1. 发展海外销售组织的零售能力。 1.1 制定销售组织的“应该是”结构，并确定“现状”与“应该是”之间的差距。 1.2 定义和部署销售团队的角色和责任，日常任务及相关激励制度。 1.3 根据定义的角色与责任，识别销售团队的能力差距。 1.4 与人力资源部门一起制定和部署培训计划。 2. 系统开发与部署 2.1 it系统（销售与渠道管理功能） o 制定销售与渠道战略和功能框架（渠道结构、客户管理和销售团队管理）。 o 与总部全球it团队合作，根据渠道客户管理和销售团队管理计划开发销售与渠道系统。 o 与区域总部团队和当地业务部门合作，部署销售与渠道系统以推动客户和销售增长。 2.2 it系统（零售管理功能） o 制定零售管理战略和功能框架（零售店管理和现场销售管理）。 o 与总部全球it团队合作，根据零售店管理和现场销售管理计划开发零售店和现场销售管理系统。 o 与区域总部团队和当地业务部门合作，部署零售系统以推动零售店和现场销售的生产力。 3. 数据库连接与业务分析 3.1 全球数据库建设 o 识别美的国际业务集团不同数据库之间的连接类型。 o 定义用于销售与渠道管理系统以及零售管理系统的数据结构。 o 与商业智能团队合作，审查输入到不同类型数据库中的数据质量，并为美的国际业务集团创建干净的数据库。 3.2 业务分析 o 定义销售与渠道管理系统以及零售管理系统所需的数据报告类型。 o 与总部全球it团队合作，开发销售与渠道管理仪表板以推动客户和销售增长。 o 与总部全球it团队合作，开发零售店和现场销售管理仪表板以推动零售店和现场销售的生产力。 4. 贸易营销能力建设 4.1 设计并启动全球促销活动，培训并使国家团队能够进行促销活动/小型活动，提供项目中改善投资回报率的方法和实际指导。 4.2 制定全球客户推广的概念销售并使国家适应。 5. 人才培养 5.1 指导团队直接、培训和引导推动美的国际业务集团所有关键商业情报和系统倡议与计划的发展和部署。 for our sales system ci and trade marketing function, we are currently looking for an experienced leader. from sales and trade marketing organization capabilities development to it tools, training program development and deployment are all in your hands. 1. develop overseas’ sales organization retail capabilities. 1.1 defining sales organization “to be” structure and identify the gap in between “as is” vs “to be” 1.2 define & deploy sales team role & responsibility, daily tasks and related motivation system 1.3 identify the sales team’s the capabilities gaps based on defined r&r 1.4 develop and deploy training programs together with hr 2. system development and deployment 2.1 it systems (sales and channel management function) o develop the sales and channel strategy and functional framework (channel structure, customer management and sales team management) o work with the global hq it team to develop the sales and channel systems based on the channel customer management and sales team management programs. o work with the regional hq team and local business unit to deploy the sales and channel system to drive customer and sales growth. 2.2 it systems (retail management function) o develop the retail management strategy and functional framework (retail store management and field sales management). o work with the global hq it team to develop the retail store and field sales management systems based on the retail store management and field sales management programs. o work with the regional hq team and local business unit to deploy the retail system to drive retail store and field sales productivity. 3. database connection and business analytics 3.1 global database buildup o identify the type of connection across the different databases in the midea international business group. o define the data structure to be utilized for the sales and channel management systems and the retail management systems. o work with the business intelligence team to review the quality of data that is input into the different type of databases and create a clean database for the midea international business group. 3.2 business analytics o define the type of data reports that is needed for the sales and channel management systems and the retail management systems. o work with the global hq it team to develop the sales and channel management dashboards to drive customer and sales growth. o work with the global hq it team to develop the retail store and field sales management dashboards to drive retail store and field sales productivity. 4. trade marketing capability building 4.1 design and initiate global promotion campaign, train and enable country team to conduct promotion event/mini event, providing methodology and hands on coach in projects to improve roi. 4.2 develop global customer sell in conceptual sell and enable country for adaptation 5. people development 5.1 direct, train and guide team in driving the development and deployment of all the key commercial intelligence and systems initiatives and programs in mib aligning with all midea regions and key countries to drive organizational capabilities development and organization transformation to enable business growth will be your main challenge