The practice of tobacco online manuscript proves that the implementation of customer manager system in tobacco industry is the correct direction of market reform. It is a market-oriented and customer-centered new service marketing system. As the implementer and executor of enterprise marketing strategy, account manager is a pioneer in understanding the market, a practitioner in-depth market, a main force in serving customers and a key point in controlling the market. Therefore, in today's increasingly market-oriented competition, it is increasingly important to strengthen the construction of account managers and effectively play the role of account managers. However, in the construction of customer manager team in many units, due to the imperfect system and mechanism, the construction of customer manager team has been in a state of low management level and low function. The author believes that under the current financial crisis situation, it is imperative to realize tax increase, tax benefit and insurance, strengthen the construction of account managers and improve the comprehensive quality and core competitiveness of account managers. How to strengthen the construction of account managers? First, training should be divorced from training as actual combat training. At present, in the training of account managers in most enterprises in China, it is customary to take the form of meeting training instead of theoretical training. Although there will be exams at every training meeting. But after training, how many account managers can apply the theory they have learned to their work practice? Therefore, the author believes that the training of account managers should break the dogmatic training of replacing training with meeting, adopt some interactive case training methods or online teaching training, or bring account managers to the front line of the market for training. Training should focus on the skills training of account managers on the basis of theoretical training. It is necessary to hold seminars for account managers in marketing frequently to discuss the successful experience and failure lessons of account managers in marketing, and improve the practical operation and problem-solving ability of account managers through seminars. Second, management should change from system management to supervision management. It is a key point of our marketing management to strengthen the management of account managers, so that account managers can reasonably arrange and make good use of working hours in their daily work and successfully complete various tasks assigned by enterprises. Because of the particularity of account manager's work, how can we imagine the quality and efficiency of management if we only rely on the one-paper system to manage account managers? Therefore, the author thinks that the management of account managers should change from system management to supervision management. Only by strengthening supervision and management can we know what the account manager has done, what achievements have been made and what problems exist in his daily work. Supervision and management are multi-level and multifaceted, including attendance supervision and management, on-the-job supervision and management, and effective supervision and management. It is necessary to strengthen the supervision of enterprise managers on account managers and retailers on account managers. How can we effectively supervise account managers? First of all, through telephone supervision, the implementation of account manager attendance management. For example, the account manager is required to give telephone feedback on his position before and after work every day. Secondly, through irregular tracking, supervise the on-the-job situation of account managers. Thirdly, by listening to the customer saying that the customer has worked and the customer manager saying that the customer has sold, we will strengthen the supervision of the customer manager's work effect. Third, the assessment should be changed from result assessment to process assessment. There is no doubt that assessment is an effective means to promote work. The purpose of assessment is to encourage the advanced, spur the backward, and arouse the enthusiasm of work. However, in the survey, we found that many enterprises only pay attention to the evaluation of the results, but ignore the evaluation of the process. As a result, account managers are used to dealing with assessment-based work in their daily work, and can't really think what the enterprise thinks and worry about customers. At work, I just pretend to be superficial, floating on the surface in market research, not seeking in-depth understanding, floating on the form in serving customers, only seeking to get by, not too hard. Therefore, in the assessment of account managers, we must pay attention to the results and process, not only to assess the sales performance of account managers, but also to assess their working attitude; It is necessary to assess both sales indicators and customer satisfaction; Standardized movements and innovative movements must be evaluated. It is necessary to urge the account manager to change from completing the sales task to improving the profitability of customers through assessment. This requires us to refine the assessment rules, straighten out the assessment methods, improve the assessment mechanism, broaden the income level among account managers, truly reflect the reward for diligence and punishment for laziness, reward the superior and punish the inferior, realize the survival of the fittest, and improve the enthusiasm of account managers for study and work. The construction of account manager team is an eternal topic, which requires us to take "strict standardization, high efficiency and vitality" as the goal, constantly adapt to the new situation and new requirements, and carry out effective exploration and improvement.