Chapter 13 Chapter 12 Team Motivation in the Sales Department

Many companies are facing the problem that sales force incentives are gradually weakening as the team matures, which in turn affects the work efficiency of the entire marketing system, making the company's products either quickly wither before they grow into a mainstream product in the market; or become mainstream After the product, and began to make large-scale profits, it quickly entered a recession.The root of all these problems lies in the lack of a "perpetual motion machine" that can provide sustainable power for the sales force in the incentive system of this team - sales incentives.

Sales incentives are the energy source of sales motivation. The effectiveness of sales incentives is directly related to the overall combat effectiveness of the sales force, the continuation of the product life cycle, the control of the market, and even the future of the enterprise. Sales motivation is a process of guiding salespeople and reinforcing behavior.Encouragement is to induce motivation; encouragement is to strengthen motivation.Motivation is an integral sine qua non for teamwork.Motivation of the sales force is an important aspect of maintaining high performance. Proper use of incentives by sales managers can keep team members motivated and actively participate in sales work, thereby improving sales performance.

In order to effectively establish an incentive mechanism, it can be illustrated graphically with the ladder theorem.The theorem holds that an independently stable ladder must consist of four longitudinal sides.Wherein, two corresponding horizontal ladders are formed by two vertical sides.These four vertical sides include two pairs: one pair is the promotion horizontal ladder level formed by the two vertical sides, that is, the promotion incentive.The other pair is a reward horizontal ladder level composed of material and spirit as two vertical sides, that is, reward incentives. However, in reality, one cannot overemphasize a certain kind of incentive and ignore the other sides of the "ladder"; otherwise, it will lead to instability of the "ladder" of incentives.As a sales manager, you must grasp the balance of the four vertical sides of the "ladder" of motivation.

Incentives are nothing more than material incentives and spiritual incentives.The main emphasis here is on the latter, that is, spiritual motivation.Because material incentives depend on the reward system of the entire company, this is beyond the control of the team manager.However, spiritual motivation can be fully grasped, and it is also the most effective and cheapest way.Mental motivation is the easiest to do, but also the hardest to do, because it depends on the mood and patience of the manager.Sometimes a small praise can stimulate the enthusiasm and fighting spirit of members more than rewarding a few hundred yuan.

Before developing an incentive plan, it is necessary to completely eliminate the adverse working environment and eliminate the anti-incentive factors.Although this is a very difficult task, if the sales manager analyzes carefully, he can find some effective ways to eliminate disincentives. 1. Clearly define the job Vague job responsibilities and contradictory work standards are the most serious disincentives.Most of the job dissatisfaction among salespeople within a sales team is due to unclear and conflicting responsibilities.This disincentive can be removed if the sales manager clearly defines the salesperson's job responsibilities and their place in the team in the job description.In the process of the development and expansion of the sales team, the link between each team and the connection between team members is more important.It is very necessary to clearly and clearly define the job functions among the sales staff and among the various teams.

2. Provide appropriate guidance Inappropriate mentoring is one of the worst disincentives.It will lead to short-term and long-term declines in sales, under-development of potential salespeople, exacerbation of unresolved personnel issues, and the loss of good employees.Proper mentoring requires strong training and retraining of management.And the evaluation of team-related managers should not only look at the sales performance in their jurisdiction, but also look at their coaching skills. 3. Provide development opportunities Lack of opportunities for advancement or personal development is also a serious disincentive.Many businesses do not realize that these disincentives will deprive them of key personnel with management potential.When evaluating employees, it is necessary to accurately judge which people have management potential, and provide these people with sufficient development space and opportunities, so as not to make them feel that "heroes have no room to perform", thus generating the idea of ​​job-hopping.At the same time, this is also a good way to cultivate and reserve management talents for enterprises.

4. Implement fair compensation Compensation and benefits packages can put pressure on salespeople and can be a great motivator, but they can be powerful disincentives if the salesperson perceives them to be inadequate and unfair.Enterprises should constantly review the salary plan to make it as fair as possible, and can compare it with the salary plans of other competing companies in the same industry according to the survey, so as to ensure the fairness of salary to the greatest extent possible. Removing disincentives from work is a continuous process.The market environment, the company's market strategy, domestic and foreign competition situations, and changes in government regulations all require sales managers to constantly and repeatedly test the sales team's job descriptions, evaluation systems, and training plans.In addition, age distributions, the economic climate, and college graduates' awareness of sales careers can all change the pool of available hires.These dynamics require sales managers to continually iterate on the sales environment to identify and reduce counterincentives.

If sales managers really want to motivate the sales team, they must choose the appropriate incentive method and regard it as their responsibility to motivate individual team members.Incentive methods provide the choice of specific guidance methods for the implementation of incentives.Generally speaking, the incentive methods for individual sales team members mainly include the following types. 1. Goal motivation The so-called goal motivation is to combine large, medium, small and far, medium and near goals. The sales team determines some achievable sales goals, so that salesmen can closely connect their behavior with these goals in their work. It is an incentive method to motivate sales team members with the completion of goals.

As a sales manager, you should let each salesman feel that his sales work is equally important to achieve the overall team goals.If you ignore even a small percentage of your salespeople, you lose the opportunity for them to generate sales, and importantly, these salespeople suffer from demotivation and self-esteem as they feel underappreciated and unrecognized.Let every salesperson feel that he is a part of the team and is contributing to the realization of the team's goals.In every sales meeting, the sales manager should not lose sight of one thing and lose another, and must accurately reflect the concept of "team" sales.

Goal motivation includes three stages of setting, implementing and checking goals.When setting goals, you must pay attention to setting feasible goals based on the actual business situation of the team.An inspiring and achievable goal can boost morale and motivate team members; on the contrary, those goals that are unattainable or neither achievable nor achievable will have a counterproductive effect.The sales manager can formulate and issue realistic annual, semi-annual, quarterly, monthly, and daily sales target tasks for the team or individual, and check them regularly to make them work hard towards their respective goals.

Commonly used sales targets include sales volume, sales volume, number of new customers, payment recovery rate, etc. Sometimes these targets can also be used in combination. 2. Incentive by example The power of role models is infinite.In the team, most people are unwilling to lag behind, but they often don't know what to do, or lack courage in the face of difficulties.Therefore, the sales manager can select the sales staff within a certain period of time, and take the winner as an example; by setting up typical characters and examples in the sales team, commend the good people and good deeds in all aspects, and create a typical demonstration effect, so that all team members will respect each other. Follow the role models, let them understand what ideas and behaviors they advocate or oppose, and encourage team members to learn from the advanced, help the backward, and be proactive and united.At the same time, team members can find a mirror, set an example, and increase their determination and confidence to overcome difficulties, achieve goals, and strive for success.In addition, as a team manager, the sales manager should discover and summarize the typical models in time, and make good use of the typical models, make full use of them, and make full use of them. 3. Work Incentives Use what you can, develop your strengths, find what you like, avoid your shortcomings, enrich work forms and content, arrange work tasks reasonably, and have an effective incentive effect on salespeople through the work itself. 4. Training incentives Nowadays, many companies use training as a means of motivation, and the effect is very good.Training the salespeople on your team is an investment—an investment in people, an investment in the future.With the development of knowledge economy, enterprises and sales personnel pay more and more attention to the role of training, and even take the training they have received as a qualification when they change jobs. 5. Authorization Incentives Most people are willing to take responsibility and willing to wield power.Therefore, the sales manager should be good at authorizing the sales staff, implementing authorization incentives, and granting some powers that originally belonged to the sales manager to the sales staff to exercise on their behalf.Authorization should grant responsibilities and powers together, so that salespeople can take on more tasks and enjoy corresponding powers, and rewards should be given for good completion.Remember, though, that delegation is not the same as decentralization. 6. Environmental incentives Environmental motivation refers to creating a good team working environment atmosphere, so that the sales staff can work happily in the team.Environmental incentives can directly meet certain needs of sales staff, and can also form certain pressure and norms to drive sales staff to work hard and create excellent performance. 7. Democratic incentives Give full play to the master spirit of the sales staff, invite the sales staff to participate in the management of the enterprise, the major decision-making of the enterprise, invite the sales staff to participate in the sales management work such as the formulation of the sales plan, so that the sales staff have a sense of belonging, honor and responsibility , thus fully mobilizing the enthusiasm and initiative of the sales staff. 8. Material incentives Reward is to give affirmation and reward to people's certain behavior, so that this kind of behavior can be consolidated and developed.Material incentives are the most basic means of incentives, and usually the most effective means.In the state of material rewards, salespeople can exert 50% to 80% of their abilities.There are many material incentives that can be used, including wages, bonuses, salary increases and various benefits.However, rewards and incentives will develop people's dependence psychology. Once the content of the rewards is cancelled, the salesperson will lose the motivation to work. 9. Mental stimulation When material rewards reach a certain level, there will be a phenomenon of diminishing marginal effects, while spiritual rewards and incentives will be more durable and powerful.In the state of appropriate spiritual rewards, salespeople can exert 80% to 100% of their abilities, or even exceed 100%.Spiritual incentives include praise (especially in public), issuing honorary prizes and medals, taking photos with business leaders, awarding titles, etc. This is a public recognition of the salesperson's contribution and can meet the self-esteem needs of the salesperson, thereby achieving the goal of motivation. Purpose. When formulating reward methods, it is best to follow the principle of combining material and spiritual rewards.At the same time, the method must be continuously innovated, and there must be novel and changing stimuli.However, after repeated use, the effect of the reward will gradually decay; if the reward is too frequent, the stimulating effect will also decrease. 10. Competition Incentives Sales work is a very challenging job, full of hardships and difficulties. Therefore, the sales manager should constantly give salespeople opportunities to recharge.It is undoubtedly a good way to carry out various competitions.Commonly used competition incentives for enterprises include sales performance competitions, new customer development competitions, and payment collection competitions. 11. Make job adjustments After identifying the individual needs of the salesperson, the sales manager must confirm that the team members are indeed motivated by what they are doing.If it cannot be made incentivized, the sales manager has several options: (1) Stop his (or her) appointment and transfer him to a more satisfactory position. (2) Make job adjustments to provide them with more opportunities, or tolerate their poor performance because they realize that the job cannot meet their personal needs. (3) Make work adjustments for salespeople according to their current and future work needs. 12. Caring Incentives Understanding is the premise of caring. As a team manager, the sales manager must achieve "eight understandings" of team members, that is, understand members' names, birthdays, hometowns, origins, family background, experience, specialties, and personality traits; ", that is to know the members' working conditions, housing conditions, physical conditions, learning conditions, ideology and morality, economic conditions, family members, hobbies, and social interactions.Sales managers often mingle with team members, exchange ideas and feelings, so as to enhance understanding and trust, and sincerely help everyone.If the sales manager can do this, it will definitely make the sales staff feel more cordial and the team feels like home. Therefore, their sense of responsibility will be greatly enhanced. 13. Support incentives The sales manager should be good at supporting the creative suggestions of team members, and fully tap the ingenuity of the members; so that everyone can think about things, do things, and want to innovate.Supporting incentives is not only a good way to employ people, but also one of the ways to motivate sales staff.Common support incentives include the following: (1) Respect the personality, dignity and creative spirit of sales staff. (2) Cherish the enthusiasm and creativity of the sales staff. (3) Trust team members and let them work boldly. (4) When the salesperson encounters difficulties in their work, take the initiative to solve the problems for the salesperson and increase the sense of security and trust of the salesperson; when there is a mistake in the work, they must bear their own responsibilities. (5) Praise team members to superiors.When the sales manager praises the team members' achievements and personality to the superior, the team members will be grateful, which will satisfy the team members' desire to be recognized and make them more motivated. In the face of different types of salespersons, different methods should be adopted to motivate them, so as to receive good results.The different types of salespersons referred to here are classified from two perspectives: one is to motivate salespersons based on their characteristics; the other is to motivate salespersons according to their recruitment characteristics. There are several different types of salespeople in a sales force. 1. A salesperson who is good at commanding others Salespeople who are good at commanding others are mostly self-centered, interested in managing others, dare to act, act objectively, pay attention to the success or failure of things, do not pay attention to interpersonal relationships, are pragmatic and pay attention to efficiency, like rewards, pay attention to results, and are good at competition. For this type of salesperson, the incentive methods that can be implemented mainly include: (1) Stick to their goals and praise their efficiency. (2) Help them accommodate interpersonal relationships. (3) Let them discover and make up for their own deficiencies at work instead of blaming them. (4) Avoid letting inefficient and ineffective salespeople hold them back, and don't say no when they offer unsolicited help. (5) Arrange their work skillfully, grant them certain powers, and make their work have a certain degree of autonomy. (6) Tell them how to do it, and let them maintain their own way and style of doing things. 2. Sales staff who are good at thinking about business Salespeople who are good at thinking about business are intelligent, diligent in learning, inclined to think, and full of exploratory spirit. They always ask questions about the ins and outs of things, are willing to collect information, but do not pay attention to the practicality of information.Their ideas are a bit extreme, they are not good at handling interpersonal relationships, and personnel management is not their forte.For this type of salesperson, the incentive methods that can be implemented mainly include: (1) Praise their thinking ability, express interest in their analysis, and hope that he can persevere. (2) Remind them to complete their work goals and not to pursue perfection too high. (3) Don't criticize them directly, but suggest or mention them, let them find their mistakes by themselves. (4) Don't interrupt them suddenly, they don't like to be interrupted while thinking. (5) Expressing sincerity is more important than using communication skills. They can immediately analyze the authenticity of others' sincerity. (6) Praise some of their discoveries and ideas, because this is the result of their hard thinking. 3. Sales staff who are good at handling relationships Salespeople who are good at dealing with relationships are multi-personal, good at dealing with interpersonal relationships, easy-going, have good popularity, do not like competition and conflicts, are somewhat indecisive when making decisions, and sometimes do not want to bear pressure and responsibility. They hope to be able to With the attention of others, they cannot work hard without an audience. For this type of salesperson, the incentive methods that can be implemented mainly include: (1) Care about their lives and make them feel valued and respected. (2) Pay attention to communication skills when talking to them.Since they lack a sense of responsibility, you should promise to take some responsibility for them. (3) Provide them with a sense of security. (4) Provide opportunities for them to fully share their feelings with others. (5) Tell him that establishing harmonious interpersonal relationships is also an important task of the group. (6) When arranging work, emphasize the importance of work completion to the team and members, and indicate the impact of not completing work on others. 4. "Old Scalper" salesperson "Old Scalper" type salespersons are natural performers, happy to do simple and repetitive work, lack of creativity, and will meticulously implement the instructions of the leader, but doing familiar work in the old environment will make them feel stable and peaceful. Practical.They are loyal, reliable, disciplined, clear about their responsibilities, and will never overdo it. They only do what they are supposed to do, and they only want the rewards they deserve. For this type of salesperson, the incentive methods that can be implemented mainly include: (1) Support their work, affirm and praise their serious attitude and dedication. (2) Give them corresponding rewards and praise their diligence. (3) Give them more ideas and find ways. 5. Star salesperson Excellent salesmen are the backbone of the sales team and play a decisive role in achieving sales goals, so they are also called star salesmen. Sales managers should pay attention to the needs of outstanding salespeople in the team, and motivate them in due course to ensure that they can make persistent efforts and contribute more wisdom and strength to the sales team. According to empirical statistics, among the star salespeople, some are good at closing deals, some are good at suggestion selling, some are good at customer relations, and some are good at displaying skills.No matter what their special skills are, these stars also have their common tendencies and characteristics. Overall, the factors that most motivate star salespeople are: (1) Excellent salespersons usually pursue status and need recognition from others.More than anyone else, high-performing salespeople need to be appreciated as proof of their competence and importance.They demand to enjoy rights and authority, and they pay great attention to their own image and prestige. (2) There are many misconceptions that excellent salespeople are independent and loners, and that their self-esteem is too strong to listen to the sales manager's suggestions and evaluations of them.In fact, they enjoy being with people and are even more keen to influence others.As for whether others like him or not, they really don't care. This characteristic enables them to use their sensibility to persuade others, but they are not trapped by emotions. (3) Need the respect of others.They want others to regard them as experts, and they think that they have good intentions, are willing to help or guide others, and solve problems for others, so they should also be respected by others. (4) Like to solve problems in the usual way.Good salespeople like to follow the old example and hate interference from others.They are more positive and don't like the attitude of just thinking about it. (5) Pursue a sense of accomplishment.At the beginning, they all demand material satisfaction and comfort. Once they earn enough money, they will continue to ask for new challenges and pursue "impossible sales records" in order to maintain their enthusiasm for sales work. (6) Pursue excitement.Excellent salespeople usually have more physical strength than ordinary people, so they welcome external stimuli and challenges so that their vitality can be properly vented and satisfied. (7) Hope to treat each other sincerely.Sales experts usually have great confidence in the products they sell. If the quality of the company's products loses credibility or doubts the quality of the company's new products, they may quit.But they are not complete moralists, experience will teach them to realize that nothing is perfect, to learn to accept imperfection. After understanding the above-mentioned factors that most excite them, sales managers with excellent salespeople can use different incentive methods to continuously create opportunities for them, let them display their talents, achieve success, and meet their needs for success and control. , Self-actualization needs. Generally speaking, when motivating these excellent salespeople, sales managers should pay attention to the following points: keep in close contact with the sales stars, probably more closely than with the salesmen with problems.Find new, non-monetary ways to reward those who outperform.Because growth and improvement feel good, give feedback to those who outperform. According to the different recruitment methods of sales personnel, employees can be divided into the following four types. 1. New members recruited from within the company Those salesmen transferred from other departments of the company have already identified with the company's culture and have integrated into the company's cultural atmosphere.In this case, it is necessary for the sales manager to help them integrate into the sales team and clarify their job responsibilities.In other words, treat them like new additions to your team when it comes to sales. 2. Newly recruited sales staff with relatively little experience For these salespersons, when the sales manager motivates them, the following methods can be adopted: (1) Arrange mentors to integrate them into the team. (2) Provide opportunities for them to take root in the local area, such as providing housing, contacting banks, etc. (3) Introduce them to colleagues. (4) Let them clarify their respective responsibilities by introducing job content, performance appraisal standards, performance evaluation forms, remuneration mechanisms, promotion channels, etc. (5) During the training, some setbacks are deliberately arranged in advance, so that they have a certain "immunity", so as to minimize the psychological damage they may suffer in the future.Help identify their initial strengths, basic needs, and areas for specialized training. (6) Provide early opportunities to arrange and guide them to achieve success, etc.These can make the new sales staff enter the state as soon as possible and get on the right track. 3. Experienced sales staff recruited from other companies Experienced new hires learn quickly because they have sales experience at another firm.For these new members transferred from the same industry, the sales manager should try to help them adapt to the corporate culture and integrate into the sales team.Culture is unique to each enterprise. Corporate culture can increase sales, reduce the loss of sales personnel, improve the cohesion of the entire team, etc., and can also have a beneficial impact on the specific social structure within the enterprise based on values.But salespeople recruited for their experience may have already been cultured in another organization or sales force, and must be adapted to their own if the new company is to retain its cultural strengths culture. 4. Old members of the enterprise Experienced salespeople can be divided into two categories: those who are successful and those who are currently facing difficulties.For the former, the sales manager can continuously create opportunities for them, let them display their talents, achieve success, and satisfy their needs for success, control, and self-realization.Herzberg said, "It's not you who motivate people to succeed, but you give them the chance to succeed, and they get motivated," which is exactly what happened. There are indeed special difficulties in motivating older salespeople whose performance has declined.In general, sales managers can try the following: (1) Frequently use material and spiritual rewards such as bonuses, trophies, internal publications and reports. (2) Give more guidance and encouragement to old employees who have worked hard but whose performance has declined. (3) When formulating sales plans and goals, communicate more with old employees of the company and ask for their opinions and opinions, which can stimulate their team participation awareness. (4) Promote team spirit.It's a good idea to start a senior salesperson club, or other incentive of a similar nature, for senior salespeople who are approaching or aging. (5) Enhance their confidence in the company and in themselves, continuously stimulate and improve morale. (6) Allow sales personnel to change jobs within the enterprise.If any senior sales staff can be transferred to the training or research and development department.They may contribute more value in the work of developing new products.Changing jobs will reinvigorate the old sales staff of the company. Incentives are an important part of high-performance team building, but incentives are a double-edged sword. How to use the psychological expectations of team members to continuously adjust the incentive mechanism is an important part of the sales manager's work.The needs of salespeople at each stage are different, how to make reasonable incentives?It cannot be taken for granted, but should be based on the actual situation, by tapping their needs, using appropriate policies, stimulating the enthusiasm of the sales staff, and completing the tasks at each stage.According to the development process, the sales team can be divided into four stages: newly established stage, exploration stage, stable stage and successful stage.Each of these four stages has its own characteristics. As the manager of the sales team, the sales manager should choose the incentive method according to the stage and characteristics of his team. For the team, the beginning phase is a "honeymoon phase".This period is characterized by excitement and anxiety among team members.There is not much worthwhile work at this stage, and unless the management is very strict there may be many mistakes at first.For the sales team at this stage, the sales manager can take the following incentives. 1. Help people get to know each other as soon as possible Sales managers can organize some activities to create a relaxed atmosphere and promote more awareness and understanding of future work partners.During the event, members' strengths can be introduced, which can easily form mutual respect and lay a good foundation for future teamwork. 2. Enhance team trust While team members cannot be forced to trust each other, sales managers can create an atmosphere in which members trust each other.Take the form of drama or performing arts, such as discovering each other's strange things, playing games together, making up stories, solving puzzles together, or improvising one-minute short plays about the team, so as to make everyone bond together.Acting in skits can allow members to build mutual trust and cohesion in a short period of time. 3. Announce expectations for the team In the initial stage of team development, although the sales manager is under the pressure that everything is difficult at the beginning, he should also have a rough understanding of the general direction of the team, that is, the goal.Therefore, the sales manager should provide the working direction for the team as soon as possible and provide the motivation for the whole team.The sales manager should clearly express the expectation of what kind of achievement and scale the team building can achieve in a certain period of time.It is also possible to ask for input from each team member. 4. Provide clear goals for the team In the early stages of team formation, you should set simple and inspiring goals, and discuss with team members how everyone can participate in achieving the goals.At the same time, demonstrate full confidence in your goals when talking about them with your team. 5. Provide job guidance Most team members will be proud of their contribution to the team when the team is just born.At this time, the responsibility of the sales manager is to inspire everyone's dedication, and to control the team's direction and plan to achieve a balance between the direction and plan of the sales manager and the natural development of the team during the start-up process.Even better if it gives team members a chance to learn about their tasks. The sales team in the groping stage showed their different personalities and viewpoints, and suffered a lot of setbacks.At this stage, team members put forward many ideas, constantly implement and revise plans, propose new development directions and evaluate them.For the sales team at this stage, the sales manager can take the following incentives. 1. Soothing Instead of denying the existence of a crisis, share your confidence in the future with your team members and promise to help everyone through the storm. 2. Properly handle disputes Encourage team members to express their views on controversial issues, and deal with various contradictions and conflicts in a timely manner.For example, if a certain person or some people are too powerful, then, as a leader, you must timely dissolve these authorities and rights to prevent the formation of small groups. 3. Set a team example Team members in the groping stage are not yet clear about the behavioral norms required by the team leader. Naturally, they hope that the sales manager can set an example, including showing their own efficient work, caring about the quality of work, and demonstrating how to communicate.Of course, there is not necessarily a clear rule, as long as the sales manager can set a good example, team members will accept his way of working. 4. Establish a code of conduct Although the enterprise will establish an institutional system that is as compatible as possible with the team's operation, such as the personnel system, assessment system, reward and punishment system, etc.However, these systems are formulated and implemented within the enterprise, which may not be effective compared to a small-scale team, that is, they are poorly targeted.Therefore, during this period, sales managers should establish a code of conduct suitable for their own team. In the stable phase, the team has clear ground rules and norms.Members get to know each other and understand each other; productivity increases, but not dramatically; some strengths and weaknesses become clear; and the team develops day-to-day norms of behavior.For the sales team at this stage, the sales manager can take the following incentives. 1. Encourage the team to analyze and discuss controversial issues Allow enough time for the team to have regular meetings as well as meetings with continuity.Having team members meet on a regular basis is not a waste of time, but an essential element in helping your team succeed.Avoid members deliberately avoiding conflict without expressing controversial views, or refusing to discuss their differences for the sake of team harmony. 2. Improve employees' sense of responsibility By promoting accountability and authority among team members, it can help members let go of their silence.Even though the company has very strict regulations on the job content and assignment of employees, as a team leader, the sales manager should not violate the company's regulations and make the best use of his talents. 3. Reasonable allocation of roles The focus of the sales manager at this stage is to carefully assign the roles played by each individual.For example, some people are very active minds and like to offer ideas; others like to gather information and resources.According to the talents and characteristics of the members, arrange them to the appropriate positions, and let them receive the training of the skills required for the work. 4. Strengthen the code of conduct A team in the stable stage is usually already on its feet.At this time, the sales manager should strengthen the code of conduct and require team members to follow the rules.Any member who acts in disregard of the norms should be expelled from the team, and team members will also voluntarily abide by these norms of behavior in order to continue to play a role in the team. 5. Create a team culture Team culture creates an atmosphere in which teams work.If a culture is positive and inspiring, then members have less hesitation about taking risks and strive to perform at higher and higher levels of work.The sales manager can encourage and guide the team members to form a positive team culture atmosphere with the characteristics of the team. 6. Shift focus from mentoring and teaching to supporting and leading Establish a strong and fair personal evaluation system, keep in touch with everyone, enhance personal interpersonal relationships, and give appropriate authorization to allow team members to participate in the formulation and modification of strategies, consult members' opinions, and work with them to plan Put it into practice. The Success phase is a collaborative phase during which the team develops and matures.At this stage, team members also formed a consensus on the direction of the team's development, and formulated a series of goals for each task.Teams in the successful phase are creative, take risks, and have the humility to learn from the strengths of others.At this time, if the sales manager wants to motivate the sales staff to play a greater role, he can use the following methods. 1. Enhance the sense of mission Members of successful teams often know their jobs better than the leader does, so regulation alone doesn't do much. The only thing the sales manager can rely on is the team members' commitment to themselves, and expect team members to be responsible for themselves in deciding the content of the work, the priority of things, and how to use resources. 2. Try loosening control A successful team needs more autonomy and challenge than the sales manager's instructions and slogans.On the one hand, the sales manager should make the team closely united and avoid harmful internal competition; on the other hand, he should make the team members take more responsibilities.How to balance between control and autonomy can only be adjusted continuously. 3. Encourage team members to rotate roles This keeps everyone energized and interested in their work, and it also provides the team with backup for the unexpected.这还会产生一些新的力量和才能，而这些力量和才能在此之前团队及其成员可能都没有意识到。 4.监控工作进展，定期召开会议 要求团队成员就如何处理问题做正式的口头或书面报告。在进行监控反馈的过程中，既要承认个人的贡献，也要庆祝团队整体的成就，毕竟经过磨合已经形成了有效的协作精神，所以，团队的整体贡献是至关重要的，当然也要承认个人的努力。 5.培养成员领导能力 这要求销售经理能够进行更多授权，而成员也希望自己被作为未来的领导者来培养。不妨让成员轮流主持团队会议或者让他们自主负责一些项目，鼓励团队向自我管理的方向发展。 销售竞赛是企业激励销售人员的常用工具，它可采取多种形式，充分发挥销售人员的潜力，促进销售工作的完成。 1.竞赛目标的设定 竞赛费用是企业常用的经费开支，西方企业调查表明，平均销售竞赛的费用约占销售额的2.67%～3.25%。销售经理做销售财务计划时可以按销售额的3%左右来提取竞赛奖励费用。 企业划拨了竞赛奖励费用，就应设定相应的竞赛目标。根据大多数企业销售竞赛的实际经验，下面提供一些可行的竞赛目标及奖励方式。 (1)提高销售业绩奖。达到目标或超过上次销售业绩、销售业绩名列前五名或团体销售名列前茅者都可以利用一定的积分或积点获得奖励。 (2)特殊产品销售奖。对特殊产品，如新产品、库存滞销品的销售业绩较好者给予积分或增加点数予以奖励。 (3)开发新客户奖。对开发新客户的数量及业绩量给予积分奖励。 (4)新人奖。对新吸引来的销售人员中的业绩高者予以奖励。 (5)培训奖。培训新人绩效最高者获得此项奖励。 (6)账目完好奖。对坏账率最低者、即期结账比例最高者或总额最高者给予奖励。 (7)淡季特别奖。在淡季、节假日可以举行定期定时竞赛，对优胜者给予奖励。 (8)市场情报奖。对协助企业收集市场情报最多、最准、最快者给予奖励。 (9)降低退货奖。对退货量最低者或退货占销售总额比例最低者给予奖励。 (10)最佳服务奖。根据客户反应和企业考察记录，对服务态度最好、服务质量最高者给予奖励。 以上列举了几种常用的销售竞赛目标及奖励方式。事实上，竞赛目标多种多样，销售经理应根据实际情况，运筹帷幄，巧妙运用，以达到预期的目的。按行业和产品的不同，竞赛体系可以是网络式的或多层次的。例如，家用电器产品是通过销售人员拜访零售商店(或专卖店)销售的，所以就可用两层式的竞赛，即同时激励销售人员和零售商店；汽车零部件则可设立包括制造商的销售人员、经销店及汽车修理厂在内的三层次竞赛。无论选用何种方式，目的是要把整个销售体系各有关人员同时纳入竞赛的激励对象。如果只以销售人员为竞赛对象，经销商或修理厂并不会积极参与产品的销售，就会造成负面效果或形成竞赛活动的障碍。所以，最好是让大家都来参与，调动大家的积极性。 2.销售竞赛的实施 销售竞赛的实施涉及竞赛主题、参赛对象、入围标准、奖励标准、竞赛办法、评审过程及奖品选择等内容。 (1)竞赛主题。任何竞赛都必须设想出一个主题，如新星奖、突破奖，或是南北对抗赛、周末大突击等。 (2)参赛对象。规定参赛资格，是只限外勤销售人员参加还是内外勤均可？还是经销商、销售网络人员都参加？ (3)入围标准。是按个人销售业绩累计？还是按个人业绩增长率？还是按团体业绩总额？是否考虑特殊情况或问题？ (4)奖励标准。获奖的标准是只取前几名还是凡达到标准者都给奖励？ (5)竞赛办法。制定详尽的竞赛规则，并附加解释及说明。 (6)评审过程。对竞赛的全过程进行追踪记录，评审工作要及时、合理、公平，防止执行漏洞和虚假现象的出现。 (7)奖品选择。奖品必须能有效地吸引参赛人员，可以是奖金、奖杯、奖章，还可以是抽奖券、购物券、汽车、电视机、录像机、手表、皮包、化妆品等。 3.销售竞赛活动的管理 (1)专项管理。竞赛活动是企业的一项重要活动，在销售经理的指导下，自始至终要有专人负责管理，一旦出了问题能够及时发现和解决。 (2)预算管理。竞赛是花钱的大事，绝不是把奖品宣布、办法公开就算了事，首先要进行成本效益分析。现举例说明竞赛预算的一般方法。 假定竞赛的目标是希望在竞赛期间能比平时增加15%的销售额，若平常每月是200万元的业绩，则目标就是达到约230万元的销售业绩。若企业销售利润率为20%，则竞赛所能达到的利润应为46万元。假设盈利的20%用来举办竞赛，则需花费9.2万元的竞赛费用。设定获奖最低标准后，估计会有多少人入围得奖，假定有20人入围，则平均每人可得奖金4600元。组织竞赛的活动经费估计约为1万元，则每位获奖者平均可获奖金的实际金额为4100元。 当然，以上只是拟定竞赛费用方法的一种，销售经理还可采用其他认为合适的方法。 (3)时间管理。竞赛要注意时间的掌握及时期长短的安排。在时机或时间上，最好要和年度销售计划以及特殊季节、节假日等因素相互配合。一般小型竞赛以2～6周为宜，大型竞赛约为1～3个月。时间太长，会使大家不愿太早冲刺或中途失去兴趣及热忱。 (4)组织管理。竞赛期间，为了引起大家的注意，应不断地宣传，创造竞赛气氛。销售经理应亲自到各销售单位宣布竞赛办法及奖励细则，以鼓励士气。在竞赛中应随时记录并公布竞赛的结果，如每日快讯、每周报道、倒计时、冲刺日报等。所有环节如存货的准备、后勤作业、送货及其他相关作业的配合都要谨慎安排，以免出现疏漏，影响竞赛效果。 (5)活动评估。许多销售经理在竞赛后仅把结果公布，成绩优良则风风光光颁奖表扬，成绩不佳则草草收场结束。竞赛结束应及时进行全面的评估与分析，检验目标是否达到，总结竞赛活动的经验和教训。发现有作弊行为，如开假订单、报假账、联合报账等，要严肃处理，树立诚信之风，提倡公平竞争。 4.竞赛激励应注意的问题 销售竞争能激发销售人员求胜的意志，提高销售人员的士气。销售竞赛的目的是鼓励销售人员作出比平时更多的努力，创造出比平时更高的业绩。竞赛要能激发销售人员的销售热忱，鼓励销售人员发扬不服输的拼劲，营造出积极争胜的活动氛围。 为顺利达成竞赛目标，在销售竞赛的实际操作中要注意以下问题： (1)奖励设置面要宽，奖励面太窄，会使业绩中下水平的销售人员失去信心。 (2)销售竞赛要和年度销售计划相配合，有利于企业整体销售目标顺利地完成。 (3)要建立具体的奖励标准，严格按实际成果实施奖励，杜绝奖励不公正现象。 (4)竞赛的内容、规则、实施办法力求通俗易懂、简单明了。 (5)竞赛的目标不宜过高，应使大多数人通过努力都能达到。 (6)专人负责竞赛活动的宣传，并将竞赛情况适时公布。 (7)安排竞赛会议，并以快讯、海报等形式进行追踪报道，渲染竞赛的激烈气氛。 (8)精心选择奖品，奖品最好是大家都希望得到，但自己又舍不得花钱买的东西。 (9)奖励的内容有时应把家属考虑进去，如奖励全家旅行。 (10)竞赛完毕，马上组织评选，公布结果，并颁发奖品，召开总结会。 在激励销售人员士气的过程中，销售经理的作用是很重要的。要激励部属，销售经理要有旺盛的精力及坚定的决心。以下是激励工作对销售经理的要求。 1.贴心的主管，做销售员的知心朋友 (1)对每个销售人员详细了解，鼓励他们发挥自己的特长，以利于整个集体的发展和成长。 (2)注重销售人员最关心的事务，不要弄错了主题，从而不能抓住他们的心。 (3)注意销售人员未表现出来的欲求。销售人员有的希望升迁，有的寻求能力的认可，有的希望更多的培训发展，销售经理要考虑如何去满足下属的这些欲求。 (4)利用多种技巧去发掘部属的兴趣所在，并思考如何把他们的兴趣转移到工作上。时刻注意是否有人具有特殊才能可善加运用，是否有特殊的创意有助于团体目标的实现。 (5)多听部属的意见。要经常反省自己：部属说话时自己是否真正用心倾听？自己是否作结论太快？ (6)与部属交谈时，避免中断和打扰。不要心神不定，要全身心地倾听，这样才能通盘了解，避免以偏概全。 (7)在与部属交谈时，观察他们的手势、眼光及其他隐藏性的信号，以了解他们真实的未表达出来的意图。 (8)要能接受别人的看法见解，给人以改变看法或提出新见解的余地。 2.多面手主管，充当起多种角色 (1)销售经理是良师兼教练。要能增强部属的知识与信心，改变部属的态度，提高其销售技巧，给予各方面的指导，使其更有效地进行工作，达到目标。 (2)销售经理是评审官。要能把部属表现的绩效加以评估，并给予适当的反馈，这样才能给人指明方向。 (3)销售经理是团队的指挥官。指挥部属熟悉及使用每一种销售工具和技巧，使每个人充分发挥自己的才能，同心协力，步调一致，使全体人员都有突出的销售业绩。 (4)销售经理是鼓舞者。要把部属的希望与梦想从内心激发出来，并用文字或图案表现出来，使每个人对自己及整体的目标永怀希望。 3.高品质的主管，灵活运用各项管理技能 (1)销售经理应具备洞悉部属内心世界的能力。认真思考怎样才能促使部属主动地把时间精力放在工作上，及时掌握部属的动向，为进一步采取措施做好准备。 (2)销售经理应能以明确的方向指引部属。领导一个团队最重要的职责就是要制定一个合理可行的目标，使部属有明确的方向。要让部属了解全盘的计划及目标，并知道每个人的分量及应承担的角色，更重要的是要使每个人都有达成目标的决心，有完成所定目标的承诺。 (3)销售经理应具有督导激励的能力。目标一经制定，要能督导部属全力以赴，使之达成。经常利用公开的机会对部属的小成就加以认定，鼓励部属更上一层楼。 (4)销售经理应具有评估追踪的能力。目标经过共同讨论拟定后，销售经理要能在共同合作的气氛下解说明白。部属达成目标时，立即加以奖励和表扬；若有偏差，则应立即指出，并加以修正。 4.开明的主管，以豁达的胸怀容人 销售行业是人员流动率比较高的行业，其人员流动率一般比其他性质的工作都要高一些。从时间上说，每年新年前后的一段时间内，人员流动的数量要比平时多。从销售人员的离职原因看，有预期收入的不足、管理上的问题、销售人员的心态及其他环境或个人因素等。 在部属要求离职时，销售经理要认真分析其真正的原因。如能解决其问题，就加以挽留：如果部属执意要走，也不要找借口卡住不放，工作任务、账目交代清楚后，好聚好散，人虽然走了，但还是好朋友。常见在人员离职时企业和员工先弄得反目相向，继之不欢而散，甚至作出诬蔑对方的言辞或行动，造成两败俱伤，这是十分不好的结局。 销售人员对收入的不满意常常是他们离职的主要原因。至于能力的高低，通常不是流动的主要因素。如果真是能力不足或个性不适合，就不应留在销售岗位上，而应另择别的职业。 有些销售人员因心态不平衡，或由于长期工作压力所造成的疲倦等因素导致做法上的僵化，销售经理应设法和这些有异动心的人好好谈谈，加以解说开导。可以请他们休息一段时间，待心情平静或问题解决以后再进行工作。 确实有些人在一个岗位工作时间长了以后会有异动之心，此时如有其他同行或性质接近的企业以高职或高薪挖墙脚，常常导致人事变迁。这个问题的对策是请他三思而行：一定要离开现有的工作及职位吗？有无其他可行的做法？新的工作及环境是否适合于他的发展？当然，最后决定离职与否完全是当事人自己的权利。 如出于企业制度或管理上的问题，或与其他人员的误会、纠葛、恩怨等原因，销售经理要向欲离职人员抱有求教的态度，请他说出自己的缺点和失误，以发掘问题，采取对策。销售经理如果都有这样的认识及做法，就可减少不必要的困扰和伤害。比较前瞻性的做法，就是把离职的人当做良师益友，保存对方的资料，在特殊日子或一段时间后，不断保持联系，表示关怀和致意，对过去共处的日子表示怀念及珍惜。这样，对方会有再次共同合作或替你效力的可能。人员流失对销售经理来说是一种危机，也是一种挑战，但只要有正确的态度，以有备无患的心理、坦诚又开明的作风及接纳和学习的心境来处理人员的异动，贝危机可以转化为良机，人员的流失会转化为人员的增长，销售队伍会不断壮大。销售经理要具备各种能力，充当不同的角色，目的是激励全体部属。一个有效激励的团体，应该有良好的合作精神，这样才能成为一个常胜的团队。