Chapter 24 Chapter 23 How Sales Managers Collaborate with Superiors

In an enterprise, the most appropriate role of the sales manager should be "neither the leading role nor the supporting role", but the "best supporting role" between the leading role and the supporting role.Because although the sales manager has certain powers that can be exercised freely, he is not the center of corporate power.In a certain sense, he is a stand-in for the superior in the enterprise, and his main role is to be a good assistant and a good executor. A small company with only 3 to 5 people does not need a professional manager.With the expansion of the company, it is impossible for the operator to complete all the management tasks due to lack of skills. Therefore, professional managers are required to share certain aspects of work for themselves, such as setting up a financial manager to be in charge of financial management, a production manager to be in charge of product production, and a sales manager. The manager is in charge of sales etc.This collaboration based on the division of labor in management greatly improves the effectiveness and productivity of the entire organization.The sales manager emerges because the top operator or general manager has too many skills.

1. The four principles of a sales manager As a subordinate, the sales manager is actually a substitute for the general manager and must abide by the "four principles" (see Figure 23-1). (1) Representing the company.First, sales managers manage on behalf of the company.The sales manager is appointed by the company to manage the sales department on behalf of the company, or in other words, on behalf of the general manager.The words and deeds of the sales manager are a kind of professional behavior, or in other words, a kind of corporate behavior.The sales manager's work arrangement within the department is not based on his personal will, but according to the needs of his position, so his words and deeds actually represent the company, or represent the will of the operator or general manager .Second, the sales manager assumes relevant responsibilities on behalf of the company.For matters within the scope of authority, the company must fully support and assume relevant responsibilities.Regardless of whether the work of the sales manager brings good benefits or negative effects to the company, the company must bear full responsibility for the consequences of his actions.There are two common phenomena about this problem: one situation is: a sales manager criticizes a subordinate, assuming that his handling method is difficult for the subordinate to accept, but as long as the sales manager acts in accordance with the company's rules and regulations, then even if the manager There is something wrong with the method adopted, and the company also needs to maintain the authority of the manager, because he is talking to his subordinates on behalf of the company.Another situation is that the sales manager negotiates with the customer on behalf of the company. As long as he acts within the scope of authorization, even if there is a problem in the negotiation, the company will bear the consequences.

(2) Reflect the will of the operator.The sales manager and the high-level decision-makers have actually formed a principal-agent relationship. The power of the sales manager is given by the high-level. His behavior must reflect the will of the high-level, and all his work is to achieve the goals of the high-level.If a sales manager has such an idea: the boss has been thinking wildly recently, and he wants to come up with new tricks, and the decision of the boss is unrealistic, etc., it can be said that this manager is incompetent.As a professional manager, the sales manager must realize that he is a substitute for the operator. Regardless of whether the boss's idea is right or wrong, the first thing to do is to implement it.Of course, the sales manager is obliged to point out the wrong decision of the boss, but only if there is sufficient evidence, and before the boss changes his decision, his first task is to implement it.

(3) Consider the problem from the operator's point of view.First of all, the sales manager must have a holistic view.It is not enough for the sales manager to consider the problem from the perspective of the department.Because the sales manager is a stand-in for the operator, he must have an overall view, and his ideas must be connected with the company's overall strategy and the work of other departments.If only the work of the department is considered, when the sales department conflicts with other departments, the sales manager may safeguard the interests of the department without analyzing the problem from the overall perspective of the company.This phenomenon is called "role dislocation".Considering the problem from the perspective of the operator, it is mainly reflected in two aspects: on the one hand, how to increase the value of the assets of the enterprise, and on the other hand, how to increase the operating profit.Second, do the right thing.Traditional management requires professional managers to do things correctly, while modern management requires professional managers to do correct things.Doing things correctly means doing things in accordance with the requirements and standards of the rules and regulations, or doing things in accordance with the requirements of the boss.And to do the right thing is to do things that help the company's goals or departmental goals to be achieved.Doing things right may lead you farther and farther away from success, because it is likely that the more you are right, the more wrong you will be.And doing the right thing will bring you closer to success.

(4) Realize individual value.While creating value for the company, sales managers must also realize individual value.The relationship between the sales manager and the top management is a principal-agent relationship, and they have the right to enjoy certain powers and obtain corresponding benefits according to the agreement. 2. Common Misunderstandings of Sales Managers (1) Insider control.Professional managers should reflect the will of the company, but in actual work, some sales managers may think that the decision of the boss is wrong or inconsistent with the actual situation because they know the business situation of their department better than their boss.In this case, the sales manager may have resistance, that is, to change the decision of the boss to make it in line with personal ideas.This phenomenon is called insider control, and it is the most taboo of sales managers.

(2) Act as a sympathizer.This kind of practice should be avoided by the sales manager, because employees understand the sales manager from the perspective of the company. The image of the sales manager in the eyes of employees represents the company and plays the role of a sympathizer, which may lead to misunderstandings by employees. Execution is the ability of the middle layer of the enterprise to understand and organize its implementation.Compared with the positioning of the decision-making layer as "doing the right thing", the positioning of the sales manager as the executive level should be "doing the right thing": Compared with the positioning of the salesperson as "doing the right thing", the sales manager as the executive level should position himself as "doing the right thing". Positioning should be "doing the right thing".Bottom line: Sales managers are both performers and leaders.Their role is played well, it is a bridge between the top management of the enterprise and the sales staff at the grassroots level;The approval of various plans by the decision-making layer of the enterprise needs to be strictly implemented and organized by the sales manager and its subordinate layers.If the execution of the sales manager is weak and cannot match the company's overall marketing strategy, then the company's various marketing plans cannot be successfully implemented.

1. Three major manifestations of weak execution Most managers are happy to assign tasks and make decisions, but truly effective managers are good at making the assigned tasks and decisions executed.In order to improve the executive power of the executive department, it is necessary to focus on the managers of this department.It can be said that a good executive department can make up for the lack of a decision-making plan, and a perfect decision-making plan will die in the hands of a lagging executive department. In this sense, execution is the key to the success or failure of enterprise management.

The performance of the sales manager's weak execution includes: the words spoken in front of the general manager have considerable weight, which makes the existing decision-making plan "self-selecting" phenomenon; although he has enough work experience and enthusiasm, he has an admirable position , but lack of cognition and grasp of the principle of contingency control when implementing the plan; despite the best efforts, due to the lack of a clear operation interface between personnel and personnel in the implementation plan, sometimes there are big gaps. The weak execution of the sales manager is specifically manifested in the following three "degrees":

(1) Height: During the implementation of the company's overall marketing plan, the standard gradually decreases, or even completely out of shape, the farther it is from the original standard. (2) Speed: During the implementation process of the strategic plan formulated by the general manager and the corporate decision-making layer, there are often delays, and some work is even left unfinished, which seriously affects the execution speed of the sales plan. (3) Intensity: In the process of implementing some policies formulated by enterprises, the intensity is getting weaker and weaker, and many tasks have been done anticlimactically, with no results.

2. Improving executive power at the top and leadership at the bottom Whether as an executive or a leader, the sales manager must get things done through others.To be a "convincing" sales manager, one should consciously improve the following eight abilities: (1) Comprehension ability.As a sales manager, before doing anything, you must first figure out what your boss wants you to do, and then use this as the goal to grasp the direction of doing things. No less work, no less work, but the result is twice the result with half the effort, or even waste all previous efforts.It is better to have a clear understanding of one thing than to do ten things hastily, and you will get twice the result with half the effort.

(2) Planning ability.To perform any task, a plan must be drawn up, and each task should be listed in the schedule according to the severity, severity, slowness, and urgency, and assigned to the subordinates one by one.The sales manager should focus on the future development of the entire sales department, and constantly sort out the plans for tomorrow, the day after tomorrow, next week, next month, and even next year.During the implementation and review of the plan, key issues must be grasped in advance, and the important work that should be done should not be affected by trivial work.It is important to understand that doing 20% ​​of the important work is equal to creating 80% of the performance. (3) command ability.No matter how well the sales plan is formulated, if it cannot be effectively implemented, it will still fail to produce the expected results. In order to enable subordinates to have a common direction to implement the formulated plan, appropriate command is necessary. When commanding subordinates, the first thing to consider is the assignment of work, the corresponding relationship between subordinates and work must be checked, and the way of commanding must also be considered.Bad tone or unclear goals are bad commands.And a good command can stimulate the willingness of subordinates, and can enhance their sense of responsibility and mission.It is necessary to be clear that the highest art of command is that subordinates can command themselves. (4) Control ability.Control is tracking and assessment to ensure that goals are achieved and plans are implemented.Although talking about control will make people feel uncomfortable, but the operation of the enterprise has its very realistic side. If some things are not controlled in time, it will cause direct and indirect losses to the enterprise.However, if the control is too hasty or the control is insufficient, it will also have a negative effect: if the control is too strict, the subordinates will not accept it, and if the control is not strong, it may be difficult to maintain work discipline.To be clear, the most ideal control is to allow subordinates to achieve self-control through goal management. (5) Coordination ability.Any work, if it can formulate a perfect plan according to the above-mentioned requirements, then issue appropriate orders and take necessary control, the work should be completed smoothly, but in fact, most of the sales manager's time must be spent on coordinating work .Coordination includes not only the consensus coordination between internal superiors and subordinates, departments and departments, but also the coordination of interests with external customers, related units, and competitors. Poor coordination by any party will affect the completion of the implementation plan.To be clear, the best coordinated relationship is to achieve a win-win situation. (6) Authorization ability.Anyone's ability is limited. As a sales manager, you can't do everything personally like a salesman. Instead, you must clarify your responsibilities to train your subordinates to grow together, give yourself opportunities, and create opportunities for the growth of your subordinates.You can't make a career of being alone.Subordinates are a mirror of oneself and a carrier to extend one's own intelligence and ability. Only when subordinates are empowered with responsibilities, powers, and interests can they have a sense of responsibility and a sense of accomplishment in doing things. It is necessary to understand that people in a department are better than themselves when thinking about things. Think about things in your head, so that your subordinates are motivated, and you can let go of your hands and feet to do important things, so why not do it.Remember to achieve your subordinates is to achieve yourself. (7) Judgment ability.Judgment is very important for a manager. Business operations are intricate and often require sales managers to understand the cause and effect of things, so as to find the real crux of the problem and propose solutions.This requires insight into the opportunities ahead and taking precautions.Only in this way can we turn a crisis into a turning point, and finally into a good opportunity. (8) Innovation ability.Innovation is an important symbol to measure whether a person or an enterprise has core competitiveness. To improve execution, in addition to having the above-mentioned capabilities, it is more important to have a strong sense of innovation at all times and in everything, which requires continuous improvement. This kind of learning is very different from the kind of learning that is purely based on mastering knowledge in universities. It requires everyone to regard the process of work itself as a systematic learning process, and constantly discover problems and research from work. problem, problem solving. The process of solving problems is the process of moving towards innovation.Therefore, when doing anything, you can seriously think about whether there are innovative ways to make the execution more powerful, faster, and better.We must understand that there is no limit to innovation, and only innovation can survive. Leadership needs to improve the process of sales managers improving their ability to complete tasks, which is actually the process of improving their leadership for sales department employees.Because to improve the execution of the sales department, it cannot be accomplished by the sales manager alone, but by the joint efforts of all the employees in the department.In the final analysis, to improve execution at the top, and to improve leadership at the bottom. So, how can leadership be enhanced?In addition to improving the above eight abilities, there are two most important points: (1) Learn to look at the company from the perspective of the boss.In the eyes of the boss, management is very simple, it consists of two things: one is to expand the scope of business and increase business income; the other is to reduce management costs and control operating expenses.In fact, these two things are ultimately one thing. Revenue minus costs, minus expenses is profit.In the final analysis, the boss is looking at profits, and profits must come from management. (2) Learn leadership from being led.From the leader's point of view, leadership is also very simple. It is two things: one is to employ people, the inner circle uses virtue, the outer circle uses talents, and the strengths of people are used while the weaknesses of others are accommodated; the second is motivation, solving people's difficulties and remembering people The merit is to guide the subordinates to run forward through positive incentives, and to push the subordinates to move forward through negative incentives.You must know that any leader starts from being a subordinate, and no one can become a leader in one step.In the process of growing up, everyone will experience many leaders, big and small. As long as you study hard, no matter whether it is a good leader or a bad leader, you can learn from both positive and negative experiences and lessons, which will be good for you in the future Leadership is very precious. 1. Three wrong attitudes toward your boss As a sales manager, there are three attitudes in the attitude towards the boss that are "red light signals". The first is the performance-only theory, which believes that as long as the sales of the department are completed well, they will have the capital to bargain with their superiors. A promoted business manager) can be appreciated within a period of time, but when this type of leader matures slowly, you will understand that this kind of sales manager is not advisable. The second is not wanting to stick to the rules, thinking that sales work is more flexible, and there is no need to be bound by various regulations in the middle process. Let go of your own sales staff, as long as you hand over the results at the end of the month.Such sales managers will also find ten thousand excuses to excuse themselves when their bosses criticize them.When the boss faces a sales manager with this attitude, he will not give any public punishment at the beginning, but will re-state the system, and then give a justifiable punishment.At this time, the sales manager is often very unconvinced, thinking that his performance has been completed, and there is no reason to punish him.The beginning of this kind of resentment will make the person concerned think that the boss is deliberately finding fault, which will lead to resistance. The third is to rely on the boss, who regards the boss as an omnipotent person, lacks assertiveness in work, and hopes that the boss can help him solve any problems encountered. It can satisfy the boss's leadership desire and vanity within a short period of time, but in the long run, it will make the boss doubt or even be bored with his work ability. 2. "Managing" the boss (1) Don't talk about and slander your boss behind his back.There is a common phenomenon in Chinese companies: talk nonsense behind your back if you don't talk in person, and talk nonsense after the meeting if you don't talk.Starting from the review of the boss's dressing, words and deeds, to hearsay gossip news; starting from venting dissatisfaction with the boss, wanton abuse, cursing and slandering the boss.As the saying goes: "There is no impenetrable wall in the world." When discussing and slandering the boss, the red light of "managing the boss" has already been lit, and your words will soon be passed to the boss's ears. Whether it is the president of the country or the manager of the company, they are ordinary people, and they all hope to be respected at least. One discussion and slander may satisfy your temporary curiosity or vent your dissatisfaction, but the next step will be to shorten your official career , reducing the value of your life.Likewise, an argument with your boss, no matter how small, can ruin your reputation and invite greater constraints and less authority. Such a thing happened in branch A of a famous home appliance company. After being transferred to branch A, manager Li implemented some management measures in a targeted manner. Employees of Branch A, Huang and Jin, were quite dissatisfied with the new policy. At the beginning, they just created rumors within the company. Seeing that Manager Li ignored them, they jointly wrote a letter of complaint and sent it to the headquarter leader by email.In the letter of complaint, Manager Li’s ten crimes were listed. After receiving the letter of complaint, the headquarters immediately dispatched an investigation team. After a week’s investigation, it was confirmed that 90% of the contents of the letter of complaint were fabricated, and Huang and Jin were also identified. One week later, the company announced the punishment of Huang and Jin for making a complaint about the truth, asking them to make a public apology to Manager Li and expel them from the company. For your boss to trust you, you must first trust them.Once you establish two-way trust with them, your team will have an unrivaled competitive advantage no matter what the battlefield.Confronting your boss, especially in public, is tantamount to giving up your right to make suggestions.On the contrary, learning to question your boss in private will allow your ideas to enter the decision-making level and avoid power struggles.Private criticism coupled with public support will ensure that your ideas are supported by colleagues, superiors, and the company as a whole. (2) Don't complain and ask for advice.Many people complain about their poor performance because their bosses have no vision; because their bosses refuse to authorize; because of unreasonable task allocation; because of unreasonable resource allocation;If you encounter such an environment unfortunately, and you don't want to do nothing, you probably have no choice but to leave.Avoidance is the home of the weak. If you don't want to be weak, you must learn to "manage your boss". When you are moving towards the direction of the organization's goals, you should achieve your own goals and lead your boss in the process, helping him achieve his own goals and become a leader. Excellent boss. For example, at a company's regular sales meeting in April, the provincial managers first summarized the work of the previous month, followed by an effective decomposition of the next month's goals, and finally discussed the main problems in each market.Manager Chen from one of the provinces and districts, when talking about the problems in their own market, started from the headquarter’s weak market control measures, which led to the distribution of goods from neighboring provinces to the region. Lack of voluntary guidance, etc. Half an hour later, Manager Chen is still lamenting that the problems in the market are all caused by the headquarters, as if there is nothing wrong with him.At this time, the face of the boss in charge of Manager Chen became more and more ugly, and Manager Chen was still talking about it. Although what Manager Chen said was objective, he did not find the "red light" that was getting brighter and brighter. , Manager Chen got the notice of dismissal the next day. When sales managers report objective problems in the market, the best way is to give their own solutions to each problem and give them to their bosses to make decisions. The most enjoyable part of being a boss is decision-making. "Managing the boss" is a win-win activity. Marketing managers can carry out the activity of "managing the boss" in a targeted manner only when they have mastered the behavior of the boss and the different concerns at each stage.To create a win-win situation of "management and boss", you must be alert to the red lights that appear in the management process, and strictly follow the walking rules of "go on green light, stop on red light", and you will reach the other side of the goal as quickly as possible. 1. Respect without flattery As a subordinate, we must fully respect the superior, maintain the authority of the superior in all aspects, and support the work of the superior, which is also the duty of the subordinate.First, support, respect and cooperate with your superiors in their work; second, care about your daily life; and third, solve problems in the face of difficulties. Sometimes when the superior is at the focus of conflicts, the subordinates should take the initiative to come forward, be brave enough to encounter conflicts, take responsibility, and solve problems. 2. Ask for advice instead of relying on Generally speaking, as a manager of the sales department, it is worth advocating to be bold and responsible within the scope of one's own authority, and to carry out creative work, and is also welcomed by the boss.The sales manager can't ask for instructions on everything, has no opinion when encountering problems, and can't make decisions about big and small matters.This will make the boss feel incompetent.Those who need to ask for instructions and reports must ask for instructions and reports, but never rely on or wait. 3. Take initiative without overstepping authority Be proactive in your work, dare to speak out, and be good at putting forward your own opinions.You can't be submissive and keep everything in balance.In dealing with the relationship with the boss, two misunderstandings must be overcome: one is to do as the boss says, and to do what is asked to do, and there is no responsibility for good or bad; Implement it, or even do something else, which is obedience and violation.Of course, there are conditions for subordinates to be active, bold and responsible. It must be conducive to maintaining the authority of the superior, maintaining the unity within the group, and not arbitrarily surpassing their own authority in certain tasks. 1. Listen carefully to the orders of your superiors If the boss assigns a task to the sales department, the sales manager must use the most concise and effective way to understand the boss' intention and focus of work.At this time, you may wish to use the traditional 5W2H method to quickly record the key points of the work, that is, to figure out the time (when), place (where), executor (who), for what purpose (why), what work needs to be done (what) ), how to do it (how), and how much work is required (how many).After the boss has given the order, immediately sort out your own records, and repeat it briefly to the boss again to see if there are any omissions or what you didn't understand clearly, and ask the boss to confirm.If the boss approves, then the sales manager can enter the next link. 2. Discuss the feasibility of the goal with the boss After the boss gives an order, he often pays attention to the subordinate's solution to the problem. He hopes that the subordinate can have a general idea of ​​the problem so as to grasp the progress of the work from a macro perspective.Therefore, as a subordinate sales manager, after accepting the order, he should actively use his brains, have a preliminary understanding of the work he will be responsible for, and tell his boss the preliminary solution, especially for the difficulties that may arise in the work. , For difficulties beyond the scope of one's own ability, they should ask their superiors to coordinate with other departments to solve them. 3. Draw up a detailed work plan After clarifying the work objectives and discussing the feasibility of the work with your boss, you should draw up a work plan as soon as possible and submit it to your boss for approval.In the work plan, the action plan and steps should be elaborated, especially the work schedule should be given a clear timetable so that the supervisor can monitor it. 4. Report to the boss at any time during the work In the process of work and execution, you should pay attention to whether the progress of your work is consistent with the plan. Whether it is ahead of schedule or delayed, you should report to your boss in time to let him know what you are doing now and what results you have achieved. , and listen to the opinions and suggestions of the boss in time. 5. Summarize and report in time after the work is completed After the work is completed, the work should be summarized and reported in time, summing up the successful experience and the deficiencies in it, so as to improve and improve in the next work.At the same time, don't forget to mention the correct guidance of the boss and the hard work of the subordinates in the summary report.At this point, the request for instructions and report of a job is basically over. Do not ignore the role of asking for instructions and reporting, because it is the main channel for communication between sales managers and superiors. When being criticized by your boss, you should grasp the following principles. 1. Take criticism seriously Bosses generally don't take criticism and scolding others as their own pleasure.Since criticism, especially reprimand, is easy to hurt, he is generally more cautious when making criticisms.And once you criticize others, there is an issue of authority and dignity.If you ignore criticism and go your own way, the effect may be worse than confronting it face to face.Because, this will make the boss lose face. 2. Don't be unconvinced and complain about criticism Criticism has its reasons, and even wrong criticism has its place to be accepted.Smart subordinates should learn to "use" criticism.Wrong criticism from the boss, as long as it is handled properly, can sometimes become a favorable factor.However, if you are not convinced and complain, then the negative effect of this approach will widen the emotional distance between the two parties and deteriorate the relationship. 3. Don’t contradict yourself Of course, if you receive unfair criticism and undeserved accusations in public, you will embarrass yourself.On the one hand, you can patiently explain in private, and on the other hand, you can prove yourself with actions. It is the most unwise way to contradict in person.If you can give your boss enough face when he shows off his prestige, it can at least show that you are generous, magnanimous, rational, and mature.As long as the boss doesn't deliberately find fault, he will definitely reflect on it when he calms down, and it will definitely leave a deep and indelible impression on him, and he will definitely feel guilty in his heart. 4. Don’t take criticism too seriously Being criticized once or twice does not mean that you have no future, and there is no need to feel that everything is over.If you are criticized once or twice, you will be devastated and unable to cheer up. This will make your boss look down on you, and you will not be able to gain the trust and promotion of your boss in the future. 5. Do not explain too much when criticized When being criticized by superiors, it is unnecessary to pester and argue repeatedly.So, what should we do if there are indeed grievances and misunderstandings?You can find one or two opportunities to express your love, but you should click on it as soon as possible.Even if your boss doesn't "rehabilitate" you, there's no need to pester you.This kind of fussy subordinate is a headache for the boss.If your purpose is only to avoid criticism, of course you can "fight for every inch of land" and "not yield an inch of reason".However, how can a person who has exhausted his boss be promoted? All work begins with accepting instructions and orders from superiors.When the boss wants to delegate work, he should immediately stop the work in his hands and prepare to record.When the boss assigns tasks, don't interrupt the boss's words, you should listen and summarize the main points, fully understand the content of the instructions, and clarify the deadline and order of completion of the work. If the decision made by your boss is indeed very different from your thinking, you might as well implement this decision first, and then communicate with your boss in private, put forward your views, and clarify the intention of your boss to make such a decision through communication.In this way, you can know which way to better complete the task in actual work. However, unconditional implementation does not mean that you cannot live without personal opinions, but the decision made by the boss out of consideration of the overall situation must have his reasons, and you must not do something that completely negates the decision of the boss.The decision-making of the boss should consider its purpose in the process of implementation, and grasp the proportion of adding personal opinions, so as to achieve the expected work effect. The plan has both a guiding and promoting effect on the work. A good work plan is an important means to establish a normal work order and improve work efficiency.At the same time, the plan itself is an assessment standard for work progress and quality, and has a strong role in restraint and supervision. In general, the work plan has the following functions: (1) The work plan is the idea and arrangement of the work to be carried out, such as proposing tasks, indicators, completion time and steps. (2) Work plan is an effective means to improve work efficiency. (3) The work plan is the starting point for active work. (4) Work planning ability is the embodiment of cadre management level. Generally speaking, there are two forms of work planning: negative work planning (fire-fighting work: deal with disasters and mistakes after they have occurred) and positive work planning (fire-fighting work: foreseeing disasters and mistakes, planning, eliminating errors). Of course, as a sales manager, you must make a positive work plan, pay attention to precautions in management, and try not to wait until something happens to fight the fire. (1) The work plan is not written, but made. (2) The content of the plan is far more important than the form.Reject fancy rhetoric and welcome tangible content. (3) The work plan is required to be concise, specific and clear, and the words and sentences must be accurate and not ambiguous. (4) Simple, clear and operable are the basic requirements to be met by the work plan. (1) According to the spirit of the superior's instructions and the actual situation of the market, determine the work policy, work tasks, and work requirements, and then determine the specific methods and measures of the work based on this, and determine the specific steps of the work.Close the ring and make it happen. (2) According to the deviations, shortcomings, obstacles, and difficulties that may occur in the work, determine the methods and measures to be overcome, so as to avoid the work being passive when problems occur. (3) According to the needs of work tasks, organize and allocate strength and resources, and clarify the division of labor. (4) After the draft plan is formulated, it should be submitted to relevant personnel for discussion. (5) Further revise, supplement and improve the plan in practice. (1) Article form: Generally, detailed plans adopt the article form. (2) Tabular form: Simple plans are mostly in tabular form. (3) Document format: plans with a long time limit are usually in the form of documents. 1. Title Generally speaking, the title of the plan has four components: the name of the planning unit, the time limit of the plan, the summary of the plan, and the name of the plan. (1) The name of the planning unit shall use a standardized name. (2) The time limit of the plan should be specified in detail. If the general time limit is not obvious, it can be omitted. (3) The content and summary of the plan should indicate the problems targeted by the plan. (4) The name of the plan should be used accurately according to the actual situation of the plan. If the plan still needs to be discussed and finalized or approved by the superior, the words "draft", "first draft" or "discussion draft" should be added in brackets after or below the title.If it is a personal project, it is not necessary to put your name in the title, but you must put your name on the date at the bottom right of the text. 2. Text (1) Situation analysis (basis for formulating plans).Before formulating a plan, it is necessary to analyze the current status of the research work, fully understand the basis on which the next step will be carried out, and on what basis the plan is formulated. (2) Work objectives, tasks and requirements (what to do).This is the soul of the plan.A plan is made to accomplish certain tasks.The goal is the cause of the plan and the direction of the plan.Therefore, the plan should specify the tasks to be completed within a certain period of time and the requirements to be met according to the needs and possibilities.Tasks and requirements should be specific and clear, and some have to specify quantity, quality and time requirements. (3) Work methods, steps and measures (how to do it).After clarifying the work tasks, it is necessary to determine the methods and steps of the work according to the subjective and objective conditions, and take necessary measures and strategies to ensure the completion of the work tasks. 1. Work content: what to do (what) - work objectives, tasks The plan should stipulate the goals, tasks and requirements to be completed within a certain period of time.Tasks and requirements should be specific and clear, and some have to specify quantity, quality and time requirements. 2. Working methods: how to do it (how) - take measures and strategies To clarify when to achieve the goal and complete the task, it is necessary to formulate corresponding measures and methods, which is the guarantee for the realization of the plan.Measures and methods mainly refer to what means are needed to achieve the established goals, what forces and resources to mobilize, what conditions to create, and what difficulties to eliminate. In short, it is necessary to make overall arrangements based on objective conditions, and write "how to do it" clearly and concretely, and it is practical.Especially for the analysis of problems in the work summary, formulate solutions to the problems. 3. Division of work: who will do it (who) - responsible for the work This refers to the working procedures and timing of the implementation plan.Each task has stages in the process of completion, and each stage has many links, which are often interleaved with each other.Therefore, when formulating a plan, you must have the overall situation in mind and arrange it properly. What should be done first and what should be done later should be arranged reasonably.In the process of implementation, there are also priorities. Which ones are important and which ones are general should also be clarified. In terms of time arrangement, there must be an overall time limit, as well as the time requirements for each stage and the arrangement of manpower and material resources.In this way, the relevant units and personnel know to what extent the work can be done within a certain period of time and under certain conditions, so as to strive for the initiative and coordinate in an orderly manner. 4. Work progress: when to do it (when) - deadline for completion 销售经理编制计划要求胸怀全局，计划目标要科学、先进，是跳起来能够摘到的桃子，如果不用跳轻易便可摘到，既不利于企业的发展，也不利于调动销售人员的积极性；反过来，如果付出巨大的努力，再跳也摘不到桃子，那么，这样的营销计划便具有虚假欺骗性，不完全具有可操作性。 工作计划要有实现计划的具体保障措施和出现“意外”的补救措施。没有实现计划的具体保障措施和补救措施，只是纸上的计划，再完善也只是一个“画饼”。因此，销售经理的工作计划要具有可执行性，就必须要符合以下原则： (1)对上负责的原则。要坚决执行上级的指示精神，服从全局利益，反对本位主义。 (2)切实可行的原则。要从实际情况出发定目标、定任务、定标准。 (3)集思广益的原则。广泛听取意见、博采众长，众人参与，反对主观臆断。 (4)突出重点的原则。分清轻重缓急，突出重点，以点带面，不能眉毛胡子一把抓。 (5)防患于未然的原则。写明相关保护或者防备的措施。 工作计划写出来，目的就是要执行。执行不是人们通常所认为的“我的方案已经拿出来了，执行是执行人员的事情。出了问题也是执行人员自身的水平问题”，计划能不能真正得到贯彻执行，不仅仅是执行人员的问题，也是写计划的人的问题。 首先，要调查实际情况，根据本部门结合企业现实情况，作出的计划才会被很好执行。 其次，各部门每月的工作计划应该拿到例会上进行公开讨论。 最后，修订后的工作计划应该有上级领导审核与签字，并负责跟踪执行和检查。 工作计划应该是可以调整的。当工作计划的执行偏离或违背了目标时，需要对其作出调整，不能为了计划而计划。 此外，在工作计划的执行过程中，销售经理要经常跟踪检查执行情况和进度。发现问题时，就地解决并继续前进。 2011年销售的初步设想 销售目标： 初步设想2011年在上一年的基础上增长40%左右，其中一车间蝶阀为1700万个左右，球阀2 800万个左右，其他2500万个左右。这一具体目标的制定希望公司老板能结合实际，综合各方面条件和意见来制定，并在销售人员中大张旗鼓地提出。为什么要明确地提出销售任务呢？因为明确的销售目标既是公司的阶段性奋斗方向，且又能给销售人员增加压力，使其产生动力。 销售策略： 思路决定出路，思想决定行动，正确的销售策略指导下才能产生正确的销售手段，完成既定目标。销售策略不是一成不变的，在执行一定时间后，可以检查是否达到了预期目的，方向是否正确，可以做阶段性的调整。 1.办事处为重点，大客户为中心，在保持合理增幅前提下，重点推广“双达”品牌。长远看来，我们最后依靠的对象是在“双达”品牌上投入较多的办事处和部分大客户，那些只以价格为衡量尺度的福建客户无法信任。鉴于此，2011年要有一个合理的价格体系，办事处、大客户、散户、直接用户等要有一个价格梯度，如办事处100，小客户105，直接用户200等比例。给办事处的许诺要尽量兑现，特别是那些推广双达品牌的办事处，一定要给他们合理的保护，给他们周到的服务，这样他们才能尽力为“双达”品牌推广。 2.销售部安排专人负责办事处和大客户沟通，了解他们的需求，了解他们的销售情况，特别对待，多开绿灯，让客户觉得“双达”品牌很重视他们，而且服务也很好。定期安排区域经理走访，加深了解增加信任。 3.扩展销售途径，尝试直销。阀门行业的进入门槛很低，通用阀门价格战已进入白热化，微利时代已经来临。公司可以选择某些资信比较好的，货款支付合理的工程尝试直销。这条路资金上或许有风险，但相对较高的利润可以消除这种风险，况且如果某一天竞争激烈到公司必须做直销时那我们就没有选择了。 4.强化服务理念，服务思想深入每一位员工心中。为客户服务不仅是直接面对客户的销售人员和市场人员，发货人员、生产人员、技术人员、财务人员等都息息相关。 5.收缩销售产品线。销售线太长，容易让客户感觉公司产品不够专业，而且一旦发现实情可能失去对公司的信任。现在的大公司采购都分得非常仔细，太多产品线可能会失去公司特色(这里是指不要外协太杂的产品如减压阀、煤气阀、软密封闸阀等)。 销售部管理： 1.人员安排。包括以下几个方面： (1)一人负责生产任务安排，车间货物跟单、发货，并做好销售统计报表。 (2)一人负责对外采购，外协催货及销售流水账、财务对账，并做好区域经理业绩统计，第一时间明确应收账款。 (3)一人负责重要客户联络和跟踪，第一时间将客户货物数量、重量、运费及到达时间告知，了解客户需求和传递公司政策信息等。 (4)一人负责外贸跟单、报检、出货并和外贸公司沟通，包括包装尺寸、唛头等问题。 (5)专人负责客户接待，带领客户进入车间参观并沟通。 (6)所有人员都应积极参与客户报价，处理销售中产生的问题。 2.绩效考核销售部是一支团队，每一笔销售的完成都是销售部成员共同完成，因此不能单以业绩来考核成员，要综合各方面的表现加以评定；同样公司对销售部的考核也不能单一以业绩为尺度，因为我们还要负责售前、售中、售后的方方面面事务。销售成员的绩效考核分以下几个方面： (1)出勤率销售部是公司的对外窗口，它既是公司的对外形象又是内部的风标，公司在此方面要坚决，绝不能因人而异，姑息养奸，助长这种陋习。 (2)业务熟练程度及完成业务情况业务熟练程度能够反映出销售人员业务知识水平，以此作为考核内容，可以促进员工学习、创新，把销售部打造成一支学习型的团队。 (3)工作态度服务领域中有一句话叫做“态度决定一切”，没有积极的工作态度、热情的服务意识，有再大的能耐也不会对公司产生效益，相反会成为害群之马。 3.培训是员工成长的助推剂，也是公司财富增值的一种方式。一是销售部举办不定期内部培训，二是请技术部人员为销售部做培训。培训内容包括销售技巧、礼仪、技术等方面。 4.安装专业报价软件，提高报价效率，储存报价结果，方便以后查找。 以上只是对2010年销售部的初步设想，不够完整，也不够成熟，最终方案还请各位领导们考虑、定夺。 工作总结，也就是看看取得了哪些成绩，存在哪些缺点和不足，取得什么经验与教训。 如何针对存在的问题与不足，充分进行分析，采取相应的应对策略与改进措施，提高今后的工作效率与质量。好的工作总结是寻找工作规律的重要手段，是培养、提高工作能力的重要途径，是团结基层员工争取领导支持的好渠道。 1.如何写好工作总结 通常，工作总结包括以下几个部分：首先是标题，它通常表明总结的部门名称、总结的时间、概况的内容，有时也可以分为正副标题。其次是正文部分，这是总结的主体部分。再次是总结的结尾处，要写明日期。正文是工作总结最重要的部分，在编写的时候条理要清楚，要剪裁得体，详略适宜。正文一般包括以下内容： (1)基本情况概述。将总结的中心内容、主要经验、成绩与效果等作概括的提示，或者将工作的过程、基本情况、突出的成绩作简洁介绍，目的在于对总结的全貌有一个概括的了解。 (2)成绩和经验。这是总结的目的，是正文的关键部分，一般是写出做法，成绩之后再写经验。即表述成绩、做法之后，从分析成功的原因、主客观条件中得出经验教训。 (3)存在的问题和教训。总结存在的问题与教训更为重要，是正文的关键部分，一般放在成绩与经验之后写。 (4)今后工作努力的方向与思路。根据今后的工作任务和要求，吸取前一时期总结出来工作的经验和教训，明确努力方向，成功的经验与方法，要继续发挥、完善，针对存在的问题，提出解决方法与改进措施等。 2.写工作总结需注意的问题 (1)总结前要充分收集材料。一定要实事求是，成绩不夸大，缺点不缩小，更不能弄虚作假。这是正确分析、得出经验与教训的基础。 (2)总结中若无数字，就没有说服力。如主要预算指标完成数据、成本降低数据、业务增长率、市场占有率、顾客投诉减少率、接待了多少来访者、节约了多少开支、平均每天接电话多少个、平均每年有多少天在外出差等。但切记，数字也不是多多益善，能说明成绩与问题就可以了。如果把一片密密麻麻的数字写在总结上，估计看到一半就晕了。也可以适当把数据做成饼形图、条形图等种种直观、可视的图表。 (3)工作总结切忌回避问题。要体现实事求是、一分为二的原则。总结的目的全在于应用、发展和提高。“成绩不讲跑不掉，问题不讲不得了。”在总结成绩的同时，要客观地查找工作中存在的不足和问题，正视缺点，以警示今后的工作，少走弯路，避免在将来的工作中犯同样的错误。 (4)要避免成绩注水，体现实事求是的原则。这就是从实际出发，有一说一，有二说二，老老实实，认真负责。写总结要防止几种情况：一是因领导让写，不得不写，写几行敷衍过去，这不是严肃的态度；二是把写总结当作吹嘘自己、捞取好处的机会，在总结里将小事说成大事，甚至捏造事实，弄虚作假；三是出于所谓的“谦虚”，该写的不写，或是写了怕人讽刺就不写。这些都不是实事求是的态度。 在工作总结中，常常出现两种倾向：一种是好大喜功，搞浮夸，只讲成绩，不谈问题；另一种是将总结写成了“检讨书”，把工作说成一无是处。这两种都不是实事求是的态度。总结成绩必须是事实成果的汇总归类和条理化，既不能人为拔高，注水膨胀，也不能把别人成果拿来共享，更不能笔下生花，无中生有，闭门造车。 (5)避免简单罗列，体现依事说理的原则。工作总结不仅仅是工作量的罗列汇总，而是要通过总结上升到理性的高度来认识所做的工作。要通过对全年的工作总结得出一般性规律，形成有益的经验，达成一致的认识，使其对今后工作具有指导作用，对他人具有借鉴作用，没有经验体会的总结是不全面、不完整的，也是毫无意义的。 (6)总结要写得有理论价值。一方面，要抓主要矛盾，无论谈成绩或谈存在问题，都不要面面俱到。另一方面，对主要矛盾要进行深入细致的分析，谈成绩要写清怎么做的，为什么这样做，效果如何，经验是什么；谈存在问题，要写清是什么问题，为什么会出现这种问题，其性质是什么，教训是什么。这样的总结，才能对前一段的工作有所反思，并由感性认识上升到理性认识。 (7)忌事无巨细，体现突出重点的原则。经营工作方方面面，大小事情很多，无需事无巨细地对所有工作进行总结，芝麻西瓜一起抓。重点应该是承担的任务指标完成情况、队伍建设情况以及为完成指标克服困难所采取的措施等。 转眼间，2010年已成为历史，但我们仍然记得2010年激烈的竞争。天气虽不是特别的严寒，但大街上四处飘飘的招聘条幅足以让人体会到2011年阀门行业将会又是一个大市场，竞争将更加白热化。市场总监、销售经理、区域经理，大大小小上百家企业都在抢人才、抢市场，大家已经真实地感受到市场的残酷，不能坐以待毙。总结是为了来年扬长避短，对自己有个全面的认识。 一、任务完成情况 2010年实际完成销售量为5000万个，其中一车间球阀2000万个，蝶阀1200万个，其他1800万个，基本完成年初既定目标。 球阀常规产品比去年有所下降，偏心半球增长较快，锻钢球阀相比去年有少量增长；但蝶阀销售不够理想(计划是在1500万个左右)，大口径蝶阀(DN1000以上)销售量很少，软密封蝶阀有少量增幅。 总的说来是销售量正常，OEM增长较快，但公司自身产品增长不够理想，“双达”品牌增长也不理想。 二、客户反映较多的情况 对于我们生产销售型企业来说，质量和服务就是我们的生命，如果这两方面做不好，企业的发展壮大就是纸上谈兵。 1.质量状况：质量不稳定，退、换货情况较多。如XXX客户的球阀、XXX客户的蝶阀等，发生的质量问题接二连三，客户怨声载道。 2.细节注意不够：如大块焊疤、表面不光洁，油漆颜色出错，发货时手轮落下等。虽然是小问题却影响了整个产品的质量，并给客户造成很坏的印象。 3.交货不及时：生产周期计划不准，生产调度不当常造成货期拖延，也有发货人员人为因素造成的交期延迟。 4.运费问题：关于运费问题客户投诉较多，尤其是老客户，如XXX、XXX、XXX等人都说比别人的要贵，而且同样的货，同样的运输工具，今天和昨天不一样的价。 5.技术支持问题：客户的问题不回答或者含糊其辞，造成客户对公司抱怨和误解，XXX、XXX等人均有提到这类问题。问题不大，但与公司“客户至上”、“客户就是上帝”的宗旨不和谐。 6.报价问题：因公司内部价格体系不完整，所以不同的客户等级无法体现，老客户、大客户体会不到公司的照顾与优惠。 三、销售中的问题 经过近两年的磨合，销售部已经融合成一支精干、团结、上进的队伍。团队有分工，有合作，人员之间沟通顺利，相处融洽；销售人员已掌握了一定的销售技巧，并增强了为客户服务的思想；业务比较熟练，都能独当一面，而且工作中的问题善于总结、归纳，找到合理的解决方法，XXX在这方面做得尤其突出。各相关部门的配合也日趋顺利，能相互理解和支持。好的方面需要再接再厉，发扬光大，但问题方面也不少。 1.人员工作热情不高，自主性不强。上班聊天、看电影，打游戏等现象时有发生。究其原因，一是制度监管不力，二则销售人员待遇较低，感觉事情做得不少，但和其他部门相比工资却偏低，导致心理不平衡。 2.组织纪律意识淡薄，上班迟到、早退现象时有发生。这种情况存在于公司各个部门，公司应该有适当的考勤制度，有不良现象发生时不应该仅有部门领导管理，而且公司领导要出面制止。 3.发货人员的观念问题：发货人员仅仅把发货当做一件单纯任务，以为货物出厂就行，缺少为客户服务的理念。其实细节上的用心更能让客户感觉到公司的服务和真诚，比如货物的包装、清晰的标记，及时告知客户货物的重量、到货时间，为客户尽量把运输费用降低等。 4.统计工作不到位，没有成品或半成品统计报表，每一次销售部都需要向车间询问货物库存状况，这样一来可能造成销售机会丢失，造成劳动浪费，而且客户也怀疑公司的办事效率。成品仓库和半成品仓库应定时提供报表，告知库存状况以便及时准备货品和告知客户具体生产周期。 5.销售、生产、采购等流程衔接不顺，常有造成交期延误事件且推脱责任，互相指责。 6.技术支持不顺，标书图纸、销售用图纸短缺。 7.部门责任不清，本末倒置，导致销售部人员没有时间主动争取客户。 以上问题只是诸多问题中的一小部分，也是销售过程中时有发生的问题，虽不致于影响公司的根本，但不加以重视，最终可能给公司的未来发展带来重大的损失。 四、关于公司管理的想法 公司经过这两年的发展，已拥有先进的硬件设施，完善的组织结构，生产管理也进步明显，在温州乃至阀门行业都小有名气。应该说，只要我们战略得当，战术得当，用人得当，前景将是非常美好的。 “管理出效益”，这个准则大家都知道，但要管理好企业却不是件容易的事。公司比较注重感情管理，但制度化管理不够。严格说来，公司应该以制度化管理为基础，兼顾情感管理，这样才能取得管理成果的最大化。例如，拿考勤来说，卡天天打，可是迟到、早退的没有处罚，加班的也没有奖励，那么打不打卡有什么区别？不如不打。又如，员工工作怠慢没人批评指正，即使有人提起最后也是不了了之，只是姑息、纵容，长此以往，公司利益必然受损。 过程决定结果，细节决定成败。公司的目标或者一个计划之所以最后出现偏差，往往是在执行的过程中，某些细节执行的不到位所造成。老板们有很多好的想法、方案，有很宏伟的计划，为什么到了最后都没有带来明显的效果？比如说公司年初订的仓库报表、成本核算等，开会时一遍又一遍地说，可就是没有结果，为什么？这就是政令不通，执行力度不够啊。这就是为什么国内企业最近几年都很关注“执行力”的一个重要原因，执行力从哪里来？过程控制就是一个关键！完整的过程控制分以下四个方面： (1)工作报告由相关人员和部门定期或不定期向总经理或相关负责人汇报工作，报告进展状况，领导也抽出时间主动了解进展状况，给予工作上的指导。 (2)定期的例会可以了解各部门协作情况，可以共同献计献策，并相互沟通。公司的例会太少，尤其是纵向的沟通太少，员工不了解老板们对工作的计划，对自己工作的看法，而老板们也不了解员工的想法，不了解员工的需要。 (3)定期检查计划或方案执行一段时期后，公司定期检查其执行情况，是否偏离计划，要否调整，并布置下一段时期的工作任务。 (4)公平激励建立一只和谐的团队，调动员工的积极性、主动性都需要有一个公平的激励机制；否则，会造成员工之间产生矛盾，工作之间不配合，上班没有积极性。就我的个人看法，我认为销售部的工资偏低，大环境比较行业内各个阀门厂销售人员的待遇，小环境比较公司内各部门的待遇。虽然销售部各员工做得都很敬业，实际上大家内心都有一些意见。如果公司认为销售部是一个重要的部门，认可销售部员工的辛苦，希望能留住那些能给公司带来利润的销售人员，那么我建议工资还是要有相应调整，毕竟失去一位员工的损失太大了。 另外，就是公司管理结构和用人问题。由于公司自身结构的特殊性，人事管理上容易出现越级管理、多头管理和过度管理等现象。越级管理容易造成部门经理威信丧失，积极性丧失，最后是部门内领导与员工不融洽，遇事没人担当责任；多头管理则容易让员工工作无法适从，担心工作失误；过度管理可能造成员工失去创造性，员工对自己不自信，难以培养出独当一面的人才。 以上只是个人之见，不一定都对，但我是真心实意想着公司未来的发展，一心一意想把销售部搞好，为公司也为自己争些体面，请各位老总们斟灼。 由于个人的素质和经历不同，不同的上司就会有不同的上司风格。仔细揣摩每一位上司的不