How do agricultural distributors manage salesmen well?

Some time ago, the author went to Shaanxi, Guangxi and other places with the project team to do market research on organic fertilizer, and contacted many agricultural distributors. Some dealers who have done a lot of business report that they are very tired and unhappy. Asked about the reasons, the deterioration of the market environment is on the one hand, and more importantly, they have spent a lot of effort on the management of business personnel, but the effect is very poor. It can be summed up in one sentence as "excellent ones can't stay, but not excellent ones can stay". Business people are poorly managed, that is, no one helps them make money, and the dealer boss will of course be very tired or even unhappy! How to manage business personnel well? This is actually the confusion of most agricultural distributors. The market is the survival of dealers, and salespeople play an important role in opening up the market. A good salesperson makes the company make money, but a poor salesperson will become a burden to the company. The author believes that it is particularly important for agricultural distributors to effectively grasp the eight links of selection, training, assessment, salary, welfare, incentive, use, training and promotion in the management of salesmen. First, the choice of salesman: 1, decision-making ability. The intensification of market competition makes the market environment faced by salespeople more complicated, and puts forward higher requirements for the timeliness of market feedback, which requires salespeople to make timely and scientific decisions according to competitors, customers and other conditions, combined with company resources. 2. Ability to collect information. Marketing is to find and meet the demand, and the information from the front line of the market is often the most authentic, which requires salesmen to do a good job in market intelligence and collect information from consumers, distributors, terminals, competitors and other aspects, even the changes and trends of industry and technology. 3. Market analysis ability. When doing any activities and plans, the losses and risks brought by patting your head are enormous. Modern market activities need to speak with data and make plans on the basis of rational analysis, which requires salespeople to master the necessary analytical tools and have the ability of market analysis. 4. Ability to communicate up and down. In the past, we found that some business people like to communicate with customers, but they don't like to report to superiors, or they like to report to superiors, and they don't like to communicate with customers or subordinate business people. Therefore, agricultural sales personnel should have communication skills, break through the psychological gap between themselves and their superiors, and be able to convey their ideas to those who need to express themselves in the organization. 5. The ability to plan. Business personnel need to plan customer visits, marketing, promotional activities, market management, etc. Planning ability is an important standard to measure the quality of business personnel, which can ensure the orderly work and well implement the relevant policies and resolutions of the company. 6. Market and customer management capabilities. Traditional business people are often led by dealers, blindly meeting unreasonable demands put forward by dealers, leaving the company in a passive situation. The new salesman has a clear understanding of the market, can guide dealers to carry out marketing work, and bring process benefits and relationship benefits to dealers in addition to material benefits. They can get the support and recognition of dealers, and dealers are willing to cooperate with their work. Second, about the training of salesmen Speaking of training, everyone is familiar with it. Some enterprises have held quite a lot of training. Specific trainers can be bosses, old employees, factory business personnel and professional trainers. The training is based on the current commercial projects and industry markets, with practicality as the keynote, so that new employees can feel the gains of knowledge and skills and get started conveniently. However, the biggest feature of the training system of new salesman behavior organization is systematic, which mainly includes the following five aspects: 1, corporate culture training. Only by truly understanding and recognizing the corporate culture and business philosophy can we truly integrate into the corporate sales team. 2. Product knowledge training. The reason for training professional knowledge is to let salesmen know not only why, but also why. First of all, our company's products, such as the sale of compound fertilizer, require salesmen to know the formula, content, characteristics, selling points, production technology, use method and sales price of compound fertilizer. Secondly, competitors' products, including the above aspects, can be better. 3, marketing theory knowledge training. Change is an eternal topic in the market. Salespeople must be aware of this change and try their best to keep a proactive attitude forever. This requires salespeople to have systematic marketing theory knowledge as the backing, and once the market structure changes or they change to a different industry, they can cope with it calmly. Today's market competition is inseparable from the guidance of modern marketing theories, including consumer behavior theory, market psychology, positioning theory, integrated marketing communication, brand image theory and so on. 4. Sales skills and technology. Sales staff must master sales skills, communication skills, negotiation skills, public relations skills, customer visiting skills, service skills, customer complaint handling skills, etc. Japanese insurance salesman Yuan is short, and his image is "sorry for the audience". However, he eventually became the chairman of the Asia-Pacific Million Roundtable, known as the god of marketing and the father of insurance. As Yuan said: "A top salesman can sell anything, and the key is to master skills." 5. Specific business training. The specific business links of salesmen include understanding of business policies, product management, dealer management, market management and market information management. 6. Mental motivation training. A salesperson has mastered the marketing skills and methods. If he doesn't want to do it, he is afraid, he is afraid, he avoids it, he doesn't want to do it, and he thinks he can't do it, then the salesman can't give full play to his potential and achieve miracles. Third, the assessment of sales staff 1, daily tabloid: mainly to assess the daily work arrangements of sales staff, usually the sales staff assess themselves, supplemented by the manager's spot check. The focus of spot checks is whether salesmen make full use of working hours to develop and maintain the market. 2. Summary every Monday: mainly assess the salesman's maintenance of old customers and the quantity and quality of new customers; And guide the work and discuss the market situation. The maintenance of old customers should be visited once every two to three days to contact feelings; Small and medium-sized customers should contact once or twice a week. When visiting customers, you can visit customers in the form of forms. When visiting customers, we must understand the following questions: Is there any problem with product quality and use? What's the inventory now? What is the average daily usage? Wait a minute. 3. Plan for the first month: the salesman digitally summarizes the work of this month and digitally expresses the plan for the next month, including basic tasks, work direction and objectives, workload, etc. The manager guides and corrects through the work plan. Other management and guidance details of the salesman are not listed here, and the work can be constantly summarized and innovated. Four. Salesman's salary At present, the salary structure given by dealers to salesmen is: monthly basic salary+monthly sales assessment bonus+annual bonus. In terms of proportion setting, most basic salaries are low, sales bonuses account for almost half of the total monthly income, and year-end bonuses are quite rich. The dealer's consideration is that the basic salary is only the basic thing, and the sales staff should strive to ensure a certain overall income in terms of sales bonuses. If the basic salary increases and the bonus decreases, the salesman will be lazy. The big red envelope at the end of the year is also a constraint for salesmen. In case something goes wrong on the way, something will be detained. Employees and dealers think about the year-end bonus from different angles, which leads to different behavioral consequences and buried many hidden dangers. In order to get the monthly sales bonus, business people often take some short-sighted measures to exchange the monthly bonus by losing the channel quality and damaging the reputation of dealers. In the long run, the network quality of dealers will inevitably decline. The more effective salary structure of sales staff should be: monthly basic salary+monthly market construction bonus+quarterly sales bonus+annual assessment bonus. After the basic salary of the current month is determined, it will mainly assess the work done by business personnel in the market construction in the current month, such as the frequency of customer development and return visits, timely handling of problems, customer management, and implementation of promotional activities. Market construction may not have a direct impact on the sales in the current month, so the cumulative sales of business personnel in this quarter will be assessed and rewarded, so that business personnel can feel the return brought by the previous market construction. The virtuous cycle of market construction in the current month and quarterly sales volume has promoted the long-term and overall development of the thinking mode of business personnel. V. Welfare of salespeople Few dealers distribute welfare products other than wages to salespeople. If they want to deliver, they will only deliver some worn-out products in the warehouse, or directly increase the number of employees by 100 yuan. In fact, insisting on issuing some welfare products every month reflects the way of management. Few employees are satisfied with their wages, and welfare products can be compensated from the perspective of non-cash material benefits. In addition, welfare can cater to the salesman's unit pride. In addition, the boss can visit their parents at the salesman's home regularly. Doing so can not only enhance the salesman's sense of belonging, but also eliminate hidden dangers. Many dealers don't know where the salesman who has worked under him for several years lives, so it is inevitable to flee. Six, there are many ways to motivate salesmen, that is, they can't simply engage in spiritual incentives, nor can they simply engage in material incentives. Only spiritual incentives fool subordinates, and only material incentives hurt subordinates. As a distributor, we must combine spiritual incentives with material incentives and operate them systematically in order to get good results. One of the artistry of the boss is that he is good at inspiring people. With vision incentives, people feel "forward looking", with correct judgment incentives, people feel fair, with example incentives, people feel a frame of reference, with honor incentives, people feel respected, with reverse incentives, people feel pressure, with commitment incentives, people feel the weight of a commitment, with material incentives, people feel that material needs are met, with emotional incentives, people feel warm and have. Seven, about the use of salesman 1, salesman combination. Because new salesmen are generally lack of sales experience and unfamiliar with business handling, the quality of old salesmen is also high or low. In order to make new salesmen familiar with business as soon as possible and further improve the overall quality of salesmen, the use of salesmen should be reasonably matched to form a strong salesman team combination. 2. Reasonable distribution of sales staff. Salespeople should be assigned objectively according to the size of different regional markets, the difficulty of development, the distance and so on, so that salesmen can be more familiar with the local market environment and save personnel expenses. 3. Resolutely ban salesmen who have been in arrears for a long time without reason, repeatedly violated market order, and colluded with bad customers to infringe on the interests of enterprises. VIII. Training and promotion of salesmen For enterprises, the training and promotion of salesmen is very important, which can improve the loyalty of salesmen to enterprises, increase the stability and consistency of the sales team of enterprises, and also reserve a large number of marketing professionals for enterprises. 1, regular training and promotion system. 2. The regular training and refresher training system for excellent salespeople gives salespeople the opportunity to improve their abilities. 3. Guidance system for new salespeople. In a word, the sales staff management of agricultural materials industry has always been a prominent and urgent problem in dealer management. Only by managing and solving all kinds of problems in salesman's work and straightening out all kinds of relationships can we really build a first-class sales team and the sales work of an enterprise will be half successful. About the author: Liu Shengping was born in the late 1960s+0970s. Senior planner and advertiser of the actual combat school, and senior consultant of Xi Anzuoyou Agricultural Marketing Management Consulting Co., Ltd.