First of all, we must build a team: there is a leadership team, which consists of three parts: the first leader is the head of the team, the second is the core member, the planner and supporter of the overall problem of the department, and the third is the important functional leader, the decider and marketing executor who participates in the team. In the decision-making process of major issues, project initiation, investigation, discussion and decision-making shall be required. Moreover, the main procedure should be "listening to the opinions of the majority, consulting a few people, and the core has the final say".
Making a strategy: There should also be five key issues:
(1) Determine the medium and long-term goals;
(2) Determine the overall front and stage to achieve the goal;
(3) setting the current goal;
(4) Determine the decomposition mode of tactical actions;
(5) How to adjust in the implementation.
In fact, this is also a problem that management has to consider together. The directors of each branch, marketing department and office must make decisions through democratic consultation according to their specific branches, marketing departments and offices, so that the sales process can be smooth and orderly, and the team can be well-founded, which is the premise to ensure the smooth completion of the task.
Leading a team: The key problem is how to manage a team well and whether a team can play its due level, which is to tap the skill level of a manager.
We should also pay attention to five points:
(1) Optimize the organizational structure and post setting;
(2) the system with the post responsibility system as the core;
(3) Improve and implement the evaluation and incentive mechanism;
(4) Establish a training system;
(5) Strengthen the construction of corporate culture.
Every office, marketing department and branch office is a small team and a branch of the company. All offices, marketing departments and branches form our marketing center, with a leading team with me as the core, macro-market planning formulated by our team as the strategic direction and around the sales team.
Two, managers should have both ability and political integrity, basic quality.
Fighting a tough battle, there are more than a thousand people in the market and the quality of personnel is uneven. Faced with this situation, if we don't strengthen our study and improve our training, our team will be vulnerable, have internal problems and collapse first in the confrontation with our opponents. Therefore, it is necessary to convey the basic qualities of managers from bottom to top, and must have both ability and political integrity.
The "virtue" in "having both ability and political integrity" includes four aspects: responsibility, self-motivation, dedication and love. I have brains, vision, overall situation, self-knowledge, ability to surpass myself, fairness, self-discipline and humility. I once said a word to the marketing staff, "Be caring, enterprising, responsible, and able to withstand loneliness and temptation".
Self-motivated: refers to the spirit of "never giving up until you reach your goal" in the face of environmental pressure and difficulties.
Enterprising spirit: have confidence and pursuit in the cause, and regard the development of the enterprise as more important than your own life.
Love: love for the company, love for employees, love for family and love for consumers.
Mind, vision and overall situation are the basic requirements for managers, and personal interests and local interests should be subordinate to the overall interests.
Know yourself, surpass yourself, stand up to criticism and praise, look beyond the present to the future, look beyond the part to the whole, and look beyond yourself to development.
The requirements of enterprises for cadres are not to engage in privilege, to set an example, to respect superiors, to respect colleagues, and to be polite to subordinates.
From the above points, our managers can check how far they are from the meaning of "virtue", that is, make up, learn and improve, which is what everyone often says: be a man before doing things.
"Talent" means having keen insight, being good at innovation, and being good at summing up and improving. A strong pragmatic spirit can bring out an excellent team.
In this respect, salespeople are mainly required to have excellent professional knowledge and operational skills, and be able to do something and create achievements. I am selecting (promoting) and saving cadres, mainly referring to these two aspects to be the manager of the reserve team.
Third, communication is the premise and pragmatism is the foundation.
There is a saying about "exchange", two people exchange an apple with each other, and as a result, each person still has only one apple in his hand, and two people exchange an idea with each other. As a result, two people have two ideas, which is the result of communication. Communication can be 1+ 1 > 2. Communication can prevent accidents before they happen. It is essential to communicate the facts of marketing plan among colleagues in the office, marketing department and branch office. Learn from each other's strengths.
I think every department and office of the company should build a bridge of communication, * * * and learning, * * * and development, * * and growth, in order to * * and create brilliant career.
The primary responsibility of the person in charge of the market is to put everyone in the most suitable position so that the Excellence of each employee can be brought into play. How to understand employees' specialties and put them in a proper position requires communication and coordination with employees.
The key to team building depends on the joint efforts of the team. Synergy is played between departments and employees, and this cooperation is based on communication and coordination.
A strong opponent of an enterprise is itself, and ultimately it is itself in the competition. Only by defeating ourselves, exploring ourselves, breaking through ourselves and improving ourselves can we be in an invincible position among many competitors.
connect
Teamwork and keeping secrets can't be balanced, so a leader who can't be honest with team members can't let team members play their greatest potential. "Have something to say" meetings should be arranged regularly and irregularly as communication channels. Members will be relieved and relaxed because they know each other, which will help to cultivate loyalty and cohesion. Try to fully disclose all information related to team tasks in appropriate occasions, such as data, facts, agenda or memos recording members' personal responsibilities for the whole plan. But one thing to remember is that there will be some things that must be kept secret in the future.
Encourage members to express their opinions.
When everyone works in a team, their creativity must far exceed that of working alone. Encourage the public to discuss opinions and ensure that every opinion is heard and respected. If you have reservations about an opinion, you should politely say that the reasons for refusing it must be reasonable and justified. Remind members of the professional knowledge in the team and promote open discussion among members about the team goals.
strain every nerve
It is extremely important that team members can work together in Qi Xin to achieve the best performance. Let members take full responsibility for their own work, give them the motivation to carry out and improve their work, and induce them to make the greatest contribution to the whole team.
:: Shared responsibility
When the team is just established, setting the same goals and arranging individual roles is only the beginning of a process. The project will last as long as the team exists. A team must be responsible for implementing policies and controlling progress, and provide constructive and creative feedback to superiors when actions fail to achieve their goals. As a whole, the team has the responsibility to ensure the free and smooth communication among members, and make each member clearly understand the policy changes and work progress.
Maintain optimal performance
As a team leader, your role is to help the team play its highest efficiency. To do this, you can be responsible for several different functions:
Ensure that all members understand their responsibilities, and their work is challenging;
Encourage members to do their best for the team and their own tasks;
Look at the work of the team comprehensively to ensure that the efforts of the members are consistent;
Evaluate and set team goals to keep them at the best stage to stimulate continuous work motivation;
Ensure that the overlapping of team and individual responsibilities will not lead to duplication of tasks.
Keep elastic
Any team has many demands on its members. Although each member has his own role and responsibility, they must be flexible and willing to adapt to changes. Some manufacturing teams even require members to have the ability to complete all aspects of the team. Show flexibility by sharing all aspects of leadership roles and share some of the work of members. As the team moves forward, review everyone's role and make adjustments according to the needs of the task.
7. Create a self-management team
Self-management teams have more autonomy than other teams. More and more such teams can be found in some companies that have reorganized their work systems. The reform project of such companies is to flatten the structure and cancel middle management and supervision.
Definition of self-management team
The self-management team is fully responsible for a specific work plan from beginning to end. For example, a manufacturing team may take over the whole production process of an assembly line. The characteristics of this team include sharing leadership roles, being highly independent, openly discussing democratic decision-making, managing the activities of the team by itself, and taking full responsibility, and the performance of individuals and teams is the most basic responsibility of the team.
Harvest income
If properly managed, a self-managed team is very effective, which can save management costs, improve quality and customer service satisfaction, shorten workflow, reduce costs and bring more flexibility to the workplace. In addition to economic benefits, such a team can also provide daily training places for team members to help them develop their skills and assume the responsibility of self-management. If the implementation of this system is effective, the improvement of staff morale and low turnover rate will be expected, and according to experience, employees will be more capable of responding quickly to market changes.
Support self-management team
In order to improve work efficiency, the self-management team needs enough support to get the support of the management for team autonomy. This means that team members can freely express their opinions on any decision that affects them, including salary, job evaluation and personnel. Although the upper management may put a nominal leader in the team, in fact, the position of the leader must be recognized by other members of the team. The orientation of leaders can be changed, for example, when there are new talented people in the team or the direction of the plan changes. With a self-managed team, it is more difficult to adjust psychologically, because managers must let go of most of their management power, but they still have to supervise the progress of their work. Besides, you should be generous enough to accept and adopt good decisions that you didn't participate in the discussion.
8. Create a future sales team
A "support resource" (salesperson) should be any expert in customer needs and selling products. The task of each sales team is the standard basis of efficient sales teams in the world.
Senior director of NHA, former Procter & Gamble Company; Nick heptons 1 1, the sales director of Gamble, said that all the global winners have succeeded in five things.
Sales strategy, sales operation, organizational structure, human resources and leadership. He was surprised to find that only 4% of the sales managers had made a sales presentation to the novice sales staff. "What happened to the previous sales leader?"
Rebuilding the sales team is fashionable, but most sales managers are completely guessing, and the organizational structure must support the sales strategy. The purpose of reconstruction is not only to produce higher sales efficiency, but also to improve the quality of sales staff. In the future, business people need new basic skills. They should be more knowledgeable and well educated in mathematics and computers. They must be "small general managers".
Let the sales team change from "poor and stupid infantry" to the elite of the company. "Salespeople are not born bad, but their managers make them."
Sadly, the sales teams of domestic enterprises, especially small and medium-sized enterprises, still have a long way to go to achieve this goal. Please analyze what kind of realm your sales team is in:
Business traveler
When selling in good faith, he measures actions rather than results. He never tries to understand the needs of customers. In short, he is an outdated salesman. Unfortunately, nearly 20% of the country's salesmen are listed here.
Product supplier
Mainly staying in its product list and photos, his method is more like a cannon that keeps firing than a sniper who is close to the target, and 20% of the business personnel belong to this category.
Consultant salesman
Sales are very professional and enthusiastic. He knows that his role should be to identify and understand customer needs from the customer's point of view. He is regarded by customers as a problem solver. He is an expert in selling goods. He made these things into concrete beer or cars.
"Support resources"
He is very good at all the products and services he sells and the products and services that customers need. Maybe it is unrealistic for every customer to do this. The secret of recruiting business people and building a future sales team is to recognize your company and where your customers are, and then decide where you and your customers should start.
The main purpose of the development action plan is to make the market share by going up one flight of stairs, and you must mark the purpose and measure in the whole process.
9. Sales team building
In the final analysis, market competition is the competition of talents, which is familiar to everyone. But there are not many excellent sales teams in China at present. If you have a lean sales team, you will be more jealous of other colleagues in the industry than selling more products.
When talking about their sales teams, most sales managers feel that "it makes me happy and worries me". As we all know, at present, there are two major objective factors that plague the development of sales teams in Chinese enterprises.
Frequent personnel in and out, unstable team.
The sales departments of many companies are "iron camp and mobile soldiers". The CEO of a well-known insurance company in Beijing once lamented: "I now doubt whether the effective insurance sales methods in the West are applicable to China. If one day, some people say that China's insurance business was destroyed by miss and Mr. Road Broker, and they shot another place for one place, I am not surprised at all. "
Talent shortage, excellent sales staff and ideal sales manager are in short supply.
A private entrepreneur who is engaged in health care products business in Inner Mongolia said to the author: "After 4c Company was scaled up, I have been thinking about how to make the sales work more formal and stable all day. We have tried everything to hire experts. If you can't recruit openly, go to a big company in a coastal city to dig. To book a hotel, a mobile phone and a car, all you need is a bodyguard. I don't think I'm just a clerk. When I am sitting in the office, I will send files every day. The sales department is very formal, full of post regulations, duty manuals, forms and systems. As a result, the market that is difficult to develop can't be opened, and good salesmen can't stay. "
Objective factors do exist, but if a sales manager can't talk about his work without depressing topics such as lack of funds, depressed market and the inability to find an ideal salesperson, then an excellent sales team will definitely never be born. A qualified sales manager should only consider two things when he starts to work every day. One is, "What should I do for my customers today?" Second, "What should I do for today's sales team building?"
It is also some tips built by the sales team, which I hope will help your work:
When recruiting regional directors, powerful candidates often care about corporate culture, the internal operating environment of the company, the personal experience of the company boss, major events that have happened in the sales department, salary and treatment, etc. "Embroidered Pillow" is keen to discuss the specific sales work and is eager to put forward a work plan to show its value.
When selecting a regional director, we must look at his first-line sales experience, and the experience of standing at the counter and running sales promotion is the best. Regional supervisors must be familiar with the daily work and difficulties that grass-roots salesmen will encounter, and must have certain experience and experience; Otherwise, the so-called work guidance, role models, action plan formulation and even team building are all empty words.
In a successful sales activity, there is a stage of "fighting a tough battle". Ask a competent candidate about his previous sales experience and "fighting a tough battle" experience, and you will know whether his experience is rich and sufficient, and whether he has the ability and means to penetrate the skin of business.
To develop new regional sales markets and replicate a set of operating models in other regions, it is better to send a sales team with tacit cooperation and work experience. We can't deploy such a capable team for the time being, and would rather idle new markets than develop them easily.
When preparing to form a new regional sales team, we should fully consider three matters: a. Whether the candidate for regional director is mature; B. Whether there are specific regional goals and action plans; C. market potential and current situation. The most important of the three is to choose a regional director, because every soldier has a nest.
The sales team should design around products and customers. At the same time, every established sales team must be in another higher-level sales team organization; There should be a clear affiliation in administration.
It is a sign that the sales manager has no work experience and solves the sales difficulties at one stroke by recruiting new salesmen. Don't fantasize about some talented salesman. Your task is to train and bring up super salesmen, not to find them or wait for them to come.
Recruiting new salespeople: After applying for recruitment, grass-roots business executives adopt the recruitment process of bottom-up interview and recommending candidates step by step. Finally, you (vice president of marketing when recruiting regional executives) will interview and finally decide whether to hire and who to hire. This recruitment mechanism helps you balance the development of the sales team and grasp the overall quality of the sales team; It also plays a role in establishing the prestige of the boss in the sales team and improving the sense of honor of the sales staff.
The recruitment of grassroots salespeople is to find people with the right way of thinking, not people with the right experience. Quality is more important than knowledge, technology can be cultivated, and attitude is hard to change. The basic quality of being a salesman is to dare to act.
Sometimes the sales talents dug from the outside are actually super salesmen who do first-class business and management amateurs. Although they have ready-made customers in their hands, they take them with them. Which company gives them a high commission, they will jump to which company and have a business relationship with the company. Whether their work arrangements are appropriate or not is related to the long-term construction of the sales team.
Adjusting the sales area appropriately and changing the regional directors in a planned way can adapt to the changes of the market in time, promote the exchange of internal work experience and avoid the phenomenon of "pulling mountains". In the process of adjustment, we should prevent customers from being out of touch with work.
Excellent regional directors have the work habit of keeping in touch with the final consumers. You should always ask the supervisor about the time, place and feelings of the last time you saw the consumer, to help them establish a good market feeling and correct their work direction in time.
Your biggest role in the team is not management or supervision, but direction guidance. A sales team with low morale and poor performance will always feel that the future is boundless and I don't know where to go. The problem is actually yourself.
Monks from afar can recite scriptures, and people who are new to a sales area as supervisors, whether hired from outside or transferred from within the company, are all tests of their management ability: a. Can they establish prestige in the new team as soon as possible; B apply your previous work experience, whether busy copying the original system or bringing new operating mechanism to regional sales according to the actual situation.
I can't find problems in sales work and opportunities in the market, I have no working ideas, I can't make an executable action plan, I can't point out the direction for the team, I always emphasize objective factors, and I should be transferred from the manager of the sales department as soon as possible. They are the black sheep that affect the atmosphere of the sales team.
Excellent regional managers don't focus on making tables and perfecting rules and regulations. They believe in the proverb: "When you look at the world from above your desk, it is terrible". Their characteristic is to ask questions and ask "Why ..."
Salespeople have resistance to the work arrangement of the regional supervisor, which often indicates that the supervisor's prestige has not been established. Where does the prestige of the regional director come from? A. His work experience and working ideas; B. His communication skills and leadership style; C. his position in the company; D. his personal feelings for the salesman.
Don't play the role of "rescuer" when communicating with sales staff at work; Don't just focus on the solution to the problem and casually say "Why don't you …", which will only keep superficial communication. To create enough communication opportunities, we should distinguish between excuses and the nature of problems, and learn to ask such questions: "What do you think of the problems we are facing at present?" "How are you going to solve these problems?" Or "What did you do?"
When communicating with salesmen, the most important thing is to pay attention to details, followed by details, and the third is to pay attention to details. Whether you can discuss the work in detail and find the crux of the problem from it is the moment to test your strength. Working under a rigorous and prestigious manager, no salesperson will be careless. This is why there are no weak soldiers under the strong generals.
The requirements for salesmen are divided into two steps. At the beginning, sales were required not to make financial mistakes, not to lose faith with customers, and to emphasize standardization, diligence and team spirit. After having basic business knowledge and skills, we should focus on cultivating innovative consciousness, encourage them to keenly discover market opportunities, boldly create new sales methods, and constantly try, summarize and act.
When a salesperson is incompetent, don't rush to communicate or give training. Work with him for an afternoon and find out the essence of the problem. If you place too much hope on training, you will lose your keen judgment on the actual situation. Training is helpful to the growth of sales staff, but it is a long-term investment and it is impossible to cure all diseases.
The salesman's performance is not good. Your first reaction should be: Is the workflow arrangement reasonable? Secondly, consider whether the skills and experience of the work are sufficient, and finally consider the problem of insufficient motivation or self-management instead of reversing the order of consideration.
Keeping a good personal relationship with the sales staff can greatly promote your work. It is wise to maintain the relationship at the stage of comrades-in-arms and friendship. If you want to pay more attention to the salesman, it is a good way to make friends with his family.
Completing the sales task is the common goal of a sales team. You should learn to break a big goal into several small goals, so that everyone can see the progress of the work and have a sense of accomplishment, so as to ensure the high morale of the team. To turn work objectives into specific work behaviors, regional supervisors need to have rich experience and know which growth stage the sales staff is in.
Strong team spirit comes from the same goal. The bright future you describe can arouse team spirit and sacrifice spirit, not because of loftiness, but because of truth and sincerity. Often getting rich and getting promoted can't cheer everyone up; Sometimes, the whole team can spontaneously gather under the banner of "do or die with competitors".
Don't deliberately pursue an ideal team culture. Culture cannot be established by preaching and preaching. All-night cultural indoctrination may disappear after an unpopular distribution of benefits. All excellent cultures can be expressed through actions. Sales managers who contribute to team culture construction are not because of their passionate speeches, but because of their solid work attitude and exemplary role models.
The management experience of the sales team, like the general's way of leading troops, is inexhaustible. When the world's leading management concepts are emphasizing the return to nature, from the pursuit of Excellence to the management of conscience, many of our sales managers' actual practices are unconsciously in line with this trend. Almost every sales manager has sincere feelings, or regrets, or regrets when talking about outstanding salespeople who have left their jobs. I think, with this kind of love for soldiers, enterprises have their own excellent sales team, and it is not far off.
10. Take over the team halfway.
Taking over an established team halfway is a very challenging experience. In a newly established team, leaders can grow with the team. However, the leader who takes over the team halfway needs to enter the state immediately and prove that he has the ability to be responsible and understand the team.
Become a team leader
When a new leader joins an established team halfway, vigilance and doubt will be accompanied by hope and interest. Try to give members a kind and positive first impression. The situation of the new leader depends on the position of the predecessor and the reason for the change. If the team you undertake has performed well under the excellent leadership of your predecessor, you should be sure; If not, you should assume that team members are eager for reform. Even if your "predecessor" is unpopular, considered incompetent, or the team is failing, don't "spoil the fun" and complain about "mess" to show trust, promote team unity and make members feel that you have confidence in them. Insist on creating a good competitive environment. To achieve this, you must support your team wholeheartedly.
Communicate with the new team
Before meeting the new team, first understand the prospect, goals, progress and team members of the new team. At this stage, the opinions given by caring people may be valuable, but when you start to form an opinion on the team's ability, you should trust your own judgment. Remember, the best opportunity to observe the team will only appear after you take over. Immediately after taking over the team, arrange one-on-one interviews with each member to talk about personal tasks and overall plans; Talk about their views on their performance; Talk about their suggestions on whether the working style needs to be changed, and if so, why? From their opinions, you will be able to have a clear outline of each member's personality, motivation and ability. Avoid letting members comment on colleagues. What you need is to form your own opinion.
Introduce new members
When senior members are replaced by newcomers, we should encourage and welcome this opportunity to gain new ideas and methods, and don't expect them to stick to the rules. Never let new members introduce themselves and adapt to the team; Instead, make sure that each new member has an "elder" to take them through the first few weeks. At the beginning, such as a team meeting, introduce new members to you and let them introduce themselves briefly, but you must be mentally prepared in advance.
The rules for becoming a team member and a new member are simple. It is necessary to clarify individual goals and integrate individual goals into group goals. If people you already know are in this team, you can join this team with their help. Try to make a good impression, but don't be too confident. Observe team culture. Once you can get used to some things of your colleagues and the tasks you are responsible for, you should start to show your abilities and ambitions.