This specification is applicable to prefecture-level tobacco companies that have cancelled the legal person status of district and county companies. This specification specifies the organizational structure, business process and work requirements of the cigarette sales network of prefecture-level tobacco companies. YC/T 206-2006 Cigarette Sales Network Business Specification YC/T206-2006 Standard download decompression password: www.bzxz.net
This specification is applicable to prefecture-level tobacco companies that have cancelled the legal person status of district and county companies. This specification specifies the organizational structure, business process and work requirements of the cigarette sales network of prefecture-level tobacco companies.
This standard is proposed by the State Tobacco Monopoly Administration.
This standard is under the jurisdiction of the National Tobacco Standardization Technical Committee (TC144). This standard
was drafted by: Dalian Tobacco Company, Anhui Provincial Cigarette Sales Company, Hangzhou Tobacco Company, Chengdu Tobacco Company, Taiyuan Tobacco Company, Shanghai Tobacco Trade Center, Xiamen Tobacco Company, Nantong Tobacco Company, and China Tobacco Standardization Research Center.
The main drafters of this standard. He Zehua, Tian Zhongzhen, Zhang Zhiwei, Wang Hong, Jin Chun, Hu Cunzhong, Bi Changmin, Fang Zuying, Dong Wenyan, Zheng Wenbin, Xiang Ruiming, Dai Ye, Wang Yinan, Guo Tianlong, Lv Yanqi, Duan Peili, Zhang Zhongyi, Jiang Zhiqing, Feng Qian, Zhang Xuesong, Zhang Feifei, Zhang Xing, Pan Jianying, Zhang Shaohua, Chen Yijin, Zhang Fuxiang, Dong Guilin, Xu Hailin, Zhuang Jianfa, Tang Yuping.

Preface Ⅴ
Introduction Ⅵ
1 Scope 1
2 General Principles 1
2.1 Principles 1
2.2 Organization 1
2.3 Overall Process 2
3 Marketing Management Department 5
3.1 Composition and main business units 5
3.2 Organizational Structure and Functions of the Marketing Management Department 5
3.2.1 Functions of the Marketing Management Department 5
3.2.2 Job Responsibilities 5
3.3 Business Process of the Marketing Management Department 9
3.3.1 Comprehensive Process of the Marketing Management Department 9
3.3.2 Cigarette Procurement Process 10
3.3.3 Telephone Ordering Process 20
3.3.4 Brand Management Process28
3.3.5 Integrated Information Process34
3.3.6 Customer Relationship Management Process37
3.4 Work Requirements44
3.4.1 Marketing Research and Market Forecasting44
3.4.2 Brand Cultivation and Promotion45 ||tt
|| 3.4.3 Retail Customer Classification and Service Standards45
3.4.4 Cigarette Procurement49
3.4.5 Industrial Enterprise Classification and Service50
3.4.6 Category Management51
3.4.7 Telephone Ordering52
3.4.8 Management and Evaluation of Account Managers54
4 Distribution Department55
4.1 55
4.2 Functions, job settings and overall processes of the distribution department 56
4.2.1 Functions and job settings 56
4.2.2 Job responsibilities 57
4.2.3 Overall processes of the distribution department 57
4.3 Warehousing and distribution department 58
4.3.1 Functions 58
4.3.2 Job settings 58
4.3.3 Job responsibilities 58
4.3.4 Business processes 59
4.3.5 Work requirements 64
4.4 Delivery department 65
4.4.1 Functions 65
4.4.2 Job settings 66
4.4.3 Job responsibilities66
4.4.4 Business process66
4.4.5 Work requirements72
5 Information department74
5.1 Main tasks and business units74
5.2 Functions74
5.3 Job settings74
5.4 Job responsibilities74
5.4.1 Job responsibilities of the information department manager74
5.4.2 Job responsibilities of the system administrator74
5.4.3 Job responsibilities of the network administrator74
5.5 Business process74
5.5.1 Block diagram of the cigarette marketing network information system74
5.5.2 Marketing network information process75
5.5.3 Information management process76
5.6 Work requirements80
5.6.1 Information construction80
5.6.2 Information system maintenance80
5.6.3 Information equipment and facility management81
5.6.4 Establishment and archiving of technical (equipment) archives82
5.6.5 Information technology training82
6 Capital settlement department83
6.1 Business unit83
6.2 Functions83
6.3 Position setting83
6.4 Position responsibilities83
6.4.1 Job responsibilities of settlement clerk83
6.4.2 Job responsibilities of auditor83
6.5 Business Process 84
6.5.1 Comprehensive Fund Settlement Process 84
6.5.2 Procurement settlement process84
6.5.3 Electronic settlement process84
6.5.4 Cash settlement process85
6.6 Work requirements89
6.6.1 Purchase order settlement with industrial enterprises90
6.6.2 Funds settlement with retail customers90
6.6.3 Abnormal (emergency) business processing92
7 Supervision and evaluation department93
7.1 Business unit93 7.2
Functions93
7.3 Position setting93
7.4 Position responsibilities93
7.4.1 Job responsibilities of the supervision and evaluation department manager93
7.4.2 Job responsibilities of the supervision and evaluation staff93
7.4.3 Complaints acceptance officer’s job responsibilities 93
7.5 Business process 94
7.5.1 Supervision work process 94
7.5.2 Job key performance indicator evaluation process 94
7.5.3 Customer opinion handling process 95
7.5.4 Service improvement process 95
7.6 Work requirements 100
7.6.1 Supervision and evaluation 100
7.6.2 Customer satisfaction evaluation 101
7.6.3 Customer opinion handling 101

ICS 65.160
Registration number: 19370-2007
Tobacco industry standard of the People's Republic of China
YC/T206-2006
Cigarette sales network business specification
Guide for cigarette distribution2006-10-13Release
State Tobacco Monopoly Administration
2006-10-13Implementation
Medical Tobacco of the People's Republic of China
Industry standard
Cigarette sales network business specification
YC/T 2662006
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1 Scope
2 General provisions
2.1 Principles
Overall process
3 Marketing management department
3.1 Composition and main business units
3.2 Organization and functions of the marketing management department 3.2.1 Functions of the marketing management department
3.2.2 Job responsibilities
3.3 Business process of the marketing management department
Comprehensive process of marketing management department
Cigarette purchasing process·
Telephone ordering process·
3.3.4 Brand management process..
Comprehensive information process.
Customer relationship management process.
Work requirements…
Marketing research and market forecasting
Brand cultivation and promotion…·
Sales customer classification and service standards
3.4.1 Cigarette purchasing
Classification and service of industrial enterprises..
3.4.6 Category management·
Telephone ordering·
3.4.8 Management and evaluation of account managers
Distribution department·
Composition, main business units and business system items
Functions, job settings and comprehensive process of distribution department 4. 2. 1 Functions and job settings·
4.2.2 Job responsibilities
4.2.3 Comprehensive process of distribution department
4.3 Storage and distribution department
Job settings
Job responsibilities,
YC/T 206—2006
YC/T206-2006
4.3.4 Business process.
Work requirements··
4.4 Delivery department
Job settings·
Job responsibilities·
Business process.
Work requirements·
5 Information department·
Main tasks and business units·
Job settings
Job responsibilities,
Job responsibilities of information department manager
Job responsibilities of system administrator||tt ||Network administrator job responsibilities…
5.5 Business processes.
Cigarette marketing network information system cabinet diagram
Marketing network information process
Information management process
1 Work requirements·
Information construction
Information system maintenance:
Information equipment, facilities and buried
Establishment and archiving of technical (equipment) archives Information technology training
6 Fund settlement department..
Business unit,
Position setting
6.4. Job responsibilities…
Job responsibilities of the settlement clerk.
Job responsibilities of the auditor.
6.5 Business process
6.5.1 Comprehensive process of fund settlement
Purchase settlement process
6,5.3 Electronic settlement process..…..
Cash settlement process·
6.6 Work requirements...
Purchase order settlement with industrial enterprises
6.6.2 Fund settlement with retail customers
6.6.3 Abnormal (emergency) business processing
7 Supervision and evaluation department·
.........
Business unit
7.2 Functions·
7.3 Job setting
7.4 Job responsibilities
7. 4. 1. Supervisory and evaluation department manager's work responsibilities. 7.4.2 Supervisory and evaluation personnel's work responsibilities. 7.4. 3. Complaint acceptance personnel's work responsibilities. 7.5. Business process. Supervisory work process. Position key performance indicator evaluation process. Customer opinion handling process. Service policy improvement process. 7.6. Work requirements. Supervisory and evaluation. Customer satisfaction evaluation. Customer opinion handling. YC/T 206—2006. This standard is proposed by the State Tobacco Monopoly Administration. This standard is under the jurisdiction of the National Tobacco Standardization Technical Committee (TC144). YC/T206—2006
The drafting units of this standard are Dalian Tobacco Company, Anhui Cigarette Sales Company, Hangzhou Tobacco Company, Chengdu Tobacco Company, Taiyuan Tobacco Company, Shanghai Tobacco Trade Center, Xiamen Tobacco Company, Nantong Tobacco Company, and China Tobacco Standardization Research Center. The main drafters of this standard are He Zehua, Tian Zhongzhen, Zhang Zhiwei, Wang Hong, Jin Chun, Hu Cunzhong, Bi Changmin, Fang Zuying, Tong Wenyan, Zheng Wenbin, Xiang Ruiming, Dai Ye, Wang Yinan, Guo Quanlong, Lv Yanqi, Duan Peili, Zhang Zhongyi, Jiang Zhiqing, Feng Qian, Zhang Xuesong, Zhang Feifei, Zhang Xing, Pan Jianying, Zhang Shaohua, Chen Miqiu, Zhang Fuxiang, Tong Guilin, Xu Hailin, Zhuang Jianmei, and Tang Yuping. YC/T 206--2006
China's tobacco industry has grown and developed along with the pace of reform and opening up. When we knocked on the door of WT, we also ushered in the challenge of economic globalization and the hope of further development. Facing future competition, the State Tobacco Monopoly Administration regards the construction of cigarette sales network as a strategic project. Through the unremitting efforts of ten generations of the industry, a modernized national unified and decentralized cigarette sales network has taken shape. However, the main task of the industry is to "deepen reform, promote restructuring, move towards unity and common development" to achieve the goal of creating a world-class cigarette sales network, improve the overall competitiveness of the tobacco industry, and maintain the industry's continuous, stable, coordinated and healthy development. How to maintain the market-oriented reform under the monopoly system, further improve the level of network marketization, improve the network's ability to serve customers, cultivate brands, control the market, and scientifically manage, strive to achieve "three satisfactions", and fully realize the transformation of traditional commerce to modern flow: how to promote the overall advancement of national network construction work under a unified framework, improve the overall level, and build a cigarette sales network that covers urban and rural areas, has complete functions, is high-quality, efficient, economical and practical; how to build a new network pattern with prefecture-level tobacco companies as the main operating entities, so that the organizational structure, business processes and work requirements of the sales network have rules to follow, and cultivate marketing entities full of vitality and vigor, etc., have been put forward as the problems that need to be solved in the process of further advancing network construction to a deeper level. In order to promote the formation of a unified, standardized and orderly network across the country and better guide the industry's network construction work, under the great attention and guidance of Director Jiang Chengkang and Deputy Director He Zehua of the State Tobacco Monopoly Administration, China Cigarette Sales Company organized the compilation of the "Cigarette Sales Network Business Specifications" (hereinafter referred to as the "Specifications"). The "Ship Model" is based on the basic idea that customer needs determine the process model, the process determines the organizational functions, and the organization allocates corporate resources. It takes customer needs as the guide to build a new network architecture that supports the next step of development. The functions of each department have been accurately positioned. Through the reconstruction of the network business process, the company can have better interaction, coordination, and communication between departments and employees during the operation process to meet customer needs to the greatest extent: the management process of the "Standard" is integrated through organization: the network organization is flattened, the decision-making layer, management layer, and execution layer are clearly defined, and the responsibilities are clear.In order to improve work efficiency, business processes are linked horizontally to make reasonable allocation of resources and achieve sharing of management, technology, experience and information. From the perspective of internal processes, complex matters are left to the management level, and clear tasks are assigned to the execution level. Through the strong support of the "backstage" to the "frontstage", high-quality services are provided to customers, reflecting the "one satisfied" network construction platform. The business process in the "Specifications" starts with customers and ends with customers, integrating the idea of ​​supplying goods according to customer orders, from understanding needs, guiding consumption, order procurement, cigarette procurement, payment settlement, logistics distribution to after-sales service, forming a cycle from customer needs, cigarette marketing to customer satisfaction, and establishing a new type of wholesale and retail relationship and E-commerce relationship. The business flow, logistics capital flow, and information flow in the "Specifications" are a complete and unpredictable process. A divisible system. The business flow covers the entire process from procurement to sales and is the core of network business. Through service marketing, the focus has shifted from the previous emphasis on the self-development of a single enterprise to the focus on the common development of all links in the supply chain. Each link in the internal and external value chain of the enterprise is receiving the value contributed by the previous link and contributing value to the next link: achieving a win-win situation for both the enterprise and the customer. In the establishment of distribution departments, municipal-level tobacco companies should focus on long-term development, scientific planning, reasonable layout, cost reduction, efficiency improvement, and better serve the market. Cash flow is the lifeblood of an enterprise, and the standardization implements full-process monitoring of cash flow. This is conducive to the standardized operation of the enterprise, improving the efficiency of capital use and reducing risks. Information flow is the carrier of the enterprise's business process, indicating the force of logistics, supervising the flow of capital flow, and assisting the operation of the enterprise management system. The business flow, logistics flow, and capital flow are integrated through the information flow to form a complete loop, realizing "smooth flow and convergence of four flows". Through unified orders, unified settlement, unified distribution, and unified information platforms, cigarette marketing, logistics distribution, and market management are organically combined, reducing the intermediate links in cigarette circulation and realizing the sharing of various resources. This new business model of "four unifications" improves the productivity of variable inputs, reduces inventory capital utilization, and reduces circulation management costs by allocating fixed costs among more commodities. It increases marginal returns and realizes enterprise economies of scale. And enhance core competitiveness. The specification is divided into six parts: general provisions, sales management department, distribution department, information department, financial accounting department, and intelligence assessment department: department functions, job settings, job responsibilities, business processes and work requirements are set according to different job levels. The specification aims to abolish the legal person status of county-level companies, and cultivate vibrant and dynamic cigarette market operators based on prefecture-level tobacco companies, carry out customer relationship management and service marketing, give full play to the network function of serving customers and cultivating brands, more sensitively reflect the market, effectively control the market, and efficiently serve the market. Through resource system integration, organizational restructuring, business process reconstruction, and service requirement setting, YC/T 2062006
Set up, unify operation standards, innovate enterprise management, establish a modernized cigarette sales network model with flat organization, professional division of labor, scientific process and standardized service
The specification embodies the principle of foresight and guidance. It is a summary and improvement of the industry's experience in building cigarette sales networks over the years, based on careful analysis, comparison and summary of the operation models and practices of advanced network construction, after field investigation, extensive solicitation of opinions, repeated research and discussion, and several revisions. The specification is scientific and standardized, practical, keeping pace with the times, concise and practical, and highly operational. It plays an important guiding role in the overall promotion and comprehensive improvement of the industry's network construction work. 1 Scope
Cigarette Sales Network Business Specification
This standard stipulates the organizational structure, business process, and operation requirements of the cigarette sales network of prefecture-level tobacco companies. This standard applies to prefecture-level tobacco companies that have cancelled the legal person status of district and county companies. 2 General Provisions
2.1 Principles
Adhere to the legislative purpose of the Tobacco Monopoly Law and safeguard the interests of the state and consumers. Adhere to the market-oriented reform under the monopoly system, focus on self-discipline and efficiency, and improve the level of network marketization. 2.2 Organization
2.2.1 Institutions
YC/T206—2006
The organizational structure of this specification mainly refers to the relevant institutions involved in the network business operation of prefecture-level tobacco companies: the establishment of institutions should be guided by customer needs, embodying the principles of simplicity, efficiency and flatness, division of labor and cooperation, responsibility and authority, and process-driven organization. Other organizational structures of prefecture-level tobacco companies should be set up in accordance with relevant regulations of the superior. See Figure 1 for a schematic diagram of the sales network organizational structure. The first level of the public decision
(region)
【Districts and dams】
Marketing:
Figure 1 Schematic diagram of the organizational structure of the cigarette sales network. The marketing management department can set up some (regional) sales departments according to the existing district (county) administrative divisions based on the area, population and customer distribution of the unit, and the principle of integrating market resources, reducing operating costs and improving economic benefits. It can also break the local administrative divisions to set up.
The distribution department adopts a "one-piece distribution model". The planning, construction and renovation of the distribution center should fully consider the total investment cost, traffic conditions, distribution radius, customer volume, regional economy and other factors, and make full use of existing warehousing and distribution resources to avoid waste. For prefecture-level companies with large jurisdictions, long delivery distances, complex environments, poor traffic conditions and high distribution costs, they should set up distribution sub-warehouses or regional transit stations based on actual conditions and manage them uniformly at the distribution center. The distribution sub-warehouse can maintain an appropriate amount of inventory and distribute according to the order information. The regional transfer station has no inventory. The local municipal companies should adopt appropriate distribution methods based on the actual conditions of the distribution radius, customer density, geographical environment, traffic conditions, vehicle conditions, delivery time and distribution costs of the units. 1) Single warehouse: Establish distribution centers with municipal companies as units, integrate resources, and implement unified distribution to households. The whole warehouse generally requires only one city ~. If there is an objective need to set up a sub-database, it is better to centralize the database and implement the warehouse-in-place on a unified information platform. 1)
YC/T 206—2006
The Supervision and Evaluation Department performs the supervision and evaluation functions and implements comprehensive monitoring of the network operation quality. The Fund Settlement Department is responsible for the management of the transfer, settlement and cost accounting of the payment. The Information Department provides information platform and technical support for the smooth flow of business, logistics and funds and the overall operation of the network. 2.2.2 Position Setting
Position Setting Figure 2.
Leader of the Municipal Company
Porcelain Gold Settlement Department
Department Manager||tt ||Customer Skills Manager
Brand Training Assistant
Corporate Manager
Marketing Management Department
Procurement and Supply Department
Customer Service Assistant
Marketing Management Team
Marketing Manager
Department Responsibility
Information Department
Integrated Information Assistant
Education Manager
Storage and Distribution Responsibility
Distribution Department
Safety Assistant
Administrative Assistant
Figure 2 Schematic diagram of job setting
Fees department
Consultation and evaluation department
Complaint officer
Shulin assessor
In the setting of departments and positions, each unit can make appropriate adjustments according to the corresponding functions based on the actual situation. 2.2.3Main responsibilities of company leaders
Other responsibilities of implementation departments
Responsible personnel
Employee positions
Implement the Tobacco Monopoly Law and relevant regulations. Implement the relevant guidelines, policies and decisions of the superiors, abide by laws and regulations, and standardize operations; ensure the realization of the company's business goals and tasks, and be responsible for handling major problems arising from business operations: be responsible for the guidance, inspection and assessment of the work of the department in charge; organize the formulation and implementation of the company's cigarette sales network construction and development plan. Propose enterprise reform measures; organize employee ideological education and business training, and protect the legal rights and interests of employees. 2.3General process
The business process diagram is shown in Figure 3.
1. Process start point:
2. Process end point:
3. Process cleaning
4. Main process connection:
5. Sub-process description line:
Develop a promotion
operation plan
6. Information connection:
7. Conditional box:
8. Software system function module:
9 Information:
(Clear Lusu system
User information
10.Information input/output (see the sales grid information diagram):) Figure 3 Business process diagram legend
The comprehensive business process diagram of prefecture-level companies is shown in Figure 4. Marketing management department
Understand customer needs
Collect cellar orders
Submit purchase orders
Marketing management
Distribution department
Store and maintain goods
Deliver goods
Inspection and evaluation department
Service volume management
Figure 4 Comprehensive business process diagram of prefecture-level companies
YC/T 206—2006
Fund settlement department
Calculate goods release
YC/T206—2006
The comprehensive flow chart of cigarette sales network business is shown in Figure 5. Organization
Special sales customers
Output "Business platform
Order business starts
Generate business needs
Satisfaction, loyalty,
Contribution, dependence management
Consulting reputation sales
Marketing management
Brand sales,
Supply management, procurement management,
Industrial enterprise relationship management
Brand marketing
Generate procurement needs
Generate procurement plans
Arrange adjustment plans
Arrange poverty alleviation plans
Arrange Production plan
Order flow
Purchase order
Order marketing
Settlement method.
Order service management
Submit purchase order
Confirm purchase order
Order business completed
Village settlement
Acceptance period
Distribute cigarettes
Electronic settlement
Electronic settlement
Confirm arrival
Light goods
Settlement method
Figure 5 Comprehensive flow chart of cigarette sales network business Capital flow
Pre-deposit payment
Pay cash
Deposit cash
Settlement payment
Purchase business completed
Pay payment
Settlement payment
Haozhuang belt
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