--- title: "Heads Up: Two Consecutive Guangzhou Public Courses by Teacher Wei Qing!" description: "Exclusively hosted by Teacher Wei Qing's own company, Guangzhou Lizhishi Consulting Co., Ltd. (sole host, no co-organizers). The course theme is 'Spring Festival Stock Pressure Management & New Year Increment Planning', covering management logic models, methods, and tools. Payment details, course location, date, target audience, fees, and promotional policies are provided." author: "New Distribution" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2017-11-13" language: "en" canonical: "https://xinjignxiao.com/en/articles/heads-up-two-consecutive-guangzhou-public-courses-by-teacher-wei-qing-37fabb5e/" markdown: "https://xinjignxiao.com/en/articles/heads-up-two-consecutive-guangzhou-public-courses-by-teacher-wei-qing-37fabb5e.md" original_source: "https://mp.weixin.qq.com/s/8FimfegsffsqelbMWDmJ9w" translation: "https://xinjignxiao.com/zh/articles/%E6%95%B2%E9%BB%91%E6%9D%BF-%E9%AD%8F%E5%BA%86%E8%80%81%E5%B8%88%E8%BF%9E%E7%BB%AD%E4%B8%A4%E5%9C%BA%E5%B9%BF%E5%B7%9E%E5%85%AC%E5%BC%80%E8%AF%BE-37fabb5e.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/heads-up-two-consecutive-guangzhou-public-courses-by-teacher-wei-qing-37fabb5e/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Heads Up: Two Consecutive Guangzhou Public Courses by Teacher Wei Qing! > Exclusively hosted by Teacher Wei Qing's own company, Guangzhou Lizhishi Consulting Co., Ltd. (sole host, no co-organizers). The course theme is 'Spring Festival Stock Pressure Management & New Year Increment Planning', covering management logic models, methods, and tools. Payment details, course location, date, target audience, fees, and promotional policies are provided. Exclusively hosted by Teacher Wei Qing's own company ****Host: Guangzhou Lizhishi Consulting Co., Ltd. (sole host, no co-organizers)**.** **1.****Course Theme:****'Spring Festival Stock Pressure Management & New Year Increment Planning'****,** Course theme introduction: At the end of the year and beginning of the new year, most companies face two specific tasks: 'Spring Festival peak season stock pressure management' and '2018 new year increment planning'. How to do these two things? Teacher Wei Qing condenses a one-day course to provide management logic models, specific work methods, and implementation tools for these two tasks. **2. Payment Methods** **Corporate Bank Transfer:** Account Name: **Guangzhou Lizhishi Consulting Co., Ltd.** Company Account Number: 223800160471 Bank: Guangzhou Bank, Nanfang Sub-branch **Personal Transfer:** Private message transfer: weiqinglaoshi (Note: Private message transfer is only for the convenience of students; all students can obtain official invoices.) **3.****Course Location:** Guangzhou. The hotel location will be announced via WeChat subscription account before the training. **4.****Course Date:** December 5, 2017, full day. **5.****Class Time:** 9:00 AM to 12:30 PM, 2:00 PM to 5:30 PM. **6.****Target Audience:** * **Industries:** FMCG, paper products, cosmetics, baby products, daily chemicals, building materials, small home appliances, chemical fertilizers and agricultural supplies, and other enterprises willing to learn from the refined management practices of the FMCG industry. * **Audience:** Sales General Managers, Regional Sales Managers and above. **7.****Course Fee:** 5,000 RMB/person/day (This price includes training and lunch for that day. Other accommodation, meals, and transportation costs are borne by the students). **8.****Promotional Policies:** * For more than 5 registrations from the same company, the price is discounted to 4,500 RMB/person/day. * For more than 10 registrations from the same company, the price is discounted to 4,000 RMB/person/day. * All students who pay for this course through our company will receive a copy of Teacher Wei Qing's marketing monograph 'Terminal Sales Sunflower Manual' and 'Distributor Management Upgrade Edition' signed by the teacher. **9.****Price Policy:** No bargaining; please do not ask. This saves communication costs for everyone. **10. Training Quality Commitment:** * **Unconditional Refund if Unsatisfied:** For all students who pay for this course through our company, the first class of the training can be considered a 'cooling-off period'. If students are unsatisfied with the course quality, without asking for reasons, after the first class ends, our company will directly refund. * **Training Effectiveness, Customers as Witnesses:** Large enterprises repeatedly inviting Teacher Wei Qing for series training is the best proof of the quality of Teacher Wei Qing's training. Uni-President Enterprise has invited him 40 times, Midea Group 32 times, Yihai Kerry 10 times, Hengan Group 11 times, TCL Group 14 times, Konka Group 12 times, Lenovo Group 3 times, Jianlibao Group 7 times, Joyoung Appliances 8 times, Supor Group 8 times, Synutra Dairy 15 times, Moutai Group Xijiu Company 12 times, Stanley Fertilizer 22 times, French PAREX Group Davco Building Materials 13 times... inviting Teacher Wei Qing to provide series marketing training. **11. Reservation and Registration Methods & Service Process:** * WeChat: weiqinglaoshi * Email: weiqing@weiqinglaoshi.com # ******'Spring Festival Stock Pressure Management & New Year Increment Planning' Outline** Question 1: Spring Festival/Peak Season Stock Pressure Management **Case: Where do failed Spring Festival/peak season stock pressure efforts fail?** * Discussion: What lessons have various companies learned from year after year of Spring Festival/peak season stock pressure? * Analysis: 30 common management loopholes in Spring Festival/peak season stock pressure management **Main Axis 1 of Spring Festival/Peak Season Stock Pressure Management: Distributor Management** * How to plan distributor layout in advance during the off-season and increase the share of this product in the distributor's business? * How to manage distributors before the Spring Festival/peak season, preparing people, vehicles, goods, money, and warehouse resources in advance? * Logistics efficiency improvement plans for distributors during the Spring Festival/peak season stock pressure period? * How to motivate the distributor team during the Spring Festival/peak season stock pressure period, team assessment model? * How to motivate distributor owners during the Spring Festival/peak season stock pressure period, distributor assessment & policies? **Main Axis 2 of Spring Festival/Peak Season Stock Pressure Management: Finance****** * Financial audits and verification processes during the Spring Festival/peak season stock pressure period? **Main Axis 3 of Spring Festival/Peak Season Stock Pressure Management: Terminals****** * How to expand terminal coverage during the off-season? * Opportunity channels during the Spring Festival/peak season stock pressure period? * Order and methods of terminal stock pressure in opportunity channels during the Spring Festival/peak season stock pressure period **Main Axis 4 of Spring Festival/Peak Season Stock Pressure Management: Team****** * Sales volume indicators and process indicators during the Spring Festival/peak season stock pressure period, how to break down goals and conduct dynamic tracking * Template for assessment system during the Spring Festival/peak season stock pressure period * Upgrade of work standards during the Spring Festival/peak season stock pressure period **Main Axis 5 of Spring Festival/Peak Season Stock Pressure Management: Policies****** * Process for formulating, approving, and revising sales policies during the Spring Festival/peak season stock pressure period **Main Axis 6 of Spring Festival/Peak Season Stock Pressure Management: Logistics****** * How to balance 'production', 'transportation', 'sales', and 'inventory' during the Spring Festival/peak season stock pressure period to maximize efficiency. **Main Axis 7 of Spring Festival/Peak Season Stock Pressure Management: Headquarters Audit****** * Inspection indicators, inspection models, and inspection report templates for the headquarters audit department during the Spring Festival/peak season stock pressure period. Question 2: Annual Sales Planning **Thinking Model for Enterprise Sales Annual Planning** * **Common Problem: Most companies' annual plans are****'** sales task - expense indicators - reward and punishment rules', such annual plans do not bring increment, but rather restrict sales—reversing the order of increment model and financial control * **Annual Planning Thinking Model 1:** How to confirm the growth engine—find high-growth strategic regions and products. * **Annual Planning Thinking Model 2:******Any increment planning project must be matched with a management tracking and inspection system—cannot replace management with assessment. * Case: Suppose next year's company increment plan main axis is 'new product increment'—annual management model for new product sales * Sales department's new product sales assessment system * Sales department's new product sales support system * Sales department's new product sales work standardization system * Sales department's new product sales tracking and monitoring system * **Annual Planning Thinking Model 3: Increment planning decisions cannot be perfect; the effect depends on persistent execution****** * Case: Suppose next year's company increment plan main axis is 'building core store increment'—tracking management system for core store building. * **Annual Planning Thinking Model 4: Increment planning must be implemented into quantifiable key indicators** * Case: Key indicators for the implementation of a well-known FMCG company's annual plan. **Planning Tools for Enterprise Sales Annual Planning****** * Seven increment planning dimensions for annual increment planning—to achieve 'quality' increment * Specific steps and tools for planning next year's increment from the 'improving regional structure' dimension * Specific steps and tools for planning next year's increment from the 'distributor structure' dimension * Specific steps and tools for planning next year's increment from the 'channel structure' dimension * Specific steps and tools for planning next year's increment from the 'terminal structure' dimension * Specific steps and tools for planning next year's increment from the 'price structure' dimension * Specific steps and tools for planning next year's increment from the 'product structure' dimension * Specific steps and tools for planning next year's increment from the 'promotion investment' dimension **Four Support Systems for Annual Increment Planning** * Support System 1: Correction of last year's 'management loopholes' and amplification of 'highlights' * Support System 2: Logistics support—to ensure next year's tasks * Support System 3: Competitive product dynamic management * Support System 4: Personnel management # Special Reminder: During the course, photography is allowed, but audio and video recording are prohibited. If found, you will be asked to leave immediately. Heads Up: Teacher Wei still has this public course this year! Enrollment Brochure for Teacher Wei Qing's Second Public Course of 2017 (December 1, 2, 3) # Scan # Learn the detailed outline of this public course Special Reminder: During the course, photography is allowed, but audio and video recording are prohibited. If found, you will be asked to leave immediately. -END- --- ## Copyright and AI use This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL. Contact: zhaobo258@gmail.com · +86 158 5481 7671