1. Manage the construction of sales team and build a professional sales team with high efficiency, cooperation, passion and hard work.
No matter in the process of debriefing, competition and reporting of sales executives, we always talk about sales team building, and take sales team building as the top priority of our sales executives. Without a sales team full of passion, fighting spirit and quick response to the market, even if the sales supervisor is strong, it is impossible to create brilliant sales performance. Therefore, the sales supervisor should take the sales team building as the primary task. How to build a sales team? We can sum it up in twelve words. "Care for subordinates, set an example and be upright".
Caring for subordinates means that sales executives should lower their posture and take the initiative to care about their lives and work. When a subordinate has a birthday, the sales supervisor should celebrate it or send a gift. The subordinate is ill and hospitalized, and the sales supervisor will go to the hospital to express condolences; When subordinates feel uncertain about their work and future, the sales supervisor should find special time to comfort and enlighten him and help him eliminate some worries and pressures; When the professional knowledge and business skills of subordinates are insufficient, they should set an example and improve their ability to manage the market.
Lead by example, that is, the sales supervisor should be integrated with his subordinates, not specialized, and stick to the rules. Sales executives visit the market and live with their subordinates; Sales executives, like subordinates, strictly abide by the company's sales system and must not be late for sales meetings. When they violate the rules, the sales supervisor will take the initiative to accept the punishment and create an atmosphere of equality before the system. In the face of difficulties and problems, sales executives should go forward bravely and dare to take responsibility. When there are thorny problems in the market, such as major adjustments in the market customer structure, they should take the initiative to go deep into the front line and solve the problems with their subordinates;
Benchmarking means that sales executives should cultivate and establish subordinates with outstanding comprehensive performance such as sales performance and learning awareness in their regions, and take them as typical examples to introduce and popularize their outstanding contributions and successful experiences in regular sales meetings and other occasions.
Second, manage market planning, formulate and follow up the implementation of marketing objectives and marketing strategies.
Market planning, marketing objectives and marketing strategies are the key to the success of a market operation. Measure whether the sales supervisor has a level and see if he can make market planning, marketing objectives and marketing strategies. A complete market planning should include sales target, product strategy, price strategy, channel strategy, promotion strategy, human resource strategy and incentive strategy. After making the marketing plan, the sales supervisor should urge and guide his subordinates to put the marketing plan, marketing objectives and marketing strategies in place.
Third, manage the key issues, grasp the key points, and achieve the overall improvement of sales management.
Every day and every month, a sales team will face many problems to be solved, such as product quality problems, market collusion, unstable customer mentality, customers introducing products from other manufacturers and so on. Many sales executives are at a loss when faced with these problems and don't know where to start. Therefore, sales executives are required to keep a clear head, analyze and judge what the problems are, determine which problems are the key and fundamental problems that need to be solved immediately, and then concentrate on solving key problems. For example, on the surface, it may be a dealer's problem, but in essence, it may be that the company has not formulated market norms or the sales distribution of its subordinates is unreasonable. At this time, the sales supervisor should not deal with the conflicts in one market after another, but should focus on formulating market norms or training subordinates on how to distribute sales reasonably, so as to fundamentally prevent market conflicts.
Fourth, manage the weak links and realize the overall improvement of the sales performance of the sales team.
As the leader of a sales team, the sales supervisor should take the initiative to stand up and spare some time and energy to guide and help subordinates with weak ability and relatively poor performance to improve their ability and performance. How much water a bucket can hold depends on the shortest board, and how high the shortest board is, how high the water can hold. So is the sales team. Promote the team members with the weakest ability and the worst performance to the level of strong ability and good performance, and the performance of the whole sales team will naturally be improved.
Five, manage key customers, realize the rapid and steady growth of sales and market share.
According to the 28 principle, 20% of our customers may have sold 80% of the company's sales. Sales executives should know who your key customers are, and firmly grasp and control these 20% customers. Sales executives often visit key customers in person or contact them by telephone to consolidate and develop customer relationships, celebrate their birthdays, get married and move, grasp the mentality of key customers in time, and ensure the rapid and stable growth of the market.
Six, management performance appraisal, fully evaluate and motivate the sales contribution of subordinates.
Sales incentive policy seems to be an invisible baton. According to the actual situation of the market and the company's products, the sales supervisor should follow the principles of comprehensive performance evaluation, super-frozen reward and all-round incentive, combine the sales target and sales plan, formulate an operable and attractive sales performance evaluation and incentive scheme, objectively evaluate the sales performance of subordinates, fully motivate subordinates, and prevent subordinates with outstanding sales performance from losing money, so as to truly make those who can do more work. Only in this way can the sales performance of sales staff be improved rapidly.