The difficulty in the management of the sales team is that it is not on-site management of the sales staff. The following is the knowledge I brought to you about how the boss manages the lazy sales team. Welcome to read.
How does the boss manage the lazy sales team
Of the 1,111 terminal salespeople, only about 11-21 are "stupid people", who will work from 8: 31 in the morning to 6: 11 in the afternoon; About 61 ~ 71 are "normal people", who will finish their work all day before eating at noon and make false statements in restaurants at noon; About 11 ~ 21 "smart people" will finish the full-day visit task within an hour, or even just call a few big customers.
The truth about the working status of terminal salespeople is roughly the same, except that salespeople and supervisors know this truth, but bosses don't know it or "forcibly don't know it".
If management can't keep up, the "smart people" will definitely call for friends and friends after skipping work, and the proportion of smart people will expand rapidly. Once this trend spreads, managers will fall into the ocean of people's war. The levee of a thousand miles was destroyed by the ant nest, and many enterprises' terminal deep distribution projects started vigorously and ended dejectedly, which were ultimately destroyed by the phenomenon that team management was out of control, sales staff collectively filled in false reports and collectively skipped classes.
as a manager, how do you manage these terminal salespeople who are trying to be lazy or are being lazy?
sales team management core 1: staff work should be fixed
the management of sales staff is remote control, which often gets out of control. If you want to keep it out of control, you must control it by remote control! How to control it? One of the idealized methods is to record the employees' work yesterday and play it back the next day with a video recorder-this is obviously impossible, so the "circuit manual" appeared.
the purpose of the "wiring manual" is to record employees' behaviors, tracks and work contents. It plans the customers that employees visit every day as a fixed line. The route manual contains one map and two tables: the first page is "the map of the route visited on the same day". Page 2 "Detailed List of Customers Visited on the Day". After the third page, there is the "Record Form of Purchase Registration for Visiting Customers on that Day". The salesperson visits the customer with the line manual every day, and records the information such as the visit/transaction/inventory situation and visit time of the day. The next day, the supervisor took the salesperson's route manual yesterday to review the effect of the salesperson's visit.
Although the "circuit manual management" is trivial and complicated, and the management cost is high, it is still widely practiced by large consumer goods enterprises, and its charm lies not only in providing end customers with a cycle * * * to satisfy customers. More importantly, the daily work of thousands of employees in Qian Qian is fixed through the circuit manual, so that the supervisor can trace the next day's inspection.
it's not distrust but management logic to fix the work of employees and the supervisor will review it every day, which is especially suitable for grass-roots team management. Otherwise, it becomes tunnel management. It's dark in the middle and impossible to monitor. It's terrible to wait for the results to appear.
Of course, some people will ask: What should I do if employees in some positions are not fixed? For example, the sales staff who run a big supermarket can't completely fix their itinerary-they plan to visit Trust-Mart, but the manager in RT Mart calls, or there is an emergency in other stores, so it is impossible not to go. What should I do?
my suggestion is that the sales staff of the supermarket should fill in the visit plan every week, report any changes to the itinerary on the same day, and the supervisor should check it the next day.
what should I do if the itinerary of regional sales staff visiting dealers on business cannot be completely fixed? Let them fill in the work plan for next week's visit and fill in the daily work report every day. If your business is relatively high-end, you can also use mobile phone positioning to check whether employees' daily trips are fraudulent.
the director of the overseas office and the manager of the branch are the local bosses. What if there is no one to monitor them? Ask them to be transparent in management, fill out yesterday's work schedule daily report and post it in the office lobby for employees to supervise. When the regional manager comes to inspect, he can tear off the local manager's daily newspaper yesterday from the wall at any time and trace it for review.
the focus is not on the form of reporting tools, but on fixing the work of employees and leaving traces behind before the supervisor can trace and check. Under this principle, "Line Manual", "Mobile Phone Positioning", "Marketing Staff's Work Diary", "Daily Performance Report of Supermarket Sales Staff", "Terminal Visiting Point Reading Machine (a device that can display the location of sales staff at any time and the sales staff can upload the terminal inventory sales data at any time)", "Let the sales staff report their whereabouts to the company by hand every day at the resident customers", and even some enterprises require the sales staff to "use". There are various methods, and many practices are full of loopholes or conflicts, which need to be improved, but the general principle must be correct. Employees should be fixed in their work and the work they have done should be recorded before the supervisor can check. This is the beginning and cornerstone of grass-roots management.
tool tip: reflect on yourself, did your employees at all levels have a fixed work place, work content and working hours yesterday? Did you record it? Management can't rely on employees' self-consciousness. Improvement should start from this step. No matter what reporting tools are used, even if you send text messages or take a broken notebook as a record, you should first grasp the fixed work records of business backbones, and then postpone them step by step. The trap to be guarded against is that the reports should not be complicated, and the fewer words written by the person filling out the form, the better.
Core 2 of sales team management: key links are standards
Western enterprises have always attached great importance to standardized management: vivid standards, terminal visit standards, promotion application summary standards, etc., which permeate every detail of business management.
At present, domestic enterprises are also learning the standardized management of foreign enterprises, but they often fail to learn the form, which is not effective, or they mechanically copy a lot of standards and force employees to implement them, but the world is in chaos and finally ends hastily. Why?
On the one hand, because of the cultural differences between the East and the West, there is an old saying in China: "I taught my apprentice to starve to death." There is also a difference between a small salesman and an old salesman among salesmen. The small salesman asked the old salesman, "Brother, why are you so powerful?"? When you enter a store, people want two boxes, and when you enter a store, people want two boxes? How can I be so unlucky that when I enter a shop, people say' get out' and when I enter a shop, people say' get out'? How did you sell it? " The old salesman replied: "Wu!" "This is kung fu!" The salesman could faint at that time.
On the other hand, it is because they have a one-sided understanding of standardization. There are actually two missions of standardization: one is management, and the other is training.
from the management point of view, standardization can reduce management difficulty and improve management efficiency.
Chinese martial arts are extensive and profound. Why does the PLA practice bayonet fighting, instead of "practicing Yang Jia * and Er Lian's Eight Diagrams Palm, San Lian's Xuantian Jade Sword and Si Lian's Jiuyin Bones Claw", but everyone practices one action, killing! Do you think this action is rigid? Is it stupid? Is this what our 5,111-year cultural accumulation will do? Do you find that this action is simple, but it is easy to learn and practical (kill-white knife goes in, red knife comes out). If thousands of people in the whole army meet the enemy, all of them can do this action well-kill! That is the executive power generated by standardization!
the marketing competition among enterprises is not a single-player contest, but a PK among hundreds, thousands and tens of thousands of people. Two * * against each other can't let the soldiers show their abilities. They must be disciplined and uniform, and all actions should be directed to have a chance of winning.
from the training point of view, it is actually to inherit the experience of predecessors and let newcomers and future generations take fewer detours.
in coca-cola, they don't say "enlightenment", they say "eight steps to standardize in-store visits at the terminal"!
Coca-Cola's vividness standard is not for beauty, but after many tests, it is found that this display is safer, more eye-catching and more conducive to consumers' purchase: for example, "strive for the position behind the five cards in the shelf aisle" (most people will pass by the first four cards in the shelf aisle but don't buy them, as if the business of the first restaurant in the dining street is not good); For example, "the height of the island display is not more than 1.2m, and the height of the trapezoidal display is not more than 1.4m" (after testing, the floor-mounted display must be more than 1m to attract attention, while the trapezoidal display can be higher because it has one side against the wall or shelf, and the island display is too high to be dumped); For example, "The floor-to-floor display shows all the boxes except the bottom layer to reveal the Chinese trademark" (the box is cut to reveal the Chinese trademark to remind consumers to buy, and the bottom layer must keep the box intact because it has to bear the load, otherwise the whole pile will be scattered).
coca-cola's "eight steps of terminal standardization in-store visit" is not for "looking more professional". These are the experiences accumulated by several generations, and almost every step of them contains tricks to generate sales: for example, "the front and rear display is transposed", and every time you visit a terminal store, you unpack the whole box of Coca-Cola placed under the owner's stool and behind the door (most small terminals don't have a complete warehouse, and the whole box of goods is placed in a corner, which we call the back line) and put it on the shelf (called the front line). First, the more goods on the shelves, the larger the display area. Secondly, the shopkeeper usually decides whether to purchase goods according to whether there is a whole box of goods in stock. This time, you help him move all the back lines (temporary storage places) to the front lines (shelves). Next time he visits, he may buy goods.
once again, the significance of standardization lies not only in unified management, but also in the inheritance of predecessors' experience and skills.
we used to say that we should cross the river by feeling the stones. Many people misunderstand that they just follow their feelings. This is actually very irresponsible-everyone touches the stone and crosses the river, and many people will fall into the river in the end. Touching the stones across the river means that the predecessors touched the stones, and made marks for the latecomers to build standards-just do it, and then later generations crossed the river safely and laboriously, and later generations found new stones and then made marks for later generations to update the standards.
The sales work does change with the environment, but most of the sales work is repetitive. No matter regional market planning, dealer management, customer negotiation, promotion plan formulation, etc., there are actually rules to follow, and the wisdom and experience can be relatively standardized. The so-called "the war is unpredictable" and the so-called "sales change too much to be standardized" are all excuses for lazy people. There are enough changes in soldiers fighting. Look at Sun Tzu's Art of War, which is more than 6,111 words, and 81% of the space is devoted to teaching you how to choose favorable terrain, how to choose marching routes, how to spy on the number of enemy soldiers, how to send spies, how to attack the enemy with fire and water, and other specific actions ... If an experience cannot be concretized and standardized in a relative sense, it will be finished, and after your death, this kung fu will be lost.
tool usage tip: if the enterprise has no foundation of standardized management before, it is unnecessary to standardize the system. Think about which business link has the most problems now, call business backbones to discuss their experience and skills, and then refer to the training materials of foreign companies, simplify them and solidify them into several management actions suitable for enterprises to implement. After stability, find another business link, and after several years, you can start your own standardized management. Standardization is made, not copied. We must sow, water and fertilize like planting crops, and gradually we can copy other people's standards from the outside to the inside. It must be asking for trouble.
the difficulty in the management of the sales team is that it is not on-site management for the sales staff. When the sales manager looks up, there is no one around. Where is he? I went to the market. What did I do in the market? I'm afraid I don't know!
Of the 1,111 terminal salespeople, only about 11-21 are "stupid people", and they will work from 8: 31 in the morning to 6: 11 in the afternoon. About 61 ~ 71 are "normal people", who will finish their work all day before eating at noon and make false statements in restaurants at noon; About 11 ~ 21 "smart people" will finish the full-day visit task within an hour, or even just call a few big customers.
The truth about the working status of terminal salespeople is roughly the same, except that salespeople and supervisors know this truth, but bosses don't know it or "forcibly don't know it".
If management can't keep up, the "smart people" will definitely call for friends and friends after skipping work, and the proportion of smart people will expand rapidly. Once this trend spreads, managers will fall into the ocean of people's war. The levee of a thousand miles was destroyed by the ant nest, and many enterprises' terminal deep distribution projects started vigorously and ended dejectedly, which were eventually destroyed by the phenomenon that team management was out of control, sales staff collectively filled in false reports and skipped work collectively.
as a manager, how do you manage these terminal salespeople who are trying to be lazy or are being lazy?
Core 3 of sales team management: leaders check every day
Sales staff generally fill in fake reports, skip classes (running at a horse race in the morning, playing cards in the afternoon, or even skipping work directly), miss visits (skipping small customers and not visiting), and miss orders (customers who just left yesterday, the supervisor went to the customer the next day and asked for a lot of goods, Explain that the sales staff didn't finish the order yesterday), false orders (false orders for promotional products), insufficient performance (the dealer visited by the sales staff yesterday was found out of stock by the supervisor, but the sales staff didn't find it, and there was no response in the daily newspaper, etc.), failure to implement standardization (the terminal that the sales staff just visited and the poster of competing products were not torn off, and the new product of this product was not unpacked and put on the shelf) ... These behaviors can only be found and corrected through inspection.
Every day, the supervisor must take time to check the employees' work yesterday, which is not a distrust of employees. This is the management ethics and the most important rule of the game for grass-roots management. When the supervisor has time, he will spot-check two employees' work yesterday (one is good and the other is poor, so he can come back to do comparative incentives, rewards and punishments). If you don't have time, just check one person's work, or work for half a day, or the three stores you visited yesterday, even if you only check one store or spend a minute calling to make a spot check. Be sure to check! Only after the inspection can the supervisor be confident, and you can "scold" (praise or punish) at the morning meeting the next day. This is not to punish or reward someone, but to create a murderous look in the sales team-"You do it in front, I will watch it in the back, and I will make you look good if you steal the machine!" Only in this way can your employees be really "afraid" of you.
most enterprises have developed many audit reports, processes, techniques and auxiliary tools (such as data analysis before audit, targeting audit target personnel and locations, in-store audit techniques and processes, audit key content menu, various audit recording tools and tracking reports, etc.). ) The core technologies are as follows:
1. Increase the number of audits and turn audits into company culture and mechanism. Most executives are too lazy to check carefully. They prefer to stay in the office, talk nonsense at the dealer's dinner table and swear at the meeting. Therefore, enterprises should enforce the audit system, requiring all supervisors' daily reports to write the audit records of the day, the problems found in the audit, the follow-up rewards and punishments after the audit, etc.-increase the number of audits first.
2. Manage audit records to improve audit quality. Review the quality of the supervisor's audit records step by step. For example, "After checking someone's ten stores, it is found that the customer sentiment is OK, and the new product order is true, but the new product is not well distributed and the bar display needs to be improved".