商(shang)業(ye)運營管理(li)招商(shang)計劃的跟(gen)進落實

　　標桿企業L企按(an)照四個維度來(lai)確保招商計劃的真正落(luo)地。

　　一是按(an)(an)照三大節點(dian)把控招(zhao)商(shang)計劃：分別按(an)(an)照招(zhao)商(shang)進度達到30%、80%、1三個節點(dian)對招(zhao)商(shang)計劃予以跟進;

　　二是按照(zhao)(zhao)不(bu)同(tong)(tong)的(de)業(ye)態分解招商(shang)子計劃：如按照(zhao)(zhao)餐飲、服(fu)裝、娛(yu)樂等(deng)不(bu)同(tong)(tong)業(ye)態分解成不(bu)同(tong)(tong)的(de)招商(shang)子計劃，體現不(bu)同(tong)(tong)業(ye)態的(de)專業(ye)要求(qiu)，有利于招商(shang)目標達成;

　　三(san)是通過招(zhao)(zhao)商(shang)(shang)分(fen)(fen)級授(shou)權(quan)(quan)確(que)保關鍵招(zhao)(zhao)商(shang)(shang)：L企(qi)的主力(li)店招(zhao)(zhao)商(shang)(shang)由(you)(you)招(zhao)(zhao)商(shang)(shang)總(zong)經(jing)(jing)理親自負責談判(pan)，而次(ci)主力(li)店招(zhao)(zhao)商(shang)(shang)由(you)(you)招(zhao)(zhao)商(shang)(shang)經(jing)(jing)理負責，小商(shang)(shang)鋪的招(zhao)(zhao)商(shang)(shang)由(you)(you)一(yi)般招(zhao)(zhao)商(shang)(shang)主管或員工負責。通過這種分(fen)(fen)級授(shou)權(quan)(quan)模式，確(que)保重(zhong)要招(zhao)(zhao)商(shang)(shang)工作的推動效果;

　　四是實(shi)時(shi)(shi)預警招(zhao)(zhao)(zhao)商(shang)(shang)進(jin)(jin)度：L企(qi)通(tong)過(guo)信息(xi)化平臺，實(shi)時(shi)(shi)提醒招(zhao)(zhao)(zhao)商(shang)(shang)人員每周需要跟(gen)進(jin)(jin)的商(shang)(shang)家有(you)哪些，分別(bie)跟(gen)進(jin)(jin)到(dao)(dao)什么節(jie)點，下一步節(jie)點需要做什么工(gong)作(zuo)等。同時(shi)(shi)還(huan)可(ke)將需要審批的招(zhao)(zhao)(zhao)商(shang)(shang)談判結果實(shi)時(shi)(shi)推送到(dao)(dao)相關(guan)領(ling)導，便于領(ling)導實(shi)時(shi)(shi)關(guan)注，加快審批效率，進(jin)(jin)而加快招(zhao)(zhao)(zhao)商(shang)(shang)談判進(jin)(jin)程。