Click the image to register for participation. A year's plan starts with spring. Spring determines the whole year, referring to strategic layout. At the start of the year, attention is usually paid to goals and their breakdown. In fact, I pay more attention to the logic and rhythm between layout and work. Spring sowing and autumn harvest: this is the logical relationship between work and results. Goals without logic are just the boss making decisions arbitrarily and subordinates making promises casually, which have no practical value and only deceive themselves. From a logical perspective, annual goals are the natural result of the following key words: growth points, breakthrough points (critical points), rhythm, effective work, and intermediate results. Let's talk about these key words below. 1. Only by diverting water from a source can there be flowing water. Where is the water source? Where are the sales growth points? This is not a simple question; it involves judgment about the industry and market. First look up at the road, then bury your head in pulling the cart. Where are the sources of sales growth? Make a list. Sales growth points are the points for work layout. Growth points can be new, such as new products, new markets, new customers, and new structures. Growth points can be originally weak, such as weak customers, weak markets, and weak products. Growth points can be structural, such as product upgrades and structural adjustments. Growth points can be innovative, such as innovative marketing methods, innovative channels, and consumer education. There are many growth points, but finding the ones that belong to you is the key. 2. What is a breakthrough point? It is the point where quantitative accumulation turns into qualitative change, also known as the critical point. Take water as an example: at 0°C, ice melts into water; at 30°C-40°C, it is domestic water; at 100°C, it is boiling water. These are all important breakthrough points. During the quantitative change stage, input may be greater than output; during the qualitative change stage, output is generally greater than input. Within a year, there must be several major breakthrough points; otherwise, input is large and output is small. Without breakthrough points, it is difficult to achieve major sales breakthroughs. By focusing efforts on breakthrough points, sales may achieve major breakthroughs. Generally speaking, significant sales growth comes from breaking through critical points. Before the critical point arrives, do not rush; accumulate slowly. After the critical point arrives, do not be slow; dare to invest and dare to break through. Market maturity is actually a series of breakthroughs at critical points. The first breakthrough point: stand firm; the second breakthrough point: gain influence; the third breakthrough point: lead the market. Each breakthrough point is both a sales breakthrough and a consolidation of market position. Sales growth that can change market position is the most valuable. 3. With rhythm, work becomes coherent and orderly, done in one go. Done in one go does not mean a single breath, but making complex things coherent, unhurried, and rhythmic. To accomplish something, it must be divided into several stages. How these stages connect forms the rhythm. A sense of rhythm tests the ability to decompose complex things first and then restore them. For example, finding growth points does not mean growth from the start, but a series of work, then gradually breaking through critical points, and finally completing. Work that yields results immediately generally does not bring real growth, or even brings overdrawn growth. Between layout, critical points, and results, work needs a sense of rhythm. With a sense of rhythm, you do not panic or rush when things happen. Taking three steps in two will cause you to fall. A sense of rhythm is an option easily overlooked in planning and layout. 4. Not all work can increase volume; some can maintain volume, some can increase volume, some is purely busywork, and some is counterproductive. Sales work should focus on work that contributes to sales growth. Which work contributes to sales growth? Not many people think about this question. Being busy is not performance; diligence does not necessarily bring returns. Sales work must first "define the nature" of the work. Some work only generates expenses, not sales, such as running the market rather than working the market. Some work only maintains sales, not increases volume, such as delivery and maintaining customer relationships. Some work increases volume in the short term but not in the long term, such as trade promotions, channel stuffing, and end-of-month sales pushes. Some work does not increase volume in the short term but does in the long term, such as work to improve the sales fundamentals, like product promotion. Sales work should be based on increasing volume, not maintaining existing volume, and use incremental work to drive existing work. Sales management should not focus on whether subordinates are lazy or diligent, but on whether they contribute to incremental growth. Only work that contributes to sales growth is proactive work that activates and drives other work. Otherwise, you are always in a passive state. 5. Spring sowing and autumn harvest. Spring sowing is the process, autumn harvest is the result. Poor harvest can only be used to adjust work next year. Therefore, result assessment can only be a remedy after the fact. Process assessment is easy to miss the forest for the trees, and can even be turned into a show by some people with ulterior motives. So, in the short term, look at the process; in the long term, look at the results. The most effective is to look at intermediate results. Without intermediate results, there will certainly be no final results. If intermediate results are poor, it is still timely to change the process. [Process - Intermediate Results - Results], the most effective in management procedures is intermediate results. By grasping intermediate results, you connect process and results. Source: Teacher Liu's Forum (ID: liuchunxiong1964)