Full Sales OIT/C1 responsibility based on Budget set Branches reporting to MOD Regional Leader / Senior Manager:
全权负责自己分公司以及向自己汇报的分公司的销售OIT/C1，以达到预算要求
– ‘sufficient’ pipeline with ultimate objective of clear visibility of potential ‘hit’ OIT (volume) with quality (pricing and commercial terms) 确保充足的销售项目储备，以期清楚了解潜在的高质量合同（价格，商业条款），完成收入目标
– price management (discount control) and right product offering responsibility价格管理（折扣控制）和正确的产品解决方案
Sales activity improvement and follow up Branches reporting Branches reporting to MOD Regional Leader / Senior Manager:
: 改进自己负责的分公司以及向自己汇报的分公司的销售活动，并跟进：
– Bi-Weekly Consolidation of Sales funnel data of each Branch每两周整合一次各分公司的销售数据
– Bi-Weekly sales drumbeat with each MOD Branch Sales-Team and gap closing action plan每两周与分公司MOD销售团队进行一次销售盘点，并制定差距缩小行动计划
– Business review and gap closing action plan with Branch MOD-Managers and Branch Manager (monthly) 与分公司MOD经理和分公司总经理一起进行业务回顾，并制定差距弥补行动计划（每月）
– OIT forecast update, pipeline analysis, lost tender analysis on a monthly basis每月更新OIT预测、订单来源分析、失标分析
Active Agent and New, Additional Agent development added (also geographic expansion) Branches reporting to MOD Regional Leader / Senior Manager:
负责自己分公司以及向自己汇报的分公司的活跃代理商管理和开发新的代理商（包括地域扩展）
– Active Agent and New, Additional Agent added development (also geographic expansion) per months reporting for own Branch and Branches reporting to HUB每月报告活跃代理商和新的代理商开发状况
– Update of Agent Status on a monthly basis (group / head-office reporting) 每月更新代理状态（集团/总部报告）
– Agent visit planning by responsible person代理商访问计划
– Agents’ assessment and readiness reporting代理商评估和准备度报告
Sales performance review and assessment Branches reporting to MOD Regional Leader / Senior Manager:
负责对自己分公司以及向自己汇报的分公司销售业绩进行回顾和评估
Quarterly Human Capital Readiness review per Strategic Job-Family for each MOD branch/MOD-HUB: Salesman, Sales-Manager, Sales-Support and Sales-Engineering每季度对战略岗位进行人力资本准备度回顾：销售人员、销售经理、销售支持和销售工程
 HCR gap closing action plan together with Head-Office Sales-Management and Branch HR / Branch Manager与总部销售管理，分公司人力资源以及分公司总经理一起制定HCR差距缩小行动计划
 MOD Sales training/hiring/assessment/PIP follow up MOD销售培训/招聘/评估/PIP跟进
Coordination and close cooperation with High-Rise/PORT and Add-On Business Development Branches reporting to MOD Regional Leader / Senior Manager:
: 负责自己分公司以及向自己汇报的分公司高速梯/PORT,加装梯业务部门紧密合作
– Alignment with Add-On Business development and High-rise/PORT MOD Business-Development与加装梯业务开发和高速梯/PORT MOD业务开发协调一致