画地为牢的区域性销售结构已经无法和全国性 KA 合作,我们能否建立一种新的管理模式避免原有模式下的种种弊端? 案例一华东市场的 KA 经理张亮收到南京 KA 主任的汇报,家乐福已经下最后通牒:南京的供货价格必须和昆明一样,否则撤柜。比这更麻烦的是,杭州的分销商已经停止了向本地好又多的供货。问题早有征兆:好又多指责对方送货不及时,要扣压货款:分销商说好又多回款不 We can establish a new management model to avoid the drawbacks of the original model Case one East China market KA manager Zhang Liang received a report from the director of Nanjing KA, Carrefour has made a ultimatum: the price of supply in Nanjing and Kunming must be the same, or withdraw the cabinet. More troubling than this is that distributors in Hangzhou have stopped supplying them with much better supply. The problem has long been a sign: more and more accusations each other delivery is not timely, to be stamped payment: distributors say yes and no back