What should we pay special attention to in the management of sales team?

For sales, a good process will have a good result, which shows the importance of process management. However, a good result does not necessarily have a good process. For example, some salespeople, although they have completed the sales task and achieved a good result, achieved it privately through pressing goods. The result and process can't be equated sometimes, but it also shows the necessity and urgency of sales management from one level.

In the process of sales management for many years, the author knows the importance of process management to the achievement of sales goals, and a series of management tools and methods are necessary to get a good sales result. To sum up, there are nothing more than three management tools and two management methods, which are now expounded separately. A form. That is, the daily sales report, which is the most basic and important form of sales process management (see attached table). The form shows the following management contents: 1, which reflects the working area of the salesperson, the specific daily reporter, the date of filling in and the weather situation. By making up the weather, we can avoid the phenomenon that salespeople don't attend classes and shirk their responsibilities. 2. Serial number. The filling of the serial number can reflect the number of customers visited by a salesperson every day, and it can be seen whether the salesperson carries out quantitative work according to the requirements of the enterprise. 3. Visit customers. It is the name of the customer who visited as planned. Of course, if you add the telephone number of the visiting customer in the last column of the form, it will be easier to check whether the work content of the salesperson is true. 4. Visiting hours. Refers to the specific time to interview customers. Many enterprises divide customers into three categories: A, B and C. Different customers have different access frequency and specific interview time. Some enterprises also require to fill in the initial time period of visiting customers, so as to further check what the sales staff are doing during this time period. 5. The purpose of the visit. It is divided into ordering, collection, development, service and explanation (such as new products and new policies), from which we can see the daily work priorities of sales staff and help supervisors correct deviations. 6. Negotiation results. Specifically, we can see the daily performance of the sales staff, so as to see the sales staff's work skills, and then decide whether it is necessary to train and upgrade the sales staff to improve work efficiency and effectiveness. 7. Customer category. Including development, addition and originality, we can see whether the customer structure of a salesperson is reasonable and whether the sales growth is guaranteed. 8. Scheduled time for revisiting. According to the results of interviews with customers, the specific time for the second communication with target customers is arranged, and according to the four-visit rule, that is, more than 80% of customers will be successful after visiting more than four times, so it is necessary for sales personnel to visit skillfully and frequently. 9. Other records. Can record customer objections, problems to be solved, * * * agreed items and memos, etc. A phone call. As a sales supervisor, if you want to manage the sales process well and ensure the quality and quantity of the team performance, you should not only ask the sales staff to fill in the daily sales report carefully, but also insist on calling the subordinates every day. Through this measure, the following objectives can be achieved: 1, to deter lazy people. By asking salespeople about their day's work, especially the key work expressions, we can indirectly understand the actual degree of salespeople's work. During the call, ask some key questions, such as the name of the visiting customer, the specific time period of the visit, and the specific participants. We can find out whether the salesperson has done the work as required, whether he is lying, etc. Let some lazy people stop being blatantly lazy. 2. Set a positive and negative example. Call every day. As a sales supervisor, don't forget one thing. You must tell all the team members, especially the poor sales staff, the general sales situation in this area on the phone, so as to encourage the advanced and spur the backward, and finally make the team members go hand in hand. However, the sales supervisor should pay attention to the following points when checking the work phone numbers of his subordinates: 1, and the call cannot be regular. Although it is a habit to make a phone call every day, it is recommended not to make a phone call at noon often. You can call in the morning to check whether the salesperson has a plan, at noon to check whether the salesperson is on duty, and after work to see if he has acted according to the plan and how effective it is. You can call at night (of course, not too late, before 10). Through this irregular phone call, the salesperson feels that there are a pair of invisible eyes behind him, thus "there is no need to whip himself." 2, or fight unprepared. That is to say, the sales supervisor should be prepared to ask what, pay attention to what and what skills can shake the mountain and shake the tiger according to the sales situation and working status of the sales staff he has mastered, and pay special attention to those sales staff who usually like to be clever and lazy. If the supervisor has some sales data in his hand, it will be more convincing and convincing for the sales staff to know the whereabouts of the sales staff through the customers. Of course, we should give priority to positive encouragement on the phone, that is, praise more and criticize less, and advocate a positive and harmonious team culture atmosphere. A short message. The content of this short message is very simple, that is, send the daily sales performance and cumulative sales performance ranking list to every member of the team in the form of information, so that they can see their daily and cumulative ranking status, let the laggards "be ashamed to be brave" and play a "provocative" role, so that the advanced can continue to stay ahead and set off a wave of catching up with the advanced. By mastering the daily sales performance and sales progress, the sales supervisor can be comfortable with the work arrangement; Through the cumulative ranking of sales performance, it can play a subtle incentive and spur role. There are two key points in texting: 1. Keep in touch with the sales office at headquarters. So that the daily sales situation can be fed back to the sales supervisor in time, so that they can rank and compile themselves. 2. SMS can be sent in the morning and evening. That is, salespeople can better reflect on their work status and performance when they are not working, so as to decide whether to adjust their work plans, catch up, or create better sales performance. In addition to the above three sales process management tools, as a sales supervisor, you should also use two management tools: walking management. McDonald's performance declined for a while. Later, it was found that some managers managed in the office, and it was difficult to solve the problem quickly and conveniently. Later, McDonald's sawed off all the chairs in the office, so that managers who liked to stay in the office didn't have comfortable backrests, so they took the initiative to go to the site to manage. As a result, the situation was quickly reversed and the performance was improved. In fact, if sales executives want to better manage the sales process, walking management is essential. Why Wahaha Group, as a private enterprise, can maintain its growth for many years is due to Zong, chairman of Wahaha, who runs in the market for more than 200 days a year. He is familiar with the market, customers and sales staff, so the probability of Wahaha's decision-making mistakes is reduced. Therefore, if sales executives want to make correct decisions and win the trust of their subordinates, they must walk around and manage, not just "office management" and "telephone management", so as to grasp the first-line market situation and achieve more effective management results. Website management. The purpose of position management is actually on-site management. On-site management is more attractive to subordinates and customers. Salespeople and customers like supervisors who can solve problems on the spot, but they never like leaders who tell them what to do in the office or on the phone. If the sales supervisor wants to establish prestige and help his subordinates and customers better, he must go to the scene. 1. Solve market problems on the spot. Many problems need the supervisor to go to the scene to investigate and collect evidence and cheer for Wei. For example, if you can't easily listen to one side's rhetoric, you must go to the scene to investigate and understand, so as to trace the source and deal with it reasonably. 2. On-site training of sales staff. Through on-site management, the sales supervisor can find the problems existing in the sales staff's work, especially the lack of skills, so that he can teach on-site and practice immediately, which is more convenient for the sales supervisor to correct the deviation in time, so as to find the fundamental solution or method and skill to achieve the goal. In short, in order to achieve the expected results, sales process management needs "ideas+methods+tools", that is, ideas, that is, sales strategies and programs can be guaranteed to be correct, which is a problem of direction; The method is "skill", whether the means of process management can adapt to the market and team members, and whether it can be effectively adhered to; Tools are "tools", that is, auxiliary means. Whether they are useful or not is a mere formality. At the same time, it should be combined with team building and performance appraisal. Only in this way, the sales process management can be more effective, can better promote the goal and better complete the sales task.