Lu Ming, who had a background in business management, was demoted to the northwest of Guangxi and inherited a bad situation that no one wanted to take on: inventory backlog for 11 months, cross-selling goods everywhere, and the township market share plummeted from 41% to 19% within a year.
Local dealers believe in favors from wine bureaus when doing business. Lao Zhou has been deeply involved in the area for ten years, weaving a complicated network of favors and setting up cards everywhere.
While others rely on credit bundling channels, Lu Ming only believes in a four-number analysis model: inventory, collection, share, and account period. A four-digit picture reveals all the hidden tricks.
The price war was raging, and Lao Zhou thought he was sure of victory; the audit team suddenly visited, and conflicts between the parties broke out. Based on the data, Lu Ming dismantled the network layer by layer, steadily closed the network, and forcibly regained the northwest Guangxi market.
Before the war ended, he was sent to Binzhou with a transfer order. The local inventory turnover is 240 days, the billing period is as high as 110 days, and the market share is only 12%. Lao Wei, the local gossip, mocked in public: Your data methods cannot break Binzhou's situation.
Lu Ming looked at the constantly beating data on the screen and smiled calmly.
Don't rush to deduce the board, sit on the plastic stool in town first, and then settle everyone's accounts.
