Chapter 7 Chapter 6 Sales Organization Design

There are many factors that affect the sales organization design, and different factors will produce different results.Therefore, when an enterprise designs a sales organization, it is necessary to comprehensively consider various factors and do a good job in the overall design. In the increasingly fierce competitive environment, enterprises must realize that only by establishing a sound sales organization and maintaining smooth and efficient sales channels can they effectively cooperate with the entire marketing activities and win the competition. The goal of enterprise sales organization design is usually considered from three aspects: to respond quickly to market demand; to maximize marketing efficiency; to represent and maintain consumer interests.

Whether the design of the sales organization is reasonable or not has an important impact on the realization of the organizational goals of the enterprise. 1. have a significant impact on the ability of the business to meet customer needs The sales organization should first be a marketing management organization.Only through the good use of this market management organization can the company's sales goals be achieved.Many companies want to take shortcuts, only ask about the results, not about the process, and walk into the biggest misunderstanding of establishing a sales organization, which ultimately affects the improvement of the company's ability to serve customers.

2. Affect the operating cost of the enterprise The organizational structure of any enterprise has a very important impact on its operating costs, and the sales department is no exception.If the organizational structure design of the sales department is unreasonable, the organization is bloated, and the staff is redundant, it will not only affect the operating efficiency and final effect of the entire department, but the company must also pay the necessary management costs and personnel costs. Undoubtedly increased unnecessary cost burden.Therefore, whether the design of the sales department's organizational structure is reasonable will have a great impact on the company's operating costs and profit margins.

3. Influence the relationship between people in the department In some sales organizations, in order to maintain their status and get promoted, some people take the method of wooing leaders and subordinates, trying to get the leader's preference, and the employees who have been treated unfairly complain or deal negatively.If the organization's incentive mechanism is not clear about rewards and punishments, or if the rewards and punishment mechanism is not objective and fair, it will also affect the enthusiasm of employees and cause tension among employees.In this way, the resources and strength of the entire sales organization will not be directed towards the same goal.Increased communication difficulty will easily lead to everyone playing football with each other. Leadership decisions need to carefully balance the interests of all parties, otherwise work efficiency will inevitably be affected.

1. The impact of market type on organizational design According to the difference of buyers and their purchase purposes, marketing divides the market into two categories: consumer market and organizational market.The consumer market is a market composed of individuals and families who purchase for consumption. The number of buyers is large, and the purchase scale is small, with many varieties and high frequency.The organizational market refers to the market composed of various organizations, manufacturers, middlemen, governments, etc. that purchase products for production, resale or public consumption. The number of buyers is small, the scale of purchases is relatively large, and most of them are experts.

An enterprise's sales organization may face different markets, which means that salespeople engaged in sales activities in different markets need to play different roles.Sales managers must deeply understand the specific characteristics of these markets. Only in this way can they clarify the role that sales organizations should play and design sales organizations reasonably. 2. The influence of sales type on organizational design A better way to classify sales work is to see what kind of problems they encountered in the sales process, how many problems there are, and how difficult the problems are. These factors determine the difficulty of sales work, and According to this, sales work can be divided into the following types:

(1) Development sales.Developmental salespersons are the main creators of enterprise sales revenue, they receive customer orders, and also create customer orders.The difficulty of the work they face is the greatest. They must explain and demonstrate the company's products and services to new customers, persuade old customers to buy more company products, or motivate old customers to buy new products.This job is very challenging. In order to win more customers from competitors, they must provide better solutions to the problems faced by customers. This undoubtedly requires salespeople to have superb problem-solving skills and strong innovative spirit.

(2) Supportive sales.Supporting salespeople provide support to the sales activities conducted by the actual salespeople. Their main duties include promoting promotions and training and educating customers.In most cases, support salespeople are an integral part of the sales force, although they are not responsible for specific sales.The core of the work of all support salespersons is to provide technical assistance and information services, and solve the problems faced by customers, so as to meet customer needs, achieve the purpose of acquiring new customers and maintaining old customers. (3) Maintenance sales.Maintenance salespeople are those who process customer orders and are responsible for logistics services and guarantees such as product transportation. They are sometimes called driver salespeople or order processors.For example, the job of a Coca-Cola sales representative is to deliver product to a retailer or chain store.As for the sales and post-sales problems, they are not responsible, and all of them are handed over to the higher-level national account management personnel in the organization. The job of the local sales representatives is to ensure that the shelf area and promotion work are in place.

Developmental, supportive, and maintenance salespeople are all key members of an enterprise sales organization.When building a sales organization, consider the size and proportion of the different types of salespeople. 3. The impact of sales methods on organizational design From the point of view of the sales channel link and sales organization form, the sales methods include direct sales, consignment sales, distribution, broker sales and joint sales. (1) Direct selling.Direct selling means that the company directly sells its products to the final target market without going through middlemen.Direct sales can be carried out through self-established specialty stores or franchise chain specialty stores, or you can find retailers yourself and set up shop-in-shops or special counters.Direct selling is conducive to reducing sales links, lowering sales prices, and timely feedback of market information, but it also disperses the energy of the enterprise and increases the investment of the enterprise, which is not conducive to the development of social specialization.Direct selling is often adopted by some highly specialized companies or companies that have special requirements for sales strategies, such as some high-end clothing companies that carry out brand-name strategies, cosmetics companies that require on-site consultation, color rolls and professional expansion companies, etc., often in strict sales. After the training, the quality and effectiveness of sales services will be ensured through a direct sales network with professional services.

(2) consignment sales.Consignment sales refer to the way in which enterprises entrust products to middlemen for sales.The consignment agent does not bear the capital investment and sales risk, and only receives the consignment commission according to the agreement.Our country is in the primary stage of market economy, and many retail enterprises in our country, facing the buyer's market, implement the consignment system.Unsold goods are returned intact. This is a wrong strategy to use the buyer's market to transfer business risks to enterprises. Market Competitiveness.Consignment sales can be carried out, especially for some new products that are difficult to manage, it can be used as a consignment sales method after negotiation between the two parties.Consignment sales should be based on business reputation and seek common development under mutual benefit and mutual assistance.

(3) Distribution.Distribution is a sales method in which commercial operations are carried out by buying out the ownership of products from enterprises through middlemen.In countries with a mature market economy, it is more common for middlemen to buy out products from enterprises for distribution.The essence of buyout product distribution is a cooperative relationship of risk sharing and benefit sharing established by industrial and commercial enterprises according to their respective market divisions.Developing a standardized distribution method can prompt commercial enterprises to study the market, purchase goods carefully, strive to improve their own operation and management level, and enhance market competitiveness. (4) Brokerage sales.Brokered sales refer to the sales method in which suppliers and sellers use brokers or brokers to communicate information and reach deals.Brokers do not directly manage commodities, have no ownership over commodities, and do not take risks. They just bridge buyers and sellers, assist them in negotiations, and collect commissions from the party that employs them. (5) Associate sales.Affiliated sales are formed by two or more different business units, based on the principle of voluntariness and mutual benefit, through agreements or contracts, jointly invest in the establishment of joint ventures, jointly operate a certain sales business, and distribute sales profits according to the investment ratio or the ratio stipulated in the agreement.The parties to the joint venture jointly own the ownership of the goods. The way and strategy of an enterprise's product sales directly affect the organizational form of the enterprise. Lenovo Group is a leading enterprise in my country's PC industry, and Dell is a leading enterprise in the world's PC industry.Through comparison, it is not difficult to find that the sales methods of the two companies are significantly different. Lenovo Group's sales channels have reached the current scale and quality after years of hard work.For more than ten years, Lenovo Group has continuously improved its sales methods.Before 1994, Lenovo Group's sales channels were simply distribution of goods and payment collection, with little understanding of the final flow of products, lack of grasp of the characteristics of consumer demand, and the channels were in a low-function primary state. From 1994 to 1998, Lenovo Group gave up direct sales, focused on distribution, and devoted itself to the flattening of channels, paying close attention to the business relationship with dealers, forming a "community of interests". From 1998 to 2001, Lenovo Group achieved "channel informatization" and began to provide extensive support for dealers at all levels in terms of technology, training and marketing, and improved the quantity, quality and efficiency of information exchange with channel members . Since 2002, Lenovo Group's sales channels have developed in an integrated direction, getting out of the vicious circle of product homogeneity competition in sales channels, and embarking on the road of value-added synergy.At this stage, Lenovo Group began to regard Dell as the most threatening competitor, so Lenovo Group's channel improvement measures were more targeted. One of the most famous direct sales models in the world is Dell's direct sales system, and it is this sales model that has created huge wealth for Dell. In 2003, Dell had a market share of 15.8% in the desktop market, ranking first in the world.Dell's success has benefited from the direct sales model, the essence of which is "on-demand customization".Respond quickly after clarifying customer needs and ship directly to customers.Dell's cost competitiveness comes from three aspects: first, there is no intermediate link of dealers; second, Dell's global supply chain management; third, Dell's refined management keeps its inventory at Within 4 days.Dell is very competitive in terms of price. Although the weapon of price has always been Lenovo Group's killer weapon against foreign PC companies, it has failed here at Dell. The unique feature of Dell's direct sales model is that it directly deals with each customer and has mastered all customer information, so that Dell can maximize the refinement of consumer needs; capture small changes, and understand consumers Reflected in the product strategy, so as to always maintain the sensitivity and quick response to the market.When Dell first entered the Chinese market, its direct sales model was considered not in line with China's national conditions and would not be successful.So far, although Dell's market share in China is still very low, about 7% by the end of 2003, it is developing very rapidly, posing an increasing threat to Lenovo Group, which is "mainly based on the distribution model" .Now no one has underestimated the vitality of the Dell model in China.Lenovo Group, which regards Dell as a confidant, is also enriching its sales model.After completely abandoning direct selling in 1994, it tried direct selling again in March 2002, increasing the proportion of computer direct selling in the domestic market.In order not to affect the relationship with dealers, Lenovo Group's direct sales business is mainly commercial machines for the time being. After all, Lenovo Group has more than 3,000 dealers in China, which is the key to Lenovo Group's ability to firmly occupy the leading position in China's personal computers. The success or failure of the direct sales and distribution model is not entirely determined by the advantages and disadvantages of the model itself, but how it is understood and implemented.For example, Dell's inventory control within 4 days is not the inevitable result of adopting the direct sales model, but the success of Dell's refined management.It is believed that Lenovo Group will be able to regain its former glory in the new round of competition by effectively improving channel efficiency, effectively improving product quality, and speeding up market response. 4. The impact of product sales scope on organizational design The range of product sales is different, which also has a great impact on the sales organization.Some products are affected by their own characteristics and can only be sold in a limited area and form a certain sales area.The product sales area is small, and its sales organization is relatively simple; the product sales area is large, and its sales organization is relatively complex.A regional sales organization does not rent an office, it is enough to recruit a manager, a supervisor, and two or three salesmen.The design of the sales organization involves a series of issues such as how to divide the sales area, how to invest the expenses, and how to arrange the personnel.At the same time, after the sales organization is established, how to operate, how to manage, how to control and how to achieve organizational goals, these issues need to be carefully considered. In 2004, Macro Company broke the pattern of unchanging sales areas for many years, and historically split the original 18 sales areas into 34 sales areas.The split of the sales area is intended to expand the market share and expand the sales market.In recent years, the company's sales areas are mainly concentrated in the provincial market and places close to major customers, which may easily cause vacancies in the market below the prefecture (city) and county level.After splitting into 34 regions, Macro Company further divided several large regions, the original Yueqiong region 1 was divided into 7, and a new solar energy project was established.The company puts forward the sales channel strategy of intensive cultivation, and promotes the marketing work to the depth and breadth at the same time.After the split of the sales area, relying on the advantages of the "Macro" brand and product quality, implementing pragmatic management policies, and further adjusting the development strategy of new products, it is expected to tap larger and wider business opportunities and achieve greater economic benefits. 5. The impact of changes in the market environment on organizational design The sales organization is an open system, it must exchange material and information with the market environment where it is located, so when constructing the sales organization, we must consider the influence of the external environment and keep a balance with it.The market environment is constantly changing, especially with the advancement of technology and the diversification of market demand, the changes in the sales environment faced by enterprises are increasing day by day. Customer-oriented and quick response have become the characteristics that new sales organizations must have.Changes in the external environment of the enterprise lead to changes in the marketing strategy management of the enterprise, followed by the adjustment of the form and method of realizing the enterprise's goals, which will inevitably make the sales organization make appropriate adjustments according to the specific situation. The traditional channels are declining, and the output of single stores is constantly decreasing. However, the importance of modern mainstream sales channels such as shopping malls and supermarkets is becoming more and more prominent, which leads to the tendency of sales to be concentrated on the terminal oligarchs, and the sales channels of enterprises are becoming more and more rigid. Change is urgent.To solve this problem, Procter & Gamble first launched the DOS-based Distributor Business Management System (DBS), which mainly helps distributors manage their purchase, sales and inventory. It includes modules such as purchase, sales, inventory and simple accounts receivable management. , and the order generation system (EDI) based on the DBS system, its main function is to help distributors automatically generate suggested orders.Procter & Gamble is also oriented to distributor management, and has established a distributor integrated operating system (IDS) in order to provide timely and accurate reports to distributor managers. On this basis, in 2001, Procter & Gamble joined hands with Fuji to establish a more advanced DMS distribution solution.The solution is a complete supply chain collaboration and control system, including: the coverage process that regulates the behavior of distributors, an efficient distributor replenishment system, thoughtful order management, scientific and effective credit control, and the Procter & Gamble system for distributors Documentation and tools for interface coding and data transfer procedures required for specialization. It is precisely because of the unique charm of channel informatization that not only enables distributors to automatically manage inventory, automatically fill in orders, automatically shorten the order cycle, and automatically speed up order frequency, but also enables Procter & Gamble and Unilever headquarters to have a more transparent understanding of product status. The flow direction and frequency in the channel can be effectively monitored in real time without any effort, which greatly improves the competitiveness of the company's channels and truly reflects the strategic conception of developing strategic partnerships with distributors. According to the needs of sales management and the target characteristics of the sales organization, the following principles must be followed when designing the sales organization. 1. The principle of customer orientation When designing a sales organization, managers must first focus on the market, consider meeting market needs, and serving consumers.Based on this, establish a market-oriented sales force. 2. The principle of simplicity and efficiency Simplification and efficiency are the relationship between means and purpose, and improving efficiency is the purpose of organizational design, but to improve the operating efficiency of the organization, it is necessary to streamline the organization.Specifically, simplification and efficiency include three meanings: first, the organization should have high-quality personnel and a reasonable talent structure, so that human resources can be reasonably and fully utilized; There should be no idlers in the organization; third, the organizational structure should be conducive to the formation of group synergy and reduce internal friction. 3. The principle of reasonable management range Span of control is the number of subordinates reporting directly to a manager.Whether the span of management is reasonable depends on the nature of the work of subordinates and the capabilities of managers and subordinates.Under normal circumstances, the scope of management should be as small as possible, generally 6 to 8 people.However, with the transformation of the organizational structure of enterprises, there is a trend of flattening the organizational structure, which requires fewer management levels and a larger management range. 4. Stable and resilient principles Organizations should maintain a relatively stable workforce, which is necessary to enhance organizational cohesion and improve employee morale, just like every tree has a solid root system.At the same time, the tissue must have a certain degree of elasticity to ensure that it will not be broken by strong winds.Organizational resilience, in the short term, refers to maintaining workforce mobility due to fluctuations in the economy or seasonality in business. A reasonable sales organization may not guarantee the success of sales, but an unreasonable sales organization will definitely hinder success.There are many businesses that suffer from sales organization problems. 1. Inefficiency In the process of development and growth of some enterprises, the sales organization expands rapidly, but the efficiency is gradually reduced. The most prominent performance is the decline of per capita sales.For example, in the last three years of a well-known home appliance company, the personnel in charge of sales and marketing have increased by 15%, while sales have dropped by 12%.While the efficiency is reduced, the company's response to the market has also become slow, and the entire sales system is struggling like an old man. 2. Management out of control In some enterprises, the management has lost control during the rapid expansion of the organization. If the finances are out of control, marketing expenses continue to rise, but sales have not increased.Some salespersons or regional sales managers misappropriated product sales revenue for other purposes to form extracorporeal funds; some companies also had a large amount of sluggish sales payments, gradually forming dead debts and bad debts. For example, the information is distorted, some salespersons did not transmit the market information and customer information to the headquarters in time, even lied about the military situation, exaggerated the competitive strength and promotion efforts of competitors, and shirked responsibility to cover up their incompetence; some even took the opportunity to ask the company to increase the reward. Ratio, or require enhanced advertising or price reductions. For example, if personnel break their promises, some salespersons are self-confident, control customers and dealers, establish personal relationships, and form independent kingdoms; For example, if the relationship is out of control, some enterprises do not pay attention to establishing long-term cooperative relations with dealers and other relevant departments after they grow in size, and have not established a market crisis management system. Credit crisis, these situations directly endanger the image of the entire sales system and the enterprise.The result of out-of-control management makes it difficult for the enterprise to operate effectively, and it is also difficult to quickly transform the existing organization, which ultimately makes the enterprise pay a huge price. 3. Poor communication Due to the rapid development of enterprises, regional differences and customer differences appear, and enterprises lack corresponding response capabilities, resulting in inaccurate grasp of market information and relying entirely on hearsay.For example, the sales department always thinks that there are not enough advertisements, new products are not fast enough, the price is not low enough, and the quality is not good enough, but they don't know what customers want, how much effect advertising can produce, and how much price reduction can produce. Sales growth.Because the enterprise is not very clear about the market situation, the specific sales personnel and distributors often have a huge influence on the enterprise's sales policy, which makes the enterprise's sales policy extremely random and blind.Very few companies have conducted long-term systematic research and accumulated customer archives. Of course, information about competitors is basically an afterthought.Although some companies have this information, they don't know how to use it.People with information do not make decisions, decision makers cannot get real information, and departmental conflicts of interest will lead to information blockade.Due to poor information communication and inter-departmental conflicts of interest, various sales measures are always inconsistent, which affects the improvement of sales efficiency. 4. Pursue short-term profit Because in the process of enterprise development, the first thing to develop is the sales organization, and the enterprise gradually relies on the sales organization, but the salesperson generally pursues short-term interests. As a result, the overall sales of the enterprise pursue short-term interests, neither paying attention to the development of the overall strategy, nor Pay little attention to the innovation of enterprise products and services.When short-term interests are pursued to a certain extent, enterprises will face difficulties, and sales staff will find that their traditional skills can no longer adapt to the needs of the new situation.In this way, when the enterprise tries to strengthen its control, it will face the risk of suffering huge losses, sometimes leading to huge shocks in personnel and serious financial losses within the enterprise. The choice of the sales department organization model will be affected by factors such as enterprise human resources, financial status, product characteristics, consumers and competitors. Enterprises should carefully "arrange troops" according to their own strength and enterprise development planning, and do what they can , with the least management costs to obtain the greatest economic benefits. Several commonly used sales organization models will be introduced in detail below. The regional sales organization model refers to the model in which the target market of the enterprise is divided into several geographical regions, and each salesperson or sales team is responsible for fully representing the enterprise in sales activities in one region (see Figure 6-1). In this organizational model, the power of the regional supervisor is relatively concentrated, and the decision-making speed is fast; the region is concentrated, and the cost is relatively low; the concentration of personnel is easy to manage; it is conducive to meeting challenges in the region. Territory accountability increases the motivation of salespeople, incentivizes them to develop local business and cultivate relationships, which will help sales reps both in sales and in their personal lives. However, sales staff have to engage in all sales activities, and are not technically professional enough to adapt to products with many types and high technical content. Specifically, the regional sales organization model has the following advantages: (1) It has a clear division of responsibilities for sales staff. There is only one sales staff in a region, and its tasks are clear and its responsibilities are clear.On the one hand, according to the sales potential of the area, the company can stipulate the workload that the salesperson should complete, and can effectively examine the workload completion of the salesperson.As the only sales person in the area, he may get the credit for the difference in sales effectiveness of the person, but he may also get the blame for the poor sales in the area.On the other hand, it can also motivate salespeople to work hard, complete the prescribed workload, and do everything possible to exceed the workload. (2) Conducive to saving transportation costs.Due to the small sales range of each salesperson, transportation costs are relatively reduced. (3) Since the sales scope of each salesperson is fixed, the relationship with customers in the sales area will directly affect the sales effect.Therefore, the salesperson will consciously pursue the long-term effect of sales promotion as the goal. While trying to increase sales, they will also try to care about the needs of customers, help customers solve difficulties, gain the trust of customers, and establish a good relationship with customers. In my country, due to the vast territory and great differences between regions, most enterprises adopt regional sales organizations, and the regional directors are responsible for the sales of all enterprise products in the region.Starting at the bottom of the organization, dealers report to salespeople, who in turn report to regional directors. When dividing the range of sales areas, there can be different standards, not necessarily determined according to the administrative area, but the enterprise should analyze some regional characteristics: the area is easy to manage; the sales potential is easy to estimate; it can save time for business trips and minimize sales costs ; Each salesperson must have a reasonably adequate workload and sales potential. Generally speaking, when designing the regional sales organization model, the following influencing factors should be considered. 1. Regional scale Regional branches can be defined by sales potential or workload.Each method of division will encounter the dilemma of benefits and costs.Territories with equal sales potential provide each salesperson with the opportunity to earn the same income, and at the same time provide the company with a standard for measuring work performance.Long-term differences in local sales may be assumed to reflect differences in the ability or effort of individual salespeople.Salespeople are motivated to do their best work. However, regions with the same potential can vary greatly in size because of the different consumer densities in each region.In metropolitan areas, where consumers are highly concentrated in a small area, the sales potential of that area is relatively large.A salesperson assigned to a large city can achieve the same sales performance with less effort.And sales representatives who are assigned to a vast and sparsely populated area may achieve less success with the same effort, or pay more effort to achieve the same result. A better solution would be to pay salespeople stationed in remote areas higher pay to compensate for the extra work they do.But that cuts into sales margins in remote areas.Another solution is to assign better or more senior salespeople to better regions, acknowledging that regions have different attractiveness. In addition, regions can be divided according to the same workload criteria.Each sales representative can go to the area he is competent in, however, this approach may lead to inconsistencies in the sales potential of the area.This is not a problem if the sales force's salary is fixed, but when the sales force's salary is tied to their sales, the attractiveness will vary from region to region despite the same workload.It can be like paying lower wages to sales representatives in areas with higher sales potential, or assigning better performing salespeople to areas with higher sales potential. 2. The shape of the sales area The shape of a sales area is generally composed of some smaller units, such as cities or counties, which are combined to form a sales area with certain sales potential or workload.When dividing areas, the natural obstacles of the region, the consistency of adjacent areas, and the convenience of transportation should be considered.Many businesses prefer territories to have a certain shape because the difference in shape can affect cost, ease of coverage, and sales force satisfaction with the job.The more common shapes of the sales area are round, cross-shaped and fan-shaped.Enterprises can use computer programs to divide sales regions, so that each region can achieve the optimal combination of indicators such as customer density balance, workload or sales potential, and minimum travel time. (1) Circular area.The salesperson sits in the center, and when making general visits, visits in a circular path without repeated round trips, and can return to the original place when the visit is terminated.When it is necessary to visit a special customer, since the salesperson lives in the center, the distance from the customer is equal, the distance to each customer is not too far, and the cost is not too high.Therefore, this shape of the sales area is more beneficial to both general visits and individual visits. (2) Cruciform area.The salesperson sits in the center. In addition to the characteristics of a circular area, the salesperson visits along the cross-shaped path, and can also plan the time in a planned way. After visiting a customer on a petal, they can return to the original place when the prescribed rest time is reached. Take a break before visiting a customer on another petal. For example, if it is stipulated to make a regular visit to the customers in the sales area once a month, it can be set to visit a customer on the petal every week, and you can return to the same place to rest on weekends.In this way, the distance from the original place to the starting point of the petal and the return to the original place from the end point of the petal are both shorter, which is more conducive to saving sales costs. (3) Fan-shaped area.It is divided into several areas by a large circular area.Several salespersons are respectively responsible for the sales promotion path selected when selling.In this way, the sales area is divided so that each area includes both the urban area near the center and the remote area far from the urban area, so as to ensure that the sales potential of each area and the workload of the sales staff are equal.However, since the remote areas are too far away from the sales staff's resident, if a special visit is required, the cost is too high. The shape of the sales area can be determined by comprehensively considering the natural shape of the area, the distribution of customers in the area, potential purchasing power, marketing costs, and the convenience of personal sales, and then making a final decision. The product-based sales organization model refers to a model of organizational structure design in which sales personnel of an enterprise perform their tasks according to products (see Figure 6-2).In this model, the products of the enterprise are divided into several varieties, and each salesperson or sales team is responsible for the sales of one or several products. The importance of salespeople's understanding of products, coupled with the development of product departments and product management, has led many companies to use product lines to build sales force structures.When an enterprise's products are complex in technology, highly specialized, with many product lines and few links between products or a large number of products, it is more appropriate to form a sales force based on product specialization.In this way, the sales staff of the enterprise can focus on selling one or several products that they are responsible for, and receive the effect of professional management.But this model also has certain defects, for example, it may happen that different salespersons sell different products of the company to the same customer, which is obviously uneconomical. This structure is closely related to production and sales, and the product supply is timely, which is suitable for enterprises with high technology content and many types of products.However, due to geographical overlap, resulting in duplication of work and high costs. When a company has a wide variety of products, different salespeople will face the same customer group.This will not only increase the cost of sales, but also arouse customers' resentment, and the product-oriented organization shows great shortcomings.For example, SC Johnson has several product divisions, and each division has its own sales force.It is very likely that several SC Johnson salespeople went to the same hospital on the same day.If only one salesman is sent to the hospital to sell all the company's products, a lot of expenses can be saved. The customer-oriented sales organization model refers to a model of organizational structure design in which sales personnel of an enterprise perform sales tasks according to different customers (see Figure 6-3).In this model, the enterprise must first classify its customers, and then different sales personnel are responsible for sales activities to different types of customers. Customers can be classified based on industry, customer scale, type of sales channels, etc., and even individual important customers can be classified.For example, International Business Machines Corporation has set up a sales office in New York for the financial sector and brokerage customers, and a sales office in Detroit for Ford Motor.The most obvious advantage of using this structure is that the salesperson can fully understand the specific needs of the customers he serves, so as to carry out targeted and effective sales activities.Sometimes it can also reduce the expenses of the sales force, reduce channel friction, and provide ideas for new product development.The disadvantage is that when the same type of customers are scattered, it will increase the workload of the sales staff, thereby increasing the sales cost.When the number of major customers decreases, it will pose a certain threat to the company. Enterprises can also form their own sales force by market or consumer (ie, customer type).For example, a manufacturer of compatible computers can divide its customers according to the industry in which the customers are located (such as finance, telecommunications, etc.). The number of companies establishing sales organizations by market has gradually increased, while product specialization organizations have decreased in some industries.This trend is still spreading, because the market specialization is consistent with the customer-oriented concept, and both emphasize the marketing concept. The well-known companies that divide sales organizations by market include Xerox, IBM, NCR, Hewlett-Packard, General Foods, and General Electric. The basis of the previous sales organization construction is the assumption that the enterprise only divides the sales organization according to one basis, such as by region or product or customer.In fact, many businesses use a combination of these structures.复合型销售组织模式是指企业混合使用以上三种组织模式(见图6-4)进行产品销售，如地区—产品、产品—顾客、地区—产品—顾客等组合模式。 如果企业在一个广阔的地域范围内向各种类型的消费者推销种类繁多的产品时，通常将以上几种模式混合使用，一个销售人员可能同时对一个或多个产品线经理和部门经理负责。 复合型销售组织模式具有较大的机动性和适应性，能够充分发挥每一位团队成员的潜力，避免重复劳动，节约时间和成本，企业可以根据自身的实际情况进行选择。这种组织结构模式能够克服各种单一结构的缺陷，比较适合于产品类型繁多、顾客类别多且分散的企业。 正如我们所看到的那样，销售组织专业划分的趋势仍在继续，销售组织划分的基础——区域、产品或顾客或者其组合会因企业而异。 企业的大部分销售额来自少数的大客户。这些交易量大的客户对企业显然非常重要，企业在设计销售组织时必须予以特别关注。大客户组织模式是指以客户的规模和复杂性为划分依据的市场专业化销售组织，企业设专门的机构和人员来负责大客户销售业务的模式(见图6-5)。 大客户是指购买数目大且购买情况复杂的客户，当一个客户符合下列情形时，可以被视为是大客户。 (1)采购职能是集权化的。 (2)高层管理者能够影响组织的购买决策。 (3)存在多种购买影响因素。 (4)购买过程复杂且存在较大差异。 (5)要求企业提供特殊的价格折扣。 (6)要求企业提供特殊的服务。 (7)购买定制化的产品。 对大客户的销售业务管理，企业通常实行销售人员负责制。建立一支独立的大客户销售队伍，由专门的销售人员专门负责对大客户的销售和服务，给大客户提供一些特殊的关照。每位大客户销售人员通常负责一个或多个大客户，并且负责协调企业与大客户的关系。 于2002年进入上海市的花旗银行浦西支行让很多中国人大跌眼镜。与国内银行不同的是，上海花旗银行浦西支行的营业厅分为上下两层，现金柜台被安排在二楼，而方便大众服务的一楼则被设置成“一对一”理财咨询服务柜台和VIP服务。这样一来，那些只想存取现金的人只能花点时间走到二楼去了，而相对有闲钱有投资理财欲望的客户则可以在一楼享受“一对一”的个性化服务。同时，花旗银行还规定，总存款低于5000美元的客户还要收取每月6美元的服务费用，这样的策略显然和中国银行传统的服务是截然不同的。可以预见，个性化的营销模式将成为营销的主流方式，而个性化的核心就是从传统的“市场份额”转变成实用的“顾客份额”，所以加强管理这20%的大客户将是营销的重点。 销售发展的趋势是由个人销售发展为团队销售，企业团队销售组织的设计与建立成为必然。团队销售组织的设计应富于弹性，因企业性质的不同而不同，因销售性质的不同而不同，但基本上都是由销售人员和有关职能人员组成。 IBM、DEC等公司销售的产品是按客户要求定制的电脑硬件和软件，公司的销售团队由销售人员和技术人员组成，始终保持与客户的紧密联系。IBM公司的一个客户经理所管辖的销售团队除了销售人员外，还包括产品代理商、系统工程师和咨询师。在3M公司，每一销售区域都建立跨职能的销售团队，团队成员包括后勤人员、信息系统管理人员和销售人员。Black ＆Decker公司的销售团队中包括销售人员、营销人员、信息系统专家、销售预测人员和财务分析人员，他们共同致力于为沃尔玛和Home Depot这样的大客户提供服务。 销售团队近来发展的趋势，是吸收来自客户公司的代表。通用电气公司为了更好地为重要客户服务，成立了跨职能和跨公司的大型销售团队。针对南加州爱迪生公司从通用公司购买蒸汽涡轮发电机项目，通用公司专门成立了140人的跨公司团队以减少停工期。这个团队包括60名来自通用的员工，其他成员则来自爱迪生公司。Baxter公司更为超前，它们甚至与客户共同协商设立组织目标，并分享与之有关的成本和盈余。 一个企业在选择采用团队销售组织时，必须考虑很多的因素，诸如确定团队的规模和职能，以及团队整体和个人的报酬机制问题。这些决策在很大程度上取决于团队的战略目标。如果团队的主要任务是提供大量的售后服务，通常在团队中要包括支持人员，因为支持人员能更好地理解售后服务的需要，促进销售的完成。另外，随着销售团队规模的增长，个人有减少努力的倾向，因而有必要限制团队的规模。 M品牌销售团队的使命，是通过建立销售渠道和建设销售队伍，达到公司营销目标，并推动生意的持续发展。销售团队的整体架构为“3+3”模式，即：3大硬件：销售领导小组、销售部秘书组、实地销售队伍；3大软件：品牌销售模式、销售团队操作系统、计划与评估体系。 销售领导小组由总经理、销售总监和销售副总监组成，负责整个销售组织建设的领导工作。销售部秘书组负责销售部订货—发运—结算的运作和协调，以及信息交流体系的运转。实地销售队伍由市场经理、区域经理、客户经理、销售代表组成，负责各个地区的具体销售运作。 品牌销售模式是指销售团队负责建立并管理整个销售渠道的运作。销售团队操作系统是销售团队组织结构的管理系统，包括整体架构、部门及人员的角色和职责、订货—发货—结算系统、信息交流体系以及规章制度。计划与评估体系包括按月度、季度、年度对销售团队各个部门和层次的计划制订、分析和评估。 团队销售并不是所有情况下的最佳选择。建立销售团队的成本很高，只有存在巨大的潜在销售量和利润时才适用，如公司只能利用团队为大客户而不是小客户提供服务。即使是客户的大规模购买，由销售代表和代理商能胜任客户需要的话，也不需要组织团队。设计团队销售组织时，最重要的考虑其是否与购买者的需求保持一致。如果企业的重要客户或潜在客户利用购买团队来实施复杂的购买决策，那么公司最好也采用跨职能的销售团队来服务客户。 除了上述几种基本划分方式外，这里需要说明，在实际工作中，这几种方式经常是交叉组合的。比如某集团先按照区域划分，将全国分成6个大区；然后6个大区下面按地区再设20多个销售办事处；最后每个办事处又按产品或者按客户群划分市场。这就是多种市场划分方式的交叉组合。但是实际上，“万变不离其宗”，具体划分市场的时候，交叉组合仍然是基于区域、产品或者客户群这三者来进行，其关键在于对几种基本划分方式的灵活运用。 销售经理必须很关心公司的组织结构，因为它帮助你完成工作。销售经理定时要和公司本部联系，要和不同的部门及公司层级接触，譬如财务部门、市场部、运输部门等，另外和生产、研究开发、行政及其他部门也有不经常但稳定的接触机会。只有这样才能保证客户能享受到满意的服务。销售部在公司内部组织结构中的位置如图6-6所示。 销售人员是企业生产效率最高也是成本最昂贵的资产。销售队伍规模的大小是设计销售组织结构的基本条件。然而，确定销售人员的数量却是一个两难的问题：随着销售队伍规模的扩大，一方面可以创造更多的销售额，另一方面又会增加销售成本。但是，销售量的增加和人员推销费用的增加并不成线性关系。在这两方面寻求平衡显得困难而且重要，因为它决定了销售利润水平。因此，科学合理地确定推销人员的数量，对提高企业的营销效率有直接的影响。对于企业推销人员数量的确定，不同企业可以有不同的确定方法，但常用的方法主要有以下几种。 根据预期销售额的大小来确定推销人员数量的一种方法。 使用这种方法确定推销人员数量时，首先要确定每位推销人员平均每年的销售额，并预测每年企业的销售额，然后计算所需的推销人员数量。其计算公式为： 推销人员数量=企业年销售总额÷个人的年平均销售额 假定一家公司预测明年的销售额为5000万元，如果销售人员平均完成的销售额为200万元，那么该公司需要25(5000÷200)位销售人员来实现5000万元的销售额。 在这种方法的应用中，关键问题是如何合理制定每人每年的平均销售额指标。这一指标的确定，可根据企业推销人员前几年的工作情况，再考虑市场环境的变化对销售工作的影响。但需要注意的是，新增加的推销人员往往开始并不一定能像老推销人员那样卓有成效。 销售额法是相对简单的确定销售组织规模的方法。但是，这种方法在概念上是有缺陷的。这种方法的基础是销售额决定所需销售人员的数量，有点本末倒置了，应该说销售人员的数量是决定销售额的重要因素。销售额应建立在既定的销售队伍规模的基础上，增加销售人员将增加销售预期，而减少销售人员会降低销售预期。 虽然分解法有这样的缺陷，但它仍然是最常用的确定销售组织规模的方法。这种方法尤其适用于相对稳定的销售环境，销售变化缓慢并且可以预测，没有重要的战略调整。组织适用佣金作为薪酬方案，可保持较低的销售成本。 这种方法的基本概念来自经济学。其基本思想是根据推销人员创造的边际利润决定推销人员的数量。 首先，使用这种方法决定推销人员的数量时，只要增加推销人员后增加的利润大于零，就应该增加推销人员的数量。一般而言，销售人员数量与销售额之间存在较为密切的关系。因增加一位销售人员而增加的销售额部分受以往所雇用的销售人员数量的影响。换言之，若销售人员从10位增至11位，其销售额的增加量与销售人员从20位增加至21位时是不同的。其次，企业要决定在销售人员不同数目时增加1位销售人员所增加的不同的销售额。再次，企业要决定那个增加1名销售人员时所增加的边际收益。这个数值应该是边际销售额与销售成本之间的差额。 这种方法的应用过程如下： (1)建立推销人员的数量变化与销售额变化之间的关系。 (2)建立推销人员数量变化与成本变化之间的关系。 (3)计算有不同数量推销人员时的边际利润额(销售额增加额-成本增加额)。 这样，大于零的最小的一个边际利润额所对应的推销人员的数量即为最佳推销人员数量。 根据推销人员需要完成的工作量的大小来确定推销人员数量的方法。主要是利用拜访潜在顾客的次数，以相同工作量的原则来决定销售人员的数目。在实际应用中还是工作量法的应用比较普遍，应用这一方法的步骤如下。 1.确定总工作量 首先将所有的顾客进行分类，然后再确定每类顾客每年需要进行访问的次数。根据顾客的分类和每类顾客每年约访问次数，即可知道企业每年应进行的总访问次数，根据总访问次数即可确定企业推销人员的总工作量。 2.确定每位推销人员的年工作负荷 根据不同顾客的分布情况、每访问一个顾客需要花费的时间等因素，确定每位推销人员每年的平均访问次数，以此平均访问次数作为每位推销人员的年工作负荷。 3.确定推销人员数量 企业每年推销人员的总工作量除以每位推销人员的年工作负荷，即为企业所需的推销人员数量。 用公式表示如下： 企业所需的推销人员数量S=(第1类顾客的数量×第1类顾客每年的平均访问次数＋第2类顾客的数量×第2类顾客每年的平均访问次数＋第3类顾客的数量×第3类顾客每年的平均访问次数＋……)÷每位推销人员每年的平均访问次数 例如，某企业共有各种客户1200个，这些客户可分为三类：第一类客户有200个，每年需进行24次访问；第二类客户有400个，每年需进行18次访问；第三类客户有600个，每年需进行12次访问。如果每位推销人员每年的平均访问次数为300次，该企业共需推销人员多少名？根据公式，得：S=(200×24+400×18+600×12)÷300=64(名)，即该企业需要64名推销人员。 企业每年人员推销的总工作量，也可根据每类顾客访问一次所需的时间，将总访问次数折算成总访问时间，然后再根据每位推销人员每年可用于访问的时间，最后算出所需的推销人员数量。 虽然工作量法相对而言比较实用，但是，它并没有说明访问次数是如何确定的，也没有把销售队伍的规模当成能为企业带来利润的一项投资。实际上，企业利润同销售队伍的规模、报酬、预算等是紧密联系在一起的。如果假设最佳的销售队伍规模达到最大化，那么在利润最大化水平下，确定销售队伍的规模问题也就迎刃而解了，这就是市场反应模型。实际上，在许多行业，市场反应模型已经成为制定营销决策时普遍使用的工具。数据采集和计算机技术的快速发展，使市场反应模型在实际应用中更加可行和更易操作。这里只作一下简单的介绍，有兴趣的读者可以自己研究。 销售能力分析法是指通过测量每个销售人员在范围大小不同、销售潜力不同的区域内的销售能力，计算在各种可能的销售人员规模下，公司的总销售额及投资报酬率，以确定推销人员规模的方法。 销售能力法的分析有三个步骤。 1.测定销售人员在不同的销售潜力区域内的销售能力 销售潜力不同，销售人员的销售绩效也不相同。销售潜力高的区域，销售人员的销售绩效也高。但是，销售绩效的增加与销售潜力的增加并非同步，前者往往跟不上后者。例如，通过调查发现，某公司推销人员在具有全国1%销售潜力的区域内，其销售绩效为16万元；而在具有全国5%销售潜力的区域内，其销售绩效为20万元，即每1%平均绩效仅为4万元。因此，必须通过调查测定各种可能的销售潜力下销售人员的销售能力。 2.计算在各种可能的销售人员规模下公司的总销售额 这种方法的基本计算公式如下： 公司总销售额=每人销售额×销售人员数 例如，公司配备100位销售人员在全国范围内进行推销。为使每位销售人员的推销条件相同，可将全国分成100块具有相当销售潜力的区域，每块具有全国1%的销售潜力，其销售绩效为16万元。依以上公式计算可得，该公司的总销售额为1600万元(16×100)。公司若配备20位销售人员在全国范围内进行推销，即可将全国分成20块具有相当销售潜力的区域，每块具有全国的5%的销售潜力，其销售绩效为20万元。依公式计算可得，该公司的总销售额为400万元(20×20)。以此类推，可以根据各种可能的销售人员规模，测算出每个销售人员在不同销售潜力的区域内的销售绩效，从而计算出各种可能的销售人员规模的总销售额。 3.根据投资报酬率确定最佳销售人员规模 根据上述方法计算所得的各种可能的销售人员规模的总销售额(即销售收入)，以及通过调查得出各种相应情况的销售成本和投资情况，即可计算各种销售人员规模的投资报酬率。 其计算公式为： 投资报酬率=(销售收入-销售成本)÷投资额 其中，投资报酬率最高者即为最佳销售人员规模。 运用这种方法来确定销售人员规模，必须有足够的地区来做相同销售潜力的估计，运用时比较困难。另外，若仅将地区的销售潜力作为影响销售绩效的唯一因素，就会忽略地区性顾客的组成、其地理分散程度及其他因素的影响。 因此，只有当其他因素相当，且各种可能的销售人员规模的销售潜力资料很容易取得时才用此法。