Chapter 10 Chapter 9 Daily Behavior Management of Salespersons

There are many management methods and means for the sales team, such as daily management, assessment incentives, communication and interaction, mentality training, etc. are some commonly used management forms.Among them, the daily management work of the sales team is the cornerstone for the smooth development of other management work.The more basic the daily management work is, the more it is related to the growth of the entire sales team.It can be said that a sales team's learning and communication, mentality adjustment, information feedback, clear focus, and work arrangement are basically completed through the development of daily management work.

Most of the sales activities of salespersons are carried out in places other than the company's location, that is, they leave the field that the supervisor can directly control and invest in the field where the customer is.Salespeople "must" or "prefer" to work alone and work independently, so salespeople's activities are completely open and free except for meeting time and noon breaks, when they have the opportunity to be observed and understood. state. One of the most effective ways to manage and control salespeople is to fill out sales management forms.The sales management form is a monthly, weekly, and daily action report for each salesperson, and it is also a general record of all actions in terms of people, things, time, place, results, and progress.Filling in the sales management form is not only an important means of daily management of sales staff, but also the main basis for improving sales work.However, if the design idea of ​​the sales management form is unreasonable and not fully utilized, it will not only fail to predict or review the sales process, but also delay the sales staff's time and fail to play its due role.In fact, many problems are often encountered during the implementation of the sales management form. The sales staff can insist on filling in the form at the beginning, but after a while they will be perfunctory, and the sales manager who implements the sales management form has no choice but to let it go. .Salespeople are generally willing to speak out about the work process, rather than writing it out in the sales management form.However, whether it is the requirement of the company's standardized management or the requirement of the salesperson to sort out the entire business situation, the sales management form is very important.The sales manager must ask the sales staff to develop the habit of filling out the sales management form.

The sales management form is very important for the sales manager to manage the sales team.However, in the process of using the sales management form, there are often problems of one kind or another: some forms are designed too complicated; some forms are designed but the salesperson is unwilling to fill them in; Ask about.There are many reasons for all these. If we want to minimize the occurrence of these problems, we must pay attention to the design and application of sales management forms.The general principle of designing the sales management form is to be simple and clear, to prioritize and to control the key.The general principle of designing the sales management form is: Urgent use first, and the key to control is: delete the complicated and keep it simple.Control the key, delete the cumbersome content, and control the key content, which is the core of the management form.Specifically, the design of the management form includes the following points.

1. Concise The design of the sales management form must be concise and not too complicated.Generally speaking, it is more appropriate for the sales staff to fill out the sales management form on average no more than half an hour a day.Because if it exceeds half an hour, it will take up too much time for sales staff to effectively visit customers, thereby reducing overall efficiency and negatively affecting performance. The time of sales staff can be roughly divided into three parts: customer time, business contact time, and scattered time. (1) Customer-related time refers to the time when salespersons contact customers for work purposes, such as helping customers, talking with customers, and doing business for customers.

(2) Business liaison time refers to the time when salespersons plan, plan, communicate internally, and contact resources in order to achieve better sales. (3) Scattered time refers to the time when salespeople chat and communicate with each other in the office. Generally speaking, the better structure of the above-mentioned three-part time allocation of salespersons should be the "five, three, one" structure.Sales staff should spend at least 50% of their time on direct contact with customers; 30% of their time on supporting customers or doing related work to support customers, including attending regular meetings, training, etc.; 20% of their time on mutual comminicate.

Therefore, if the design of the sales management form is too complicated, and the salesperson spends more than half an hour a day to fill it out, other time of the salesperson will be taken up, and it will be difficult for the salesperson to control the customer's time and business contact time. 2. clear The column design of the sales management form must be clear and not vague.What kind of column is general?For example, if the salesperson is required to fill in the column of the contact process with the customer, the salesperson does not know what to fill in when he picks up a pen, and can only fill in words such as chatting with the customer and discussing.What kind of column is clear?Columns such as when, which customer was visited, the customer's phone number, and what results were achieved are relatively clear, and the filling requirements are relatively clear.

3. Has continuity The design of the sales management form should have continuity as much as possible, that is, the sales management form should be linked together.For example, the work plan table should be the quarterly work plan, monthly work plan, weekly work plan and work log table, so that from far to near, there is continuity between each form. 4. Whether it is true or not can be checked The design of the sales management form should be verifiable, that is, after the sales management form is filled out, it should be possible to verify whether the content filled by the salesperson is true.For example, content such as customer visits, customer names, titles, contact numbers, etc. designed in the work log form can be easily verified with the customer file form.When necessary, the manager can verify the filling of the salesperson by phone or visit.

5. Can find problems and provide guidance and modification The design of the sales management form should enable the sales manager to discover the problems of the sales staff, and guide and modify them.The sales manager can guide the specific work of the sales staff by looking at the contents of the management form.For example, on the visit process management form, the following points must be reflected: (1) Time spent on a client.Because from the time spent on customers, it can be seen whether the customer group that the salesperson is working hard for is accurate. (2) Who is the target customer.From this point, it can be seen which level the salesperson is contacting with customers, whether it is general employees, management or decision-making level, which can help him analyze in the future.

(3) What topics have been discussed with customers.Because of this information, I have a preliminary grasp of the salesman's sales method, which can better help him improve the probability of this sales opportunity in the future. The sales management form designed according to these principles can enable the sales staff to complete the filling easily and quickly, and it can guide their sales work well.For sales managers, it is also convenient to control and manage sales personnel, find problems in time and take corresponding measures in order to better complete sales tasks.On the contrary, if these columns that are beneficial to future management control are not designed in the sales management form, the information of these key steps cannot be collected through the sales management form, and the application effect of the management form will be greatly reduced.

From the perspective of daily work analysis of salespersons, sales management forms for monitoring sales activities include two categories: market information forms and work process forms. 1. Market information form Among the market information forms, the most commonly used are the following three: (1) Competitor information table.It mainly records the situation of competitors in all aspects, and provides basic information of competitors for sales staff.So that the sales staff can take the corresponding strategy according to the situation of the competitors, and take the initiative in the market competition.

(2) Customer file form.It is used to record important information such as relevant personnel, cooperation process and special events among important customers.Customer files can be said to be the confidential documents of the enterprise.Based on it, salespeople can obtain past information on important customers and predict what actions customers will take. (3) Customer funnel table.It mainly records and analyzes the different stages that each sales opportunity of a customer progresses to, and the structure of customers and sales opportunities in the salesperson's own "sales funnel".It is an important basis for salespeople to formulate strategies. 2. Work process form Among the work process tables, the following four general tables are the most basic: (1) Periodic work schedule, which mainly briefly records the performance indicators that should be completed within the next quarter or half a year and the corresponding decomposition of indicators. (2) Monthly work schedule, which is used to describe in detail the salesperson's performance plan and sales support plan for the next month. (3) The weekly work plan is an appropriate decomposition of the monthly work plan, which is used to clearly describe the work arrangement of the sales staff for the next week.It mainly includes this week's personnel, daily work plan and financial assessment. (4) Sales working day report, the sales daily report is the work record of the salesperson for a day, mainly recording the work activities of the salesperson for a day, including visiting customers and necessary business support work, which helps the sales manager to grasp the daily work of the salesperson work process. Here are three very important and commonly used forms: monthly work plan, weekly work plan and sales working day report. The monthly work schedule mainly includes: review part, event part, financial target part and special minutes part.As shown in Table 9-1. 1. Review section The review part is the salesperson's review and summary of the situation this month. (1) Time to fill in the monthly work schedule.Generally speaking, it is more appropriate to fill in the monthly work schedule around the 25th of each month. The salesperson reviews the sales work from the 25th of the previous month to the 25th of this month.Set the time to fill in the form on the last day or two of each month. If there is a special occasion, the time to fill in the form will often be delayed for a while, maybe to the middle of the next month. In this way, the monthly plan It will give people a feeling of incompleteness.If the time is set on the 25th, even if it is delayed for a few days, it will not be delayed until next month, and the schedule is basically complete.Generally speaking, if you fill out this form carefully, especially for the first time, it will take more than 1.5 hours.Some salespersons often complain that it takes too long to fill in, but this form is only filled out once a month, and filling it out carefully is a good guide for the salesperson's work in the next month. (2) The advantages and disadvantages of this month.The review section focuses on the strengths and weaknesses of the month.When filling in the advantages and disadvantages, be sure to specify the specific reasons. The requirements for filling in the reasons are specific and clear, and cannot be vague and general.Such as "My sales this month exceeded the target plan by 20%", "My advantage this month is that the number of customers I visited this month reached 45, 15 more than last month", etc., such filling is clear and specific.When filling in the advantages of this month, some salespersons like to fill in words such as "My advantage of this month is that I work hard", "My advantage of this month is that I obey management", which is meaningless.As a sales manager, if you find that your subordinates have such a habit, you must correct it in time. (3) The assessment is completed.The achievement of the assessment requires the salesperson to fill in the completion of the sales target. In this column, the reasons for the completion of the target must be written clearly.Analyzing the reasons will help the salesperson sort out the completion of their business and help them continuously improve their business level.After some salesmen "lost" sales orders, they never think about the reasons; some salesmen find that the sales volume of this month has exceeded 50%, and they are blindly optimistic, but if they analyze carefully, they may find that there are actually several reasons. The sales list company has been working hard for several months, and this month happens to be the payback period. The excess sales performance this month is not the result of the sales staff's efforts this month. The above similar analysis can be concluded by carefully filling in the assessment results.If the sales manager strictly requires the sales staff to fill in the reasons every month, the sales staff will not be blindly optimistic or pessimistic.There are also some salespeople who are very clear about the reasons for not completing the tasks this month, but when filling out the form, they will never fill in the last month because they are too lazy and often find various excuses to prevaricate.The sales manager asks the sales staff to fill in the reasons every month, which at least helps them to think seriously. 2. Events section (1) Big event next month.The next month's big event is actually the next month's work goal.The goals here do not refer to financial indicators, but to the three things that salespeople do at work.For example, the sales staff will organize customer files in an all-round way next month; they will visit all the old customers who have bought products before; Can be very memorable.These plans must be drawn up in advance and then written in. (2) Weekly events.The column of weekly major events is divided into 5 weeks in total, and it is required to fill in at least one definite goal every week, and the monthly work tasks must be implemented in a specific week.For example, there are three things in the next month: sorting out customer files, visiting customers and doing market research.Organize customer files in the first week, visit customers in the second week, and conduct market research in three different regions in the last three weeks. 3. Financial Goals Section The financial target part refers to the specific financial allocation indicators.For example, how much sales will be completed next month, which models of products are the key sales, and which customer orders are there, etc., should be clearly marked as much as possible.Maybe there will be some differences between the actual situation and the plan next month, but as a sales manager, you still have to urge the sales staff to fill in carefully, because this is an important process to help them think about how to complete the order task next month, and you can remind the sales staff in time things to do.If you relax, next month, the team's performance will easily appear "loose first and then tighter". 4. Special Minutes Section In the special minutes section, the sales staff mainly fill in the problems found, cause analysis, countermeasure thinking and support.For example, a salesperson finds that competitors in the market are now reducing prices, so they analyze the specific reasons for the price reduction, and think about countermeasures. If they really cannot cope, they can ask the sales manager or the company for support. It is used to clearly describe the work arrangement of the business representative for the next week.The weekly work schedule mainly includes major events of the week, daily work plan, financial assessment and others.As shown in Table 9-2. (1) The accuracy rate of the weekly work schedule.The accuracy rate of the weekly work schedule is much higher than that of the monthly schedule, which often produces deviations.The average deviation of the monthly work schedule is nearly 50%, especially the completion deviation of financial indicators is higher, while the deviation of the weekly work schedule is about 20%. As time goes by, the quality of the sales team improves and the degree of control over customers improves. For experienced sales staff, the actual deviation of the weekly plan will be very small. (2) Two goals for this week's big event.This week's big event is mainly to write two goals. These two goals are not financial indicators, but two things for salespeople to do.For example, make an interview with a key customer, or write a key proposal, or ask a technical engineer to go to the customer to do a product demonstration. (3) Fill in the content every day.Specifically plan the work plan for each day within 1 week, and only write content related to work every day. (4) Decomposition of financial indicators.The financial indicators in the monthly work plan must be fully reflected in the weekly plan.Weekly work tasks are broken down to each day.For example, if you need to complete the sales performance of 2 million yuan in one month, you need to complete the sales performance of 500,000 yuan on average every week, and you must complete the sales performance of at least 70,000 yuan per day.And if the previous week's completion is not good, the next week's sales target will be added to it. The weekly work schedule is required to be filled in every Friday morning.The weekly schedule is the same as the monthly work schedule, which requires the signature and approval of the sales manager.If some salespeople travel continuously, the weekly work schedule can be confirmed by fax or e-mail. The sales working day report is the work record of the salesperson for one day.The sales working day report is required to be completed before leaving get off work every day, including visiting customers and necessary business support work.Pay attention to the following issues when filling out the sales workday report: (1) The sales working day report records the daily working conditions.It is not a running account, and does not have to strictly require the continuity of time.For example, due to traffic jams, salespeople spend a lot of time on the road. If they insist on coherent time in the workday report, it will make salesmen struggle to recall how much time they spent waiting for a car, or when they were busy at certain times. something, it's not necessary.However, the content related to sales and customers cannot be left behind, and the starting time must be filled in clearly. (2) Remarks reflect the seriousness of the sales staff.The notes at the end of the daily sales report can reflect the seriousness of the sales staff. Responsible sales staff will often write here the problems encountered in the market. The sales manager should also pay attention to this part when reviewing it, and timely Give feedback to the salesperson. 1. Key points for using the form There is a certain internal connection between the three worksheets, the monthly work schedule, the weekly work schedule, and the sales workday report.The monthly work schedule controls the sales activities of the entire month from a macro perspective; the weekly work schedule is generally the key point of the sales manager's control, and the daily sales report is used as the basis for the analysis of the sales staff's work performance. In applying these three forms, the sales manager should pay attention to the following points: (1) Unless there are special circumstances, the 4-week financial performance breakdown should fill the monthly financial plan.For example, if the financial performance of this month is 1 million yuan, the weekly financial performance will be nearly 250,000 yuan. (2) The goals emphasized in the monthly work schedule should be fully reflected in the weekly work schedule.For example, if the monthly work schedule mentions the need to organize customer files, this task must be reflected in the weekly work schedule.If there is no mention of organizing customer files in the weekly work plan, it means that the salesperson is not serious when filling in the monthly plan, or the weekly work plan is not filled out with reference to the monthly work plan. (3) The major events in the weekly work schedule should correspond to the daily sales report.For example, if you plan to visit an old customer this week, it should be reflected in the sales workday report. (4) The changes in the sales working day report should correspond to the customer information.If it is mentioned in the working daily on Wednesday that I met the engineer of the client company, then, in the corresponding client file, there should be the basic information of the chief engineer. If there is no information about the engineer in the client file for a long time, then It shows that the salesperson lacked planning or was perfunctory when filling out the administrative form. (5) Dynamic management should be carried out on the established forms, especially the forms of archives.Building a form file is not a one-and-done job, filling out a form and letting it sleep in a filing cabinet is not helpful for marketing efforts.Members of the sales team need to keep abreast of the latest information on customers and the market through high-frequency return visits, update the corresponding table information, and make follow-up return visit records. Generally speaking, as a sales manager, you also need to analyze the comprehensive performance and sales efficiency of the sales staff. At this time, you need to use the sales staff comprehensive performance statistics table (see Table 9-4) and sales efficiency analysis table (see Table 9- 5). Although the design of the sales management form is complicated, it is even more difficult to implement and supervise the sales staff to fill out the form.Among them, it is likely that the sales manager will need to persist for a long time until the sales staff benefit from these forms and gradually form a "team habit".Usually, sales managers can take effective measures to supervise the management of forms in response to team members' non-cooperation in form filling. 1. How to deal with conflicts The main manifestations of the contradictions in the implementation and supervision of the sales management form are as follows: First, the sales staff raised objections.For example, "plans are not as fast as changes", "no time", "no need", etc., and even lobby around to spread resistance.The second is that the salesperson does not carry out the work. Although he does not say anything, he just refuses to fill in and submit, and delays again and again.It is normal to have conflicts, especially if the sales team lacked standardized management before, and suddenly added the control method of the sales management form, everyone would not be used to it.Of course, even so, those who jump out to resist are still a minority.In the face of individual salespeople or a small group with resistance, the sales manager can take the following methods to supervise: (1) Express your position and determination in public.The sales manager or a higher-level manager should repeatedly emphasize to the entire sales team the importance of the sales management form—it is a symbol of the standardized operation of the enterprise.In addition, the sales management form also has a strong role in promoting the sales activities of each salesperson. Internationally renowned companies also use various sales management forms to achieve both management and performance.At the same time, at the official meeting, the sales manager also emphasized the company's determination to promote standardized management, and clarified the company's reward and punishment measures for the sales management form. (2) Individual conversations.After emphasizing the importance of the sales management form, there may be some salespersons who expressly or secretly resist. At this time, the sales manager should talk to them individually.The content of the conversation should not be accusations and lessons, but listen to their real thoughts first, because some salespeople resist because of their prejudice against the sales management form. At this time, the importance of the management form to the enterprise and individuals should be emphasized again sex.If it is found that the other party is unwilling to fill out the form due to laziness, it is necessary to clearly warn and express the company's position. (3) Strict implementation.In the process of promoting management transformation, a transition of 2 to 4 weeks can be designed. Once the transition period is over, rewards and punishments must be implemented according to the company's regulations.In the management of sales management forms, the sales team must strictly enforce the law and investigate violations. For the supervision of forms, it is not only necessary to implement specific reward and punishment measures, but also to encourage those salesmen who actively cooperate with management and fill out the forms carefully, set them as role models, and encourage everyone to learn from them.Doing so can not only show the company's position, but also the sales manager can use this to show his attitude to everyone. 2. How to deal with perfunctory phenomena The perfunctory phenomena in the process of implementing and supervising sales management forms are mainly manifested in: (1) When the submission of the form is approaching, there is a sudden surprise. The forms filled in are the same, without specific content and very general. (2) The written plan is far from the actual implementation, and there is no continuity at all, let alone the meaning of guidance and memorandum.In the sales force, the phenomenon of perfunctory is more serious and common than that of resistance, and it is more harmful to form management, because it is recessive, so it is more difficult to deal with. At this time, the sales manager can start from the following aspects: (1) Clarify how to fill in and fill out the requirements.Some salespeople really don't know how to fill in certain items of the sales management form and what to fill in, because they can't figure it out, and they have to hand it in, so they can only be perfunctory.Facing the perfunctory form, the sales manager should take measures as soon as possible and teach him how to fill it out in detail. (2) Strict requirements.There are also a considerable number of perfunctory people who are very clear about the requirements of the company and how to fill in the form, but because they want to save trouble or do not want the manager to know too much information, they are perfunctory about filling out the form.The best way to deal with such people is to be strict with them.If the filling is unqualified, fill in twice if it is not enough once, or three times if it is not enough twice, and you must check in detail, from month to week, from week to day, ask item by item, and implement the reasons for the change item by item.As long as the requirements are strict, these salespeople will understand that it is better to be more serious than to be perfunctory. (3) Hold the right attitude.Some sales managers look at all the management forms with only one purpose, which is to find out whether the salesperson has free time. If he sees that the salesperson has 2 hours of free time from the sales workday report, he will be concerned about his performance today. People accuse and even utter bad words.If that's the case, the salesperson will soon understand that whoever fills in the form more carefully will be more likely to be "handled". Therefore, many salespersons will regard the form as a "scourge", and the filling effect will naturally be similar. One can imagine.In fact, the sales management form certainly has the function of monitoring the work of the salesperson, but more importantly, it is to promote the performance level of the salesperson. Therefore, the sales manager cannot just regard the form as a tool to criticize the salesperson. 3. How to deal with non-utilization The non-utilization of sales management forms is mainly manifested in the fact that sales staff regard filling forms as a routine, without deep thinking.There are a lot of forms filled out, but no analysis is done, or nothing can be analyzed from it.The purpose of filling out the form is application. If there is no application, it will only serve as the sales manager’s monitoring of the sales team, but cannot promote sales staff to analyze problems and improve performance. The role of form management will still be discounted.For the problem of not using the sales management form, the sales manager can use the following methods: (1) Manager Demonstration.When the sales manager discusses the forms with the sales staff, he should focus on guiding the sales staff to analyze these forms carefully.For example, when coaching sales staff to establish a monthly work schedule.For the first time, it may be necessary to help him break it down every week, and then help him further analyze the customers he is currently in contact with, and see which customers can sign contracts in the next month based on the status of customer orders.Each management form has its key application points. If these application points are done well, the sales activities of the sales staff can be well planned.However, for general sales staff, it is already very good to be able to fill in carefully, and the full application must be carried out under the careful guidance and demonstration of the sales manager. (2) The power of example.The sales manager can let the salesperson who fills in the form carefully and fully applies the form to introduce his experience at the regular sales meeting, and let him show his own form to show his own experience. This will greatly mobilize everyone to tap the potential of the form and use the form to guide the enthusiasm of sales activities. After designing the sales management form, the most important thing is the use of the form.Only by making good use of it can the effectiveness of the management form be truly exerted.This requires the sales manager and the salesperson to use the form together. Regular sales meeting refers to a regular meeting held by the sales organization, which is used to exchange sales experience, solve problems encountered in sales and motivate sales staff. Regular sales meeting is an indispensable means of marketing management for sales managers in marketing management. As a sales manager, only by paying attention to the role of regular sales meetings and understanding its significance can the process of holding regular sales meetings be improved from content to form. , have a brand-new understanding, so that careful preparation, careful organization, flexible implementation, and strict assessment, only in this way can the regular sales meeting play its role, better guide sales, and better guide market operations. 1. A sales meeting is not a training meeting When organizing regular sales meetings, many sales managers always turn the regular sales meeting into a training meeting and do a series of training at the regular sales meeting. The reason is very simple, just to improve the meeting effect. A health care product company in China with a sales volume of over 1 billion yuan has set up a special business department for a new product and introduced many management and marketing executives with certain experience and experience in training.Since it is a newly established business department, they are also very concerned about the training of business personnel.Every sales meeting will have a training session.The overall level of their sales force is improving, but the problems exposed in the sales process are accumulating little by little. The sales volume has not increased, but the turnover of personnel has increased. Every time there are more new employees in training, the number of old employees is constantly decreasing. . analyze: The training solves the problem of personnel ability improvement, which is a long-term work. The regular meeting solves the problems that need to be solved in the sales process, just like the relationship between distant water and near water. Training cannot solve the current sales problems. problem, so the training meeting cannot replace the regular sales meeting. 2. A sales meeting is not an oath meeting The regular sales meeting also needs to encourage the front-line soldiers, but many times the host of the meeting turns the entire regular sales meeting into a swearing-in meeting. On the surface, the meeting looks very good and everyone is full of confidence, but after a few days on the battlefield, a The problem reappeared. A certain entrepreneur started from scratch, relying on his own painstaking efforts, he has a team of nearly 100 people.At the beginning of his business, he came to the front line in person and solved all the problems at the very beginning.However, the team has grown, and some management personnel have also increased. He has no more time to go to the front line of the market, so he solves the problems encountered in the previous month at the monthly sales meeting.Since he was born in the field of marketing, he attaches great importance to the morale of front-line employees. At every regular sales meeting, he will give everyone good news to boost the morale of all employees. Marketing managers are also motivated by these good news. Treat all problems as things that you can solve yourself, don't bother the boss, go back and solve them yourself.So things are going great.Every regular sales meeting reports good news. Over time, everyone has developed a habit of reporting good news but not bad news.Because talking about my own problems, I always feel that I am incompetent. Therefore, some problems that could have been solved in the bud have turned into big problems; some managers have developed a self-righteous style, as if they are already a prince. But the heart is lax, and there is no fighting power. analyze: The purpose of the swearing-in meeting is to inspire everyone's fighting spirit, but if the swearing-in meeting is held frequently, it will turn the meeting into a meeting of shouting slogans, or even a corrupt meeting.It is very necessary to boost morale at the regular sales meeting, but it must not be used as the dominant content of the meeting. 3. Sales meetings are not whining meetings The regular sales meeting is to solve the problems encountered in the sales process, and the marketing managers also know very well that some experienced managers cherish this opportunity very much. Every regular sales meeting will raise some problems encountered in the sales process.If the headquarters or the managers don’t solve these problems, those who raise the problems after a long time will think that they are not valued, or that the superiors are not capable, and they will complain in every meeting, and the regular sales meeting will become a complaint meeting. . Wang, the marketing director of a certain company, was hired by the company with a high salary. In order to do a good job, he brought in his former colleagues.Since we were comrades-in-arms in the same trench before, everyone would tell the truth in every regular sales meeting and list the problems that occurred in the market.However, the problems raised in several regular meetings have not been properly resolved, and the managers began to complain more, and there will be a lot of complaints at the regular sales meeting, and they will no longer reflect on the real reasons for the problems in the market.During the meeting, everyone complained together. After the meeting, no measures were taken, and sales have been stagnant.The final result was that Mr. Wang had to leave these former comrades-in-arms. analyze: Complaints should be made. After all, there are some market problems that cannot be solved by the marketing manager or sales staff themselves. The headquarters may not deal with them for other reasons.The front-line soldiers work hard outside and often get angry, just like children who have been wronged outside, always complain to adults when they return home, and find comfort from adults. This kind of comfort is not necessarily helping him solve the problem. And encouragement may be able to make them feel gratified.Therefore, we are not afraid of complaints at the regular meeting. The most important thing is how to respond to these complaints. Whether we don’t ask or solve the root cause, the effect of the regular sales meeting will be improved if the complaints are resolved. 4. The regular sales meeting is not a criticism meeting Every time a regular sales meeting is held, there are always some managers who are reluctant to go because their sales performance is not good, and they are afraid of being criticized when they go back, while some managers with good sales performance will always come early and expect to receive more praise.In fact, many companies' regular sales meetings often turn into criticism meetings. A company holds a regular sales meeting every month. After each meeting, one or two salespeople will be criticized or even punished. If the sales volume is good but there are problems, they will also be criticized.Over time, the regular sales meeting has become a debriefing meeting, and every time it is good news plus good news, the regular sales meeting has become a form.In order to understand market problems, the company had to send people from the headquarters to various markets for investigation.Since the headquarters often has people coming to the market, it also leaves opportunities for some people with ulterior motives. The manager’s small report often appears on the general manager’s desk, and there are more personnel struggles. Can "remarry" someone else, or go to a competitor, or go to another company. analyze: 销售例会开成批判会是一个不正常的现象，会议开得人人垂头丧气，斗志与自信全无，不但不能解决问题，而且只会使问题不断增多。其实出现这种情况的责任在于会议的主持人，销售例会不是批判会，而是一个分析问题、解决问题的会议，一旦销售例会上发现不了问题时，不是形势一片大好，而是有更多的问题出现了。给销售例会一个正常的发言渠道，这是提高会议效率和成效的基础。 有效地组织销售例会，是一个销售经理必须会做的一门“功课”，同时，也是销售经理作为一个管理者、领导者必须掌握的“基本功”。有效的例会不仅会让营销团队富有效率、充满激情，而且也便于营销部门制定的方针政策更迅速、更及时地准确传达，因此，销售例会能不能有效召开，对于凝聚团队士气、打造团队的执行力，至关重要。 但是，作为一个销售经理，应该如何去组织好和开好自己的例会呢？ 1.会前的准备 开销售例会要不打无准备之仗，“凡事预则立，不预则废”，销售经理要有效地组织和召开销售例会，必须要明确以下几个问题： (1)确定召开例会的必要性。即本次销售例会有没有必要组织召开，它的召开对于团队会有何激发和影响？ (2)确定销售例会的目的性。即销售例会的召开要有清晰的目的性，也就是要明确销售例会举行的目的和意义何在？它的召开要达到什么样的目标？ (3)确定例会的主要议题。即例会要解决哪些问题，是探讨和分析市场，还是回顾和展望以往工作；是“脑力激荡”激发团队智慧，还是“诊断市场”借以解决遗留问题？销售例会的议题确定很重要，因为，它主导着例会的方向，使例会的针对性更强。销售例会只有明确了清晰的主要议题，在例会召开的过程中才不易跑题，才能在预定的议题范围内顺利达到预期的效果。 (4)确定例会召开的时间和地点。即销售会议议题与内容确定后，通知销售人员举行例会的时间和地点，同时还要公布公司的销售例会纪律，比如，不准迟到和早退，不准无故请假、要进行充分的会前准备等。 (5)准备必要的会议资料和设备。即在例会举行之前，要把所需的销售报表、月度总结、各种表格等资料、投影仪、记录本等准备齐全，避免由于缺少设备而使会议推迟或中断。 销售经理只有明确了以上5个问题，才能在举行例会时有的放矢、有备无患，从而胸有成竹，避免因为准备不充分而“临时抱佛脚”现象的发生。 2.会中的主动与掌控 正式的销售例会开始后，作为主持人的销售经理还必须在会场做好以下几项工作： (1)把握好销售例会的时间。销售例会根据内容和目的的不同可以分阶段来召开，但每一场销售会议的时间最好不要超过1个小时，因为过了1个小时后，人的注意力会逐渐减弱，从而影响销售会议的质量与效果。 (2)销售内容要简明扼要、切中要害。即例会的议题要与销售人员的利益息息相关，要是销售人员所关心的和重视的。 销售例会的内容一般包括以下几种：①当月销售目标达成情况及其分析。②次月销售目标的分解与下达。③市场竞争表现及其趋势分析。④次月销售政策的制定和宣导。⑤当月及次月奖惩措施或结果的公布。⑥互动、沟通培训，比如成功经验分享、角色扮演、脑力激荡等。通过优化会议内容，从而吸引销售人员的注意力，以便更有效地把整个销售例会推向高潮。 (3)注意会议的组织形式。有些销售例会之所以不受欢迎，除了主题不明，内容冗杂外，恐怕就与那种死气沉沉的会场气氛、一言堂式的会议形式有关，因此，销售例会要想有效召开，销售经理就要讲究会议的互动性，即在销售例会过程中，注意发挥现场销售人员的积极性，通过共同参与，大家一起来把例会开得圆满成功。 (4)会议中异议问题的处理技巧。销售经理主持会议的一项重要技能就是要能控制现场，知道在有人持不同意见、有人在交头接耳、有人在打瞌睡、大多数人在保持沉默时，作为主持人应该采取哪些措施，既让现场不冷场，又能让相关人员有台阶下，促使销售例会顺利按流程进行。 销售经理在召开例会时，只有对例会过程有效地灵活掌控，及时“化干戈为玉帛”，并能够巧妙地对例会内容进行各种形式的宣导和灌输，时刻洞察与把握现场的“风吹草动”，才能真正地占据销售例会的主动权，使销售例会向着既定的目标顺利实施与推进。 3.会后的跟踪与落实 很多销售例会之所以没有效果，有时并不是会议的内容不好，在很多方面，往往都是因为会议议题非常精彩，但例会中提及的内容、确定的事项没有人跟踪与落实而已，因此，销售例会要想圆满而有效果，作为销售经理，就必须讲求会后的“秋后算账”。 (1)会议一定要有会议记录。销售经理组织召开例会，一定要找人专门记录。一份完整的会议记录包括以下几点内容：①会议的主题，即会议要表达的主题思想。②会议的时间，即会议举行的日期、时间。③会议的地点，即会议是在哪里举行的。④参加和出席人员，他们是会议的当事人或见证人。⑤例会的议题，即例会当中所宣导和传达的主要内容。⑥会议决议，即会议达成一种什么样的决定和共识，完成了议题中的哪几项？ (2)会议结束后，务必要签字确认。销售例会结束后，作为销售经理一定要让参加会议的所有销售人员针对会议的结果与达成的共识，也就是会议纪要签字确认，会议纪要一般包括达成事项、完成时间、责任人、考核标准等内容，只有让与会人员“签字画押”，此次会议内容的落实才有依据，当事销售人员才能有一种急迫感、压力感。 (3)确认的东西一定要落实兑现。对于例会中最终签字确认的会议纪要，一定要跟踪落实到底，杜绝那种“光打雷不下雨”或“雷声大，雨点小”的“半截子”工程。只有对例会中形成的决议严格奖惩，注重落实了，以后所开例会才能被越来越引起重视，越来越有效率和效果。 销售例会是销售经理在营销管理当中，不可或缺的一种营销管理手段，作为销售经理，只有重视销售例会的作用，明白它的意义所在，才能在销售例会举行的过程中，从内容到形式，有一个全新的认识，从而精心准备，认真组织，灵活实施，严格考核，只有这样，销售例会才能发挥它的作用，才能更好地去指导销售，更好地去引导市场运作。 营销工作例会是一个企业在营销过程中的阶段总结会。一般每月或每周一次，总结这个阶段在销售工作中的经验和教训，发扬成绩，避免失误。这就要解剖麻雀，抓准典型，针对一个片区、一个业务员、一个客户，把普遍性的经验和教训说深说透，以便借鉴。同时是销售人员一个阶段以来的成绩检查会。销售人员往往是“将在外君命有所不受”，很难管理和指挥。销售经理要珍惜每月见一次的难得机会，检查每个销售人员的市场布点、产品铺货、网络建设、客户管理、销售业绩等情况，以便进行有针对性的指导。 如何合理地安排工作例会及有效地利用工作例会提升销售队伍的执行能力，提升销售业绩是销售经理们必须面临的问题和学习的技能。“例会、工作报告、业务拜访”被销售管理者称为业务管理的三大法宝，“过程做得好、结果自然好”，注重过程管理与监督是国际化企业制胜的手段，其中工作例会成功有效地举行更是过程管理、打造销售执行力的主要手段，同时也是提升销售队伍战斗力的平台。为此，销售经理一定要明白销售例会的准确定位，才能有效利用销售例会提升团队的战斗力。 1.将例会成为以解决问题为核心的头脑风暴会 销售人员在销售工作会遇到复杂多样的问题，依靠个人的认识和能力往往难以寻找出理想的解决方法，销售经理如果根据市场状况和销售人员经常遇到的困难、将其分类整理，并利用周期性的工作例会有选择地提出来，利用大家的智慧，集体参与、群策群力，通过头脑风暴法共同寻找解决的思路和方法，往往能起到意想不到的效果，既能活跃气氛、提高销售人员的参与积极性，又能减轻主持人的压力，还能更加充分地了解销售人员的真实想法和收集市场一线的信息。 成功有效地举行头脑风暴例会的关键在于： (1)必须充分的准备，确定明确的主题并在例会举行前几天将会议的目的和需要讨论的提纲向与会人员传达，让大家拥有充分的时间思考和准备。 (2)营造现场和谐的会议氛围，比如，研讨的主题尽可能是销售人员最近关注的和最近急需解决的，管理者不能先做结论性的发言，会议上鼓励畅所欲言、不能随意否定和嘲笑别人的观点(哪怕再荒谬)，会议结束前要有思路汇总整理等，对每次例会上取得的成果应予以跟踪，以确保营销正确地实施并产生效果，并及时总结，作为下次例会主题选择的依据。 不要试图在一次会议上解决所有面临的问题，通过对问题的分析排序，找出紧急而又重要的前三个就足够了，如果想一次解决过多的问题很可能会造成什么问题都谈不透，什么问题都没解决。 2.将例会定位为成功经验分享会 选择在工作中某些方面表现比较突出的销售人员，就其所做得比较成功的地方在会上介绍、与大家分享探讨，既给予表现优秀的销售人员予以肯定，又能使得其他的与会者得到启示，如果介绍的成功案例是大家熟知的，则更加能够引起共鸣。 成功地举办经验分享会的关键在于： (1)选择有代表性的事例和业务比较成功的人员来做介绍，以营造积极正面的会议氛围。 (2)事前与介绍经验的人就介绍的方式与思路充分的沟通，确保思路清晰，目标明确； (3)及时给予分析评价，并请大家讨论，对好的给予提炼学习，对表现不佳的也要鼓励其参与的精神，因为业务能手不一定就是演讲高手。 3.将例会定位为市场特点、行业趋势研讨会 由于传统的金字塔形组织机构的信息层层过滤，导致越是高层领导越对真实而具体的市场信息麻木，这是决策失误的根本原因。每月一次的营销例会，将是企业老板的千里眼和顺风耳，充分收集全国各地鲜活的市场动态、竞争对手策略、产品走势、客户需求等信息情报，以便于科学决策。 了解市场特点、把握行业发展趋势、观察竞争对手的动态等是销售人员做好工作的基本功，但是很少有公司的例会能够把这些基本的信息与销售人员沟通，销售人员即使有所了解，由于市场的瞬息万变，也需要不断地了解和总结，而工作例会无疑是可以充分利用的一个交流市场信息、反馈和收集一线市场资料的绝好的平台。 成功的关键在于：信息的收集要注意平时的观察和积累，定期整理汇编，同时要以数据为依据进行分析，提出自己有效应对的建议、形成系统完善的市场报告，养成销售人员系统思考的习惯，避免把市场分析变成简单感性汇报的传声筒会议和“逼宫会”。 4.将例会定位为公司新产品、新政策宣导沟通会 对产品、公司营销政策的娴熟是销售人员树立信心和提高执行力的最直接有效的手段，而公司的新政策出台、新产品上市、新信息的发布，例会无疑也是最佳的方式和手段。 例如，在某公司的一次新产品推广宣传例会上，会议主持者打破了习惯性的宣传讲解形式，而是把新产品的特点、渠道政策、产品系列、营销政策分解成了若干问题，提前印发给销售人员，在例会上以头脑风暴的形式让大家讲解其新产品应该怎么推广才能更加有效；结果业务人员群情振奋，踊跃表达自己的想法，既为新产品的推广提供了很多创造性的思路，又通过集体的沟通和碰撞，对新产品推广安排有深入的理解。 特别提醒的是：对产品的充分理解、对政策的合理把握是新产品成功推广的关键，一次成功的新产品、新政策的推出无一不是经过精心组织战前动员会。 5.将例会定位为技能培训提升会 提升积极性靠激励，提高工作能力靠培训，靠公司培训部门的安排，不但时间和费用上的局限，而且针对性和持续性比较差，根据队伍的自身情况，利用例会拟订一个简单而持续的培训小课题，邀请有专长的销售人员或由销售经理讲解更加能够及时和有效地提升团队的技能水平。例如，可以制订一个例会培训计划，每次例会除了正常的工作总结和工作安排以外讲一个哲理小故事，做一个简单的培训游戏，讲解一个工作小技巧，内容提前准备，由业务骨干轮流主持，一段时间的实施后，员工参与例会的积极性增加，解决问题的能力增强，工作沟通的氛围和员工之间的感情亦会增加。 成功的关键在于：选择有针对性的培训课题，内容要能够贴近销售人员的需求，可以组织优秀的内部讲师，也可以选择外部专家，有时候勿忘旁观者清，请个营销专家参加营销例会，往往能一针见血地道破天机。若能请营销专家培训一下，销售人员充足了电、铆足了劲儿，将对以后的工作产生更大的积极意义。 6.将例会定位成为情感交流会 销售人员长期在外，每逢回单位，就应该有回家的温暖。各级干部要利用这个时机多与销售人员沟通，销售人员也要利用各种机会多与其他部门沟通，增加企业的凝聚力和向心力。除了正常的工作交流外，组织一些有益于身心健康和同事之间感情交流的文体娱乐活动，让平时紧张工作在一线的销售人员有一个放松身心的机会，不但有利于提高工作效率，也给大家一个轻松交流、增加感情的机会。 销售人员战斗力的提升是一项长期而又复杂的工作，充分利用例会是有效而又实用的手段，很多优秀的销售人员成长中都有这样的深刻感受，“初学三年、无所不能，又学三年、无所适从，再学三年、游刃有余”；《庄子·外篇》中也有这么一个故事：纪渻子为周宣王驯养斗鸡。过了10天，周宣王问：“鸡驯好了吗？”纪渻子回答说：“不行，正虚浮骄矜自恃意气哩。”10天后周宣王又问，回答说：“不行，还是听见响声就叫，看见影子就跳。”10天后，周宣王又问，回答说：“还是那么顾看迅疾，意气强盛。”又过了10天，周宣王问，回答说：“差不多了。别的鸡即使打鸣，它已不会有什么变化，看上去像木鸡一样，它的德行真可说是完备了，别的鸡没有敢于应战的，掉头就逃跑了。”优秀的销售人员也是在不断失误和总结中成长起来的，业务团队战斗力的提升是一项长期而又系统的工程，细节成就卓越，小事体现风范，看似平常的营销例会恰恰能奠定企业发展的基石，利用例会的总结分析来持续地提升队伍的执行力是一种直接、简单、有效且能够持续的手段，只有对其灵活运用、坚持并不断地总结改进，才能铸造一支战无不胜、具有强者风范的营销团队。 1.业务控制管理的重要环节 如果工作述职运用得当，对销售经理的管理工作就会有很大的促进作用。销售人员平时有很多想法不好在公开或者私下的场合与经理交谈，因为销售人员担心在这种场合谈了以后，经理的想法会比较多。 如果有一个工作述职的环境，销售人员就能够很好地、很自然地把自己的想法说出来，因为既然是谈工作，就没有什么值得顾虑了。总之，工作述职是非常重要的，是业务控制管理的重要环节，但掌握起来确实有一定难度。 2.对经理和下属都是挑战 工作述职对经理和下属都是挑战。如果销售人员本月业绩做得不好，他会很害怕25日的到来，销售经理单独与他谈话时，他不知道如何解释为什么没有完成任务；如果销售人员本月的业绩非常好，他会盼望那一天到来，他可以在经理面前炫耀自己是如何的能干。 3.成功的工作述职在于平时的分析、观察和积累 销售经理平时分析、观察和积累得越细致，工作述职的效率就越高，对销售人员下个月的工作指导和未来的发展就越有利。 4.经理的认真与坚持最重要 经理阶层的认真与坚持是最重要的。有的公司开始时工作述职做得还不错，但后来销售经理慢慢松懈下来，工作述职这种有力的武器就慢慢地失掉了。 销售人员的工作述职并不是孤立的，在实际工作中，销售经理要将销售例会、工作述职和表格管理紧密结合起来，并坚持不懈地牢牢控制住每一天销售目标的完成，这样才能最终实现销售目标；否则，如果某一个环节跟不上，其他的管理工具也开始松散，最后管理工具的力度就一步一步地退回去了，这是非常可惜的。 1.平时积累 (1)工作日志和周工作计划的分析。在平时积累时，要注意分析销售人员的工作日志和周工作计划。工作述职的时间也是定在每月的25日左右，月度工作计划表填完后，正好可以进行工作述职。在工作述职时，销售经理和销售人员也正好可以一起探讨下个月大事的填写。在工作述职前，销售经理要注意查阅销售人员的工作日志和周工作计划，把平时发现的问题随时记录下来，为工作述职做准备。 (2)工作观察。销售经理除了要注意查阅销售人员的工作日志和周工作计划外，销售经理还要把平时观察到的一些问题及时的记录下来，为每月的工作述职做准备。例如，销售经理带销售人员出去拜访客户时发现，销售人员与客户说话太快、对客户的热情不够、报价不太合理等，这些问题都应该记录下来。为了不挫伤销售人员的工作积极性，也许当时不宜当面指出这些问题，但在工作述职时就不得不谈了。 2.述职准备 (1)准备各种报表。有了平时的积累后，在工作述职前还要做一些预备性的活动。销售经理要事先准备各种报表，把销售人员填写的月工作计划表、周工作计划表和销售工作日报表准备好，尤其是有问题的报表要特别地注意。 (2)重点谈论的问题。各种报表准备好后，还要特别地准备一下重点谈的问题。例如，销售经理平时发现，销售人员说话语速有点快，对客户有薄厚之分，“冲单”太急，这些问题都是工作述职时应该重点谈论的，事先也要做好准备。 3.述职进程控制 (1)寒暄开场。开展工作述职的第一个环节就是寒暄开场，也就是销售经理和销售人员见面后双方说些客套话。寒暄开场一般都是一些溢美之词，互相称赞对方工作努力和辛苦。寒暄是为了缩短双方的距离，营造一种轻松氛围的述职。For example: 王经理：你好！ 小刘：王经理好！ 王经理：你这个月的业绩还不错嘛，工作辛苦啦！ 小刘：这个月的业绩一般，有些业绩也是王经理领导有方啊！ 王经理：好好干，公司很重视你的！ 小刘：感谢公司的栽培！ (2)邀请描述。寒暄开场后，言归正传，转入正题。应该注意的是，销售经理先不要急于发言。有的销售经理在转入正题后，就摊开自己的记事本，迫不及待地指出销售人员工作中存在的问题，这是不合适的。工作述职是销售经理邀请销售人员来谈工作，就应该首先由销售人员来描述本月的工作情况。 销售人员应该从如下方面进行工作述职：回顾本月工作、分析本月的工作优点和不足、描述本月的关键动作、进行绩效分析、谈谈本月工作中的困扰问题、提出自己的工作建议、计划下月的工作。 在销售人员述职时，销售经理应该迅速地整理思路，分析述职内容，发现述职中的问题。例如，销售经理听完销售人员述职后，发现没有完成工作业绩的原因不是没有努力，而是销售人员有难言之隐。 (3)交流探讨。销售人员描述完工作后，双方就开始交流看法。应该注意的是，这里是交流探讨，不是命令，要用征询的语气，不能颐指气使。For example: 王经理：我个人觉得你当时的报价有点唐突。 小刘：哦！ ... 王经理：你明确对方到底需要什么型号的产品吗？ 小刘：我还没有问。 王经理：你知道该公司是怎么运行吗？ 小刘：不知道。 王经理：你当时急于把价格报出去，是怎么想的呢？ 小刘：我当时觉得该客户有购买的愿望，我是个性急的人，很快就报价了，我真傻！