“要表、要PPT、要业绩”，总部对区域越管越乱，盯的越严、销量越差

Core Insights - The phenomenon where products perform better when not closely monitored by headquarters is becoming common in the food and beverage industry [1][8] - Companies that shift focus away from certain products often see unexpected sales growth, indicating a disconnect between management strategies and market realities [2][8] Group 1: Company Management and Sales Performance - Companies that intensively manage specific products often see disappointing sales despite increased investment and resources [2][4] - For instance, a company focused on ice tea and electrolyte drinks saw poor sales despite heavy investment, while reducing focus led to a double-digit growth in sales [2][8] - Another company in the instant noodle sector experienced a similar trend, where reduced investment led to a 7-8% sales increase despite overall low growth in the industry [2][8] Group 2: Impact of Headquarters Management - Increased scrutiny and management from headquarters can lead to confusion and inefficiency at the regional level, resulting in distorted execution of sales strategies [3][4] - Headquarters often imposes numerous performance metrics and expectations, which can overwhelm sales staff and detract from effective selling practices [5][7] - The pressure to meet high expectations can lead to a focus on short-term results rather than sustainable growth, causing employees to feel demotivated [5][7] Group 3: Market Dynamics and Employee Experience - Employees with extensive market experience can adapt and sell traditional products effectively when given the autonomy to do so, leading to unexpected sales growth [8][10] - The disconnect between management and frontline employees can result in ineffective strategies that do not align with market conditions [10][11] - A culture of internal competition and excessive focus on metrics can lead to inefficiencies and a lack of meaningful progress in sales [11][13] Group 4: Recommendations for Management - Companies should consider granting more autonomy to regional teams to respond to market dynamics effectively, rather than imposing rigid controls from headquarters [13] - A balance between oversight and independence is crucial for fostering an environment where sales teams can thrive and adapt to changing market conditions [13]