as well as the basis and guarantee for all activities. 1. Choose the right person in the right position Every enterprise hopes to win over excellent sales elites, but the reality often backfires.First of all, what kind of person to use must match the resources that the company can provide. The nature of the job, salary, position, and development prospects should all be considered factors.Secondly, a good business person does not necessarily make a good manager, so choosing the right person in the right position according to the actual situation of the enterprise can build a platform for them to better display their talents.When some companies select front-line business personnel in the initial stage of market development, they often choose those secondary school students or college students who have just entered the society from rural areas. First, they cherish this job more and are more capable of enduring hardships than urban children. Hard-working spirit and enterprise.Pay attention to those grassroots personnel with development potential again, and provide them with more development space. Sales management is dynamic management. Different development stages of the company, changes in the market environment, and improvement of personnel qualifications and skills are all carried out on the job. The basis for setting and personnel adjustment, but dedication, diligence, professionalism, and re-learning ability are always the basis that should be assessed first. 2. Learn to delegate authority and hold subordinates accountable At the beginning, Taylor, the father of management, greatly improved production efficiency by adjusting workers' postures, movements, and steps, and thus established the theory of scientific management. However, the management of sales personnel is different from that of manufacturing companies. Management is used to supervise the behavior of employees, and sales is a job with strong mobility and autonomy, especially for those stationed abroad, which makes sales a job with strong personal initiative.In addition, front-line personnel face customers directly, they are not only product sellers, but also disseminator of corporate culture, and they will encounter many problems that need to be solved every day. Reducing the status of sales staff in the hearts of customers will affect the speed of market response and delay the timing.A salesperson without any rights can only be a machine with no self-confidence and no help for customers.In fact, management is the unification of rights and responsibilities, and the combination of credibility and controllability. Responsibility is the assumption of the results after the use of rights. Enterprises can be assessed through process systems, authority settings, incentive mechanisms, effect evaluations, and market visits.Finally, the self-management of sales employees is the key to management. The company creates a good working atmosphere for employees to build loyalty and responsibility to the company and maximize their potential, because the management of others is always passive. 3. The power of the team "Unity is strength" was a slogan in the past revolutionary period, but the meaning in reality is much richer.As an independent individual, a person needs the recognition and acceptance of the society. Since the salesperson is often outside, he often feels the pressure of competition and the helplessness of the market. As a manager, how to help the team establish its common vision and goals, through the interaction between the top and bottom, Left and right communication, guidance, collaboration, caring, learning, so that every employee feels the support and warmth of the team, so that the implementation is in place without losing passion and creativity. The essence of sales is the process of transforming a product or service from the field of production to the field of consumption.An important function of sales management is not only to ensure timely and sufficient supply of products, but also to ensure inventory optimization and cost leadership. 1. Plan ahead The sales budget comes from historical sales records and from the market forecast for the new year. It must be operable and set some challenges; it must consider both the market size of old products and old markets, and fully consider new products and new markets. growth potential.The acquisition of these data requires not only the support of the front-line sales staff, but also the scientific analysis considered by the managers from the perspective of the company's strategy. The production department and the purchasing department arrange raw material procurement and production according to the sales plan, so the accuracy of the forecast is very important. If the forecast is too high, it will cause a backlog of inventory or even expire; if the forecast is too low, it cannot guarantee the market demand and delay the sales opportunity. 2. Management of Space Transfer From the production unit to the sales company, to the dealer's inventory, and to the shelf at the point of sale, the product does not generate real sales or is only a part of the sales work, it is just a space transfer of inventory.Many companies have produced superficial sales through early investment promotion, channel promotion and other means, but consumers have not made real purchases, which will create obstacles to later sales, and even hidden dangers in the market.Therefore, the management of safety stock is not only an internal matter of the enterprise, but more of an inventory management for customers. Multinational consumer goods companies have clarified the content of inventory management during customer visits, not only to appropriately increase the customer's inventory, but also to ensure stable product shipments.Of course, this has something to do with the incentive settings of many companies.The Coca-Cola Company once divided the salesman's assessment into a 1:1 relationship, that is: sales accounted for 50%, and sales performance accounted for 50%.In addition, according to market segmentation, target market positioning, consumer behavior analysis, channel construction, etc., the products flow reasonably, and the necessary products, required products and non-mainstream products of each channel are distinguished, so as to be targeted. 3. Time transfer management Logistics is the transfer of time and space, and the flow rate of products is another goal pursued by sales companies. Regardless of the launch of new products, target market coverage, product distribution, and the timeliness of promotions, they are all closely linked to time, because speed is the magic weapon to surpass competitors. , the opportunity is not to be missed, time waits for no one. 1. The pursuit of profit Profit is the ultimate goal pursued by enterprises, and good cash flow is the guarantee for healthy development of enterprises.Sales management mainly includes payment management and expense management. 2. Guarantee the safety of payment Due to the absence of China's credit environment and lack of mechanisms, in principle, companies should collect payment before shipping or cash on delivery, but the needs of the market or changes in modern retail formats make the establishment of credit mechanisms very important.Enterprises can reduce risks through credit approval, credit assessment, credit limit and time limit setting and other means, and link it with sales staff income. 3. Control selling expenses Expenses mainly include administrative expenses and promotional expenses.Managers at all levels should be cost-conscious, not only to increase revenue and reduce expenditure, but also to ensure the maximization and optimization of input and output.It is necessary not only to make a budget for the use of expenses in advance, but also to supervise the use of expenses, and to conduct regular effect evaluation and analysis.Many enterprises have redefine their overseas branches from sales centers in the past to cost centers and profit centers.A regional sales manager is actually the local general manager. 1. The role of the "head" This is the most basic and simple role a sales manager has.The manager, by virtue of his formal authority, is the face of a department and must perform many duties of this nature.Some of these responsibilities are routine and some are of an inspirational nature, but all involve interpersonal activities and none involve major information processing or decision-making.In some cases, the sales manager's role is a corporate institutional requirement, such as signing departmental documents; in others, the manager's role is a social necessity, such as presiding over certain events or ceremonies. 2. Leader role As a formal person in charge of the sales department, the sales manager means constantly encouraging subordinates to perform at a high level, and also needs to train and guide subordinates in a planned way so that they can develop their full potential.Be responsible for motivating and guiding subordinates, including hiring, training, evaluating, rewarding, promoting, praising, intervening and even dismissing subordinates.The rhythm of the department is usually determined by the sales manager, and the effectiveness of the sales department depends on the strength and vision that the sales manager injects into the department.The incompetence or negligence of the sales manager often makes the work of the department stand still.The sales manager, as a leader, aligns the individual needs of department members with department goals in order to facilitate effective work. 3. The role of the liaison The liaison role involves the sales manager's vital network of relationships with countless individuals and groups outside the department he leads.Sales managers use a variety of formal and informal channels to establish and maintain the relationship between the department and the outside world.These channels include: participating in various external meetings, participating in various social activities and public affairs, visiting or exchanging information with other department managers, and conducting various formal and informal contacts with other sales-related agency personnel. The liaison role represents the beginning of a critical part of the sales manager job.Managers communicate with the outside world through the liaison role.This connection is then further developed through the roles of information disseminator and negotiator, and access to the benefits and information that this connection provides. 1. The role of the receiver of information Sales activities require a lot of information support, know yourself and your enemy, and win every battle!Sales managers must keep abreast of competitors' trends, consumer responses, and innovative sales methods.Without sufficient or inaccurate information, you will not be able to execute profitable sales actions.The information obtained by the sales manager generally falls into the following five categories: (1) Internal business information: Obtained through standard business reports, special reports from subordinates, inspections of departmental work, etc. (2) Information on external events: such as customers, personnel contacts, competitors, peers, market changes, political changes, technological developments, etc., obtained through subordinates, peer organizations, newspapers, etc. (3) Analytical reports: Obtain analytical reports on various events from various sources (subordinates, peer organizations, or outsiders). (4) Various opinions and tendencies: The sales manager uses many channels to better understand his environment and obtain various new ideas.He attends meetings, reads letters from customers, scans reports from peer groups, and obtains opinions and suggestions from contacts and subordinates. (5) Pressure: All kinds of pressure are also sources of information, such as applications from subordinates, requests from outsiders, opinions from other departments, and questions from social organizations. In addition, the sales manager should also timely feed back the collected information to the relevant departments, so that the company can take specific measures for specific problems and produce marketable products. 2. The role of information disseminator This is when a sales manager disseminates external information to his department and internal information from one subordinate to another.This information can be divided into two types: (1) Information about facts: This type of information can be judged to be correct by some generally accepted measure.A sales manager receives a lot of factual information and passes on much of it to the relevant subordinates. (2) Information about value standards: An important function of this type of information for information disseminators is to transmit statements about value standards in the organization in order to guide subordinates to make correct decisions.Whenever important issues are discussed in the enterprise, information about value standards can be presented by managers of various departments. The sales manager disseminates information about facts or information about value to salespeople, keeping subordinates informed and guiding them in their daily work.The role of disseminator is closely related to the issue of empowerment.Because, if you want to entrust the duties of handling certain affairs to your subordinates, you must disseminate relevant information about handling the affairs to your subordinates. 3. The role of the spokesperson The sales manager is the bridge and emotional link between the manufacturer and the consumer, who feeds back customer information and market information to the manufacturer, and also needs to pass on information about new products, price changes and other business activities of the company to customers in a timely manner, so that Understand customers and win more consumers. "Transmitting information to consumers" itself is also a good communication opportunity. The role of the sales manager's information disseminator is oriented to the interior of the department, while his role of spokesperson is oriented to the outside, disseminating the information of the department to the surrounding environment. The role of the sales manager's spokesperson requires him to convey information to two types of people: the first type is his direct report; the second type is the public outside the enterprise.A sales manager can only maintain his network of contacts if he shares his information with those he contacts.At the same time, information from sales managers must be immediate. In the role of spokesperson, the sales manager is required to be an expert in the sales department.Because of his status and information, the sales manager should also have a lot of knowledge in his department and industry.Therefore, various people outside the department often seek the advice of the sales manager on some issues in the work of the sales department.The position and function of the sales manager in the information system are shown in Figure 2-2. 1. Changemaker role The change maker role of the sales manager means that the sales manager acts as the initiator and designer of many changes in the department within the scope of his remit.Activities in the changemaker role begin by observing work, looking for opportunities and problems.When a problem or opportunity is discovered, if the sales manager thinks it is necessary to take action to improve the current situation of his department, he should propose an improvement plan and organize the department to implement it after reporting to the superior for approval. 2. Troubleshooter role In general, there are two types of breakdowns in sales teams: the first is conflict between subordinates: this is caused by competition for the allocation of resources, conflicts between personalities, or overlapping specialties; the second is departmental Conflict between: This is due to the loss of resources or the danger of loss. Timing is extremely important in troubleshooting.Faults are rarely discovered during routine information processes such as reporting, but usually take the form of "emergency intelligence" escalated to managers by the person who discovered the fault.Sales managers generally prioritize troubleshooting over most other activities.He rearranged his work schedule and devoted himself to troubleshooting the problem so that it could be resolved sooner, giving him more time to come up with an improved solution.The sales manager's troubleshooter role has significant implications.Because, the decision to troubleshoot will set a precedent, which will have a greater or lesser impact on the sales department in the future. 3. Resource allocator role Within the sales team, the sales manager's resource allocator role consists of the following three components: (1) Arrange your own time.One of the most valuable resources of a sales manager's time.The sales manager uses timing to announce the importance of certain issues because he spends more time on them.Others are unimportant because he spends little or no time on them. (2) arrange work.The responsibility of the sales manager is to establish a work system for his department, specifying what to do, who will do it, through what organization, how to do it, etc. This type of decision involves basic resource allocation, and is generally the same as the improvement plan made in connection with.These are essentially the work of arranging subordinates.This is an important form of resource allocation. (3) Prior approval for the implementation of important decisions.This allows sales managers to maintain continuous control over the allocation of resources.Items to be approved by the sales manager include: improvement plans drawn up by subordinates, troubleshooting measures for minor faults, exceptions to existing procedures and policies, contracts negotiated by subordinates, business budget requirements, etc.The sales manager retains the power of all important decisions of the sales department, which ensures that he can relate these decisions to each other, make them complement each other and prevent conflicts, and choose the best solution under the condition of limited resources.If these powers are dispersed among him, it may lead to incoherent decision-making and inconsistent strategy. Furthermore, the role of negotiator is obviously one of the most important roles for a sales manager.These negotiations include both formal business negotiations and non-programmed negotiations.Negotiation is the exchange of resources on the spot, requiring all kinds of people who can participate in the negotiation to have sufficient power to control various resources and make decisions quickly.For a sales manager, many negotiation occasions require his participation and decision. Within the enterprise, each department has a certain degree of independence, which will cause some frictions, large or small, among them. When this friction is too large, it may affect the production and operation of the enterprise. operate.However, the self-discipline and self-regulation capabilities of each department are limited, so it is difficult to achieve coordination and consensus only relying on the self-consciousness of the departments.In this case, someone needs to act as a regulator to coordinate the behavior of various departments to reduce friction and internal friction within the enterprise, thereby reducing the operating cost of the enterprise and improving operating efficiency.However, not just anyone can play the "role" of a business regulator.As a regulator of an enterprise, he must meet the following conditions: (1) Must have a higher position in the enterprise. (2) Must have relatively comprehensive coordination ability. (3) It is necessary to know where the greatest interests of the enterprise lie, and to be clear about the different goals of each development stage of the enterprise. (4) Must have a relatively clear understanding of the organizational structure of the enterprise, and be familiar with the business of each department. From the analysis of the above four conditions, if the sales manager of the enterprise meets our requirements for an excellent sales manager, including personality, ability and knowledge structure, then he will be the best mediator of internal conflicts in the enterprise Candidates.Since the business of the marketing department is related to all departments of the company, the sales manager understands the organizational structure of the company and the actual business of each department better than others.In addition, the sales manager is the middle and high-level management personnel of the enterprise, and he has a considerable position, so his authority as a mediator is unquestionable, and the sales manager also plays the role of "important staff" of the general manager of the enterprise. As the saying goes, he is the so-called "person with hands and eyes in the sky", which further strengthens his authority as a corporate mediator.All in all, from all aspects, the sales manager is obliged to take on the role of the general coordinator of the internal relationship of the enterprise. Therefore, when a sales manager performs self-"role positioning", a general principle that needs to be grasped is: neither the protagonist nor the secondary.Because, if the sales manager wants to be the "protagonist" in the enterprise, it will cause unnecessary trouble; and if he wants to be a "dragon", he will evade his due responsibilities.Playing the best supporting role is the most appropriate role for a sales manager in the business.This "best supporting role" plays three "roles", namely department heads, staff officers and general coordinators.Only when the tasks undertaken by these three roles are completed, can the sales manager play his role in the enterprise well. 1. Functions of sales manager (1) Demand analysis and sales forecast. (2) Determine the target system and sales tasks of the sales department. (3) Responsible for the company's sales business to obtain the latest market sales information and provide reliable information and basis for planning. (4) Formulation of sales budget and sales plan. (5) Organization of sales force and training of sales staff. (6) Daily management of sales staff. (7) Sales team building and motivation. (8) Prepare monthly, quarterly and annual rental and sales plans and work summaries of the department, ensure the completion of various tasks assigned by the company, and monitor the sales expenses of the department. (9) Responsible for actively seeking the cooperation of various departments on sales, and feeding back information to relevant departments. (10) Supervise and urge the personnel of the department to properly manage the archives. (11) Properly handle customer complaints. (12) Cooperate with relevant departments to coordinate the relationship with customers. (13) Collect and organize customers' rental and sales data, and properly classify, store and archive them, prepare statistical and analysis reports every month, and submit them to relevant departments. (14) Assist in handling customer signing procedures. (15) Assist the Finance Department to do a good job in receivables. (16) Assist the work of other departments of the company. (17) Actively complete the work temporarily arranged by the deputy general manager. 2. Responsibilities of Sales Manager (1) Responsible for the completion of the sales department's work objectives. (2) Be responsible for the rationality and health of the sales network construction. (3) Responsible for ensuring the reputation of dealers. (4) Responsible for ensuring the smooth and timely return of funds. (5) Responsible for the rationality of sales target formulation and decomposition. (6) Responsible for the impact of the sales department on the enterprise. (7) Be responsible for the disciplinary behavior, work order, and overall mental outlook of subordinate employees. (8) Be responsible for the reasonable control of the sales department's budget expenditure. (9) Responsible for the correct implementation of the sales department's workflow. (10) Responsible for the implementation of the rules and regulations that the sales department is responsible for supervision and inspection. (11) Be responsible for the safety of the enterprise secrets in charge of the sales department. (12) Responsible for the impact of the sales department on the company. 3. Authority of Sales Manager (1) The right to manage the employees of the sales department and various business tasks. (2) The right to report to the vice president of marketing. (3) Have the right to advise on screening customers. (4) On-site command of major promotional activities. (5) The right to propose and nominate roles for directly subordinate positions. (6) Have the right to supervise and inspect the work of subordinate employees. (7) Have the right to adjudicate the work disputes of subordinate employees. (8) The right to suggest rewards and punishments to direct subordinates. (9) Have the right to assess the management level, business level and performance of subordinate subordinates. (10) Have control over team activity funds. (11) The right to communicate with relevant government departments and relevant social groups on behalf of the enterprise. (12) Customer complaints and compensation rights within a certain range. (13) The dealer's credit line right within a certain range. (14) Right to return goods. (15) The right to sell goods within a certain range. A chemical company produces and sells hygienic surface materials. Manager Xie of the sales department found that customers often complained about several things during the contact with customers: (1) When the material is processed on the production line, the technical requirements for employees are relatively high. Too much or too little pulling force will affect the quality of the final product, and also increase the waste of materials during the debugging process. (2) The quality of the materials sold is unstable. (3) Sometimes the delivery is not on time. Faced with this phenomenon, Manager Xie organized a departmental meeting to solicit the opinions of the sales staff.The salesman Wang felt that none of these problems could be solved by the department, and at most he could only reflect the situation.Zhang believes that he should directly contact the production department, technology department and transportation department to obtain support from relevant departments.Several other salesmen also believed that this was not the responsibility of the sales department. After careful consideration, manager Xie decided to report directly to the general manager in the form of a written report.After seeing the report, Mr. Li, the general manager, immediately called Mr. Zheng, the deputy general manager of marketing, and asked him to be responsible for solving these problems.After reading the report, Mr. Zheng called Mr. Xie, first blamed him for not reporting to him, and then instructed Mr. Xie to contact the relevant departments directly to solve these problems. Manager Xie contacted the storage and transportation department, production department, supply department, and finance department successively according to Mr. Zheng's instructions, and got the following reply: Storage and transportation department: "Because there is no finished product, the production cannot keep up, so go to the production department." Production Department: "The supply of raw materials is not timely, which affects the production progress, so go to the supply department." Supply Department: "There is not enough funds, go to the Finance Department." Finance Department: "Because the sales department is not able to pay back, the receivables occupy a lot of funds." Technical Department: "Can provide technical support to customers." Quality control department: "The quality control is too strict, let alone deliveries." The question circled around and came back to Manager Xie, but Manager Xie also said: "It's not because of these problems that the customer doesn't pay on time!" What should Manager Xie do now? Question prompt: 1. Where is the crux of the problem? 2. As a sales manager, how do you abide by your responsibilities? 3. Try to point out the direction of Manager Xie's next move.