How to use corporate culture to build a high-performance sales team

First, Vision - Goals and Responsibilities

A high-performing sales team should first focus on the same goals and missions. During the store operation process, they should make every store customer Every employee knows the store's year, month, week, day, morning and evening shifts, and what each person's performance goals are. Other goals such as member development and professional knowledge learning also need to be broken down in stages, and the goals are broken down to each person.

At the same time, stimulate the core expectations and goals deep in the hearts of employees - income, let the store staff set a specific income goal and performance sales goal, and post each employee's goal and the store's goal on employees' Rest area, so that employees can see their own and other people's goals every day, the goals are visual and open, and they can supervise and motivate each other. The store manager pays attention to the achievement of employees' goals at any time, and promptly helps those employees who have not achieved it to analyze the reasons and formulate corresponding measures. Improve the plan so that employees can overcome their fears and truly go all out to achieve their goals.

Second, leadership - building backbones

To build a high-performance team, we must first create a group of high-performance backbones. This is the prerequisite. How to build it?

It is necessary to combine the advantages, abilities and leadership of different backbones with corresponding positions, and form a leadership core in layers. For example, the core of department managers and regional managers is supervisors or store managers, and the core of store managers is Duty store manager or key employee.

Decision-making activities are first reached through the core layer and finally reached by all members of the team. The same is true for the execution of meetings. First, the core layer is recognized, and secondly, the pursuit of unanimous consent is also pursued in management. In the same way, first let the backbone of the core layer implement it absolutely, and then the grassroots level will implement it absolutely.

In order to build a high-performance store, the store manager must first use strong medicine to build the core backbone. The method must start from the emotional, ideological and methodological aspects. In this process, self-discipline and self-improvement are especially critical to lead by words and deeds. .

Third, morale - the division of wolves and tigers

If you receive a lot of rejections and blows during the sales process, you need to boost your morale. To build a team of wolves and tigers, you must first understand what factors will reduce team morale, such as inconsistent goals, unreasonable systems, lack of rationality in performance pay, unfair rewards and punishments, inaction of leaders, inadequate incentives, lack of communication, and team relations. Weakness, insufficient care for each other, etc. will cause low employee morale. To improve employee morale, these unfavorable factors must be avoided and improved.

We say that leading a team means leading dreams, ambitions, status, and yourself. Store managers must first learn to motivate themselves, make their hearts strong, and be a leader with high morale. Caring about employees, being willing to invest time, being willing to invest in learning, correcting problems in a timely manner, organizing regular learning and training, organizing gatherings that are beneficial to growth and health, remembering employees' birthdays, caring about their work and life, etc. are all ways to build morale. Way.

Fourth, division of labor - clear division of labor

In a team, if the boss does what the employees do, or the president does what the subordinates should do, the store manager does what the employees do If something happens, then this team is not far away from closing down. The daily work in the pharmaceutical retail industry is very detailed and complicated, including selling medicines, replenishing inventory, cleaning and providing services, as well as various GSP management and responding to various emergencies. When an incident occurs, it should be said that every employee has a clear task and division of labor. The store manager must have both macro-strategic planning and detailed division of labor. Only when the division of labor is clear, each employee performs his or her duties, and each does his or her own thing. Well, the efficiency of the entire team will increase.

Fifth, Gravity - Formulating Rules

It is very important to formulate effective rules in the store operation process, including commodity management rules, money and material management rules, asset management rules, and personnel management Rules, reward and punishment management rules, all rules must follow one point: be good at attraction rather than resistance.

Gravity can inspire employees' work enthusiasm and creativity, and its core strength comes from the rules set by the store.

Sixth, system - clear rewards and punishments

Many chain pharmacies have very detailed terminal management systems. To build a high-performance team, the most difficult thing is to implement the system and the system itself. Practicality.

In terms of the implementation of the system, the store manager’s implementation method and intensity will be seen by the employees and remembered in their hearts. The system is the touchstone of the employees’ bottom line. If there are “good people” in the implementation of the system, There will be all kinds of doubts and complaints, and it will be difficult to achieve results when issuing instructions in the future. Many store managers just do not understand this, resulting in the store system being ineffective and unable to be effectively implemented.

In addition, many systems that should be eliminated, simplified and optimized are restricting and hindering the development of stores. This is also something that must be paid attention to and solved when building a high-performance team.

Seventh, Execution - Absolute Execution

Store operators without the courage and means of absolute execution cannot build an invincible high-performance team. Without execution, there will be no success. Results. At the execution level, pay attention to following three points:

1. Do it first and argue later. Many managers are busy arguing and delay doing anything, missing the execution time, and also affecting team morale and the opportunity to discover problems;

2. Take advantage of the situation, follow the rules, and make adjustments based on the actual situation in response to the particularity and variability of problems encountered during the execution process;

3. The entire execution process must be controllable , being result-oriented, we must first monitor every detail of execution. Only when every detail of execution is controlled can the results be controllable.

Eighth. Culture - Growth Sharing Platform

Stores without culture at the terminal will be closed sooner or later.

In the process of operation, the high-performance team will share and spread the corporate culture and professional service culture through various channels, channels and platforms, so that customers can feel that we are well-trained, professional and enthusiastic Yes, it's friendly.

In terms of management, a high-performing team will create a harmonious culture. The store is the second home of employees. Run it with care as if it were home, establish a sharing world for employees, and use various tools. Create an employee sharing platform, record employee growth, witness employee growth, share employee growth, and reflect corporate culture, family culture, service culture, cooperation culture, sharing differentiation, professional culture, gratitude culture, etc. in daily operations. .

Ninth, Tools - Learning and Training

High-performing teams know how to use various tools to improve themselves. Today, learning ability is competitiveness. To surpass competitors, first of all, learn ability Drug retailing is very professional. Without strong professional knowledge and practical experience in the sales process, it is difficult to provide effective solutions to customers. Store operators must first develop a learning plan and training plan to target the store. Make reasonable arrangements according to the actual situation. Different employees develop different learning plans. Make full use of the 10 to 15 minutes before handover to study one case every day. Organize training regularly. Use other professional platforms to expand learning and organize learning activities. Make full use of manufacturer resources and customer resources to learn.

Tenth. Recruitment - Be Prepared

In teams, there is often a phenomenon that the team only starts to recruit people when there is a shortage of staff or someone leaves. Normally, it does not recruit people. of. It seems to save human resource costs. In fact, when a team does not have a talent reserve, the talents in the team will not have a sense of crisis and will easily lack motivation. Without motivation, the efficiency of doing things will not be high, and the cost will be higher.

In addition, when there is only one employee for each important position and there is no reserve, one day the employees in important positions will leave, and there will be no time to recruit outstanding talents. Therefore, high-performance teams are recruiting people at any time. Maintain the vitality of the team at all times. Although the store is full, we must not forget to recruit. Reserve talents through recruitment, and at the same time create a sense of crisis for employees. We must be good at eliminating those employees who can't keep up with the rhythm of the team. Although it may seem cruel, But this is a kind of responsibility and protection for high-performance teams. Excellent operators constantly discover talents and lead talents to achieve goals. Therefore, store managers of high-performance teams must be tolerant and talented. There are often many characteristics that need to be accommodated.