How to become a successful regional sales manager

How to become a successful regional sales manager

As a salesperson, you must go through the market hell? A salesperson experiences the most and gains the most in his sales career. It is no exaggeration to say that this stage often determines the success or failure of a person's sales career and the salesperson's "sales personality". It is a crucial stage, so how to become a salesperson? A successful sales manager? Based on some experiences in personal sales, my article is as follows:

1. The positioning of a regional sales manager:

Any success must require a clear understanding of oneself, so Let’s start with positioning. Judging from the current company's sales structure, the regional sales manager at the office level is the middle-level employee of the branch. In other words, as a regional sales manager, he has an ever-changing world (leadership, policies, products, etc.) (Uncertain factors), there are things that remain unchanged (objective factors such as employees, market, etc.). This requires that the regional sales manager must be an adaptable person when positioning himself. He must not only be able to integrate the leader's thinking Implement the rules and regulations for the team to perform specific tasks, be able to hold up a big umbrella when the weather is thundering and raining, cover up with quilts when the weather is cold, and even carry out artificial rainfall when necessary.

2. Transformation from the middle force to the backbone, to be a successful regional sales manager:

From the appointment letter, the sales manager is the middle force in the organizational structure. How to successfully transform into a backbone, that is, to become a successful sales manager, is something that every sales manager must consider. It starts from the above positioning. Here I will mainly discuss it from the following aspects:

1. Life:

The work content of the regional sales manager of the office is more about communicating with people, including bosses, subordinates, dealers, company functional departments, and people inside and outside the industry. This requires learning how to be a human being first. The first thing is your boss. You must follow the right boss. If you don’t have a good boss, no matter how hard you work, it will be in vain because you have different ideas from your boss. Of course, this is all relative to a good boss. The result of a good boss is that he can't just pretend to be good, and he has higher demands on himself. How to communicate well with leaders, understand (the author personally thinks it is understanding, why I became a regional sales manager because my understanding is better than the people below) and translate the leader's work intentions into actual work, this is the starting point for work. Imagine that without a good relationship with superiors, regional sales managers would be in a difficult position in terms of resource requests. Of course, they are also required to use appropriate methods to raise practical problems and improvement suggestions for their superiors, rather than blindly agree. Only in this way can Make your boss feel that you are trustworthy, available and deliverable.

Secondly, for subordinates, as the leader of a small team, you must also put yourself in the shoes of your subordinates based on how you feel about your boss, and maintain a good communication relationship with your subordinates without losing your own Prestige, under rigid rules and regulations, uses different communication methods to manage different people, and achieves an "unhuman system and human-oriented execution", only then can we gain the support of subordinates, and only in this way can we successfully carry out sales work. In the eyes of your boss, you are considered competent. Again, for dealers, as a regional sales manager, the most important work is carried out here. How to enter the dealer's field of vision with an appropriate identity and implement the company's policies into the dealer's sales work, which is also mainly done personally. The main thing is to communicate about your identity. How to get along in front of a dealer who talks nonsense is largely based on the dealer's personal recognition of you.

How a regional sales manager with three representatives can play his role well and learn to be a good person must have the following basic qualities as a foundation:

A. Honesty and integrity; B. Good moral character; C. Sharp and witty; Where to start? Without good moral character, you will always be an errand boy at the dealer. You can't say anything to control the dealer, because you have been looked down upon by him, or you have fallen into the trap he has prepared for you. A cage, in the eyes of your boss, you are a huge threat to self-depletion of resources, and your subordinates will disrespect you, making it difficult for you to establish the necessary prestige. Sharpness and tact are necessary in a highly competitive market and complex information. As a regional sales manager, there are multiple pressures on you: bosses and subordinates, policies and markets, dealers and companies? You are always caught in the middle. It is inevitable that there will be many failures. Without a positive and enterprising attitude towards life, it will be difficult to resist. The impact of these distresses leads to depression.

2. Ability:

If the above is the cornerstone to the top of success, then ability is the ladder to success for sales managers on the cornerstone, and each ability is a level Ladder, the stronger your ability, the closer you are to success. Let me share my views from a business perspective:

A. Influence others; B. Think correctly; C. Effective management; D. Mathematical ability;

A. Influencing others: Since you are a regional sales manager, you are required to be responsible for a certain area, that is, the leader of the area. The most basic requirement for a leader is the ability to influence, which is the appeal. In itself, the appeal is the position. What you are given is like an order from a superior on the battlefield. But in reality, you must have certain influence ability before your boss can give you the right to lead. At this time, influence ability is affected by other abilities, so you can be in business. Those who have the ability to guide can easily be recognized by others. As a combat unit, how the regional team fights in the war is greatly affected by the team atmosphere. As a regional manager, you must have such an ability, through personal charm and example Action management methods are used to influence people in the team and exert strong combat effectiveness; the same is true at dealers. To achieve good communication effects, if we rely solely on the company's policies and the position of our regional sales manager, we often cannot achieve too much. To achieve good results, what is most needed at this time is that we have a certain influence on the dealers. This influence is that we consider them from the perspective of the dealers, make suggestions to the dealers many times and bring benefits to them. It is the good conduct shown in your work that makes him trust you from his heart. Of course, for the above reasons, sales managers must pay more attention to our own behavior, because there are N pairs of eyes watching us.

Of course, in the process of continuous climbing, our abilities are constantly improved, and there are also some external factors that can push us up when we don’t have the next step (that is, our abilities are not enough). At this time, many people will not understand. In fact, this is what the climber has achieved himself, and as a rational person, he will make up for the next level in time after climbing.

B Think correctly: The work objects of the regional sales manager's team are to a certain extent the most complex. From the market perspective, they are generally the secondary market, that is, the agents are at the land contract level.

The secondary market conditions are different, including size, wealth, consumer habits, human customs, etc. The guiding ideas or plans of the headquarters or even branches cannot be copied, and the above thinking can only be transformed into one's own. Sales work means and goals are then implemented and adjusted; from the perspective of team management, compared to regional managers, low-level sales managers face ordinary industry representatives. Except for a few individuals, generally speaking, their thinking, understanding, and business quality are all Relatively weak, this requires the regional sales manager to use more energy to segment the personnel situation, teach students in accordance with their aptitude, and lead the team well; in terms of job responsibilities, the regional sales manager must connect the past and the next. On the one hand, he does not have many opportunities to get along with the leader, and the leader They will not be too involved in the process management of regional affairs, and more often they will only focus on the results. This requires regional managers to have strong thinking ability, understand the above ideas, decompose them into execution means and then monitor the execution status, and be able to do so. Analyze specific problems in detail, and flexibly use thinking skills to analyze the essence of the problem. In the past, problems such as small dealer scale, immature operations, and imperfect office business structure management were corrected and quickly solved.

If the regional manager does not have the correct thinking ability, it will be a huge threat to the sales of the entire region.

C Effective management: Management should be the core part of the regional sales manager's work, which mainly includes the following three aspects of management: office daily work management, dealer management and business team management. The daily work management of the office depends on the size, but it is mainly based on the branch's task requirements for the office, which is the decomposition of the work ideas of the superior leadership into rules and regulations and the execution details of the office as mentioned many times above. The office manager must effectively understand the policy in order to implement it in an orderly manner and achieve good results; the management of the dealer level is mainly a kind of negotiation and communication work on the dealer's operational behavior. Pure administrative management often fails to achieve the desired results. Therefore, we should pay more attention to communication and achieve the purpose of "management" based on interests, emotions, reason and law, and avoid falling into the misunderstanding of "managing dealers", that is, due to Lack of rational management will not get the support of dealers and cannot complete the work purpose. Team management is also mentioned above, and its importance is self-evident.

Means, methods, and progress control of implementation in management

For example: The end of the month is approaching, and the sales managers in the two regions still have an unfinished task of collecting 300,000 yuan. In order to complete the task, come and apply for resources with the boss as a reward for merchants.

Manager a always said this to his boss: Leader, the agent below me has almost enough inventory for distribution. I wanted him to pay 300,000 yuan to pick up some goods, but I spent the entire afternoon communicating with him. Yes, he insists on a point. Do you think you can give him a point and get the three hundred thousand back? ?

For the same question, Manager B applied to the boss like this: ?Leader, recently several competing products have invested heavily in the fourth-tier market, and generally they have given township bosses one or two points. Withdrawal rewards, our product distribution pressure is a bit high at present. In order to seize the funds and inventory of the township network and prevent the penetration of competing products, I would like to do this. Please see if it is appropriate. We will give the agent a little support. As a price, he must give us another 300,000 yuan before the end of the month, and the agent He took out another half point and asked him to output all five points of this point to the township boss as a reward for payment and delivery of goods! ?

Also applying for resources from the leader, which regional manager is more likely to get money? There is no doubt that it is the latter one! So we say that regional managers should not only cry often, but also learn the skills and methods of crying. With more resources in hand, market work will naturally be much easier!

With advanced "weapons", invincible "soldiers" with high morale, solid "trenches" and a steady stream of logistical supplies, all you need to do is follow the company's "strategic policy" every month. (Market Plan) Just start the battle. As long as the above points are achieved, we believe that market share will be steadily improved and excellent sales performance will be just around the corner!

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