"20 1 1, and her husband * * * started a business and opened a factory. The factory has grown from 15 to 200 people now, and five production and processing workshops have been developed. The foreign trade team has changed from two people to a young and dynamic sales team with 13 people now. "
The road is blue and blue, Yang Zong insisted. Today, the products such as "reflective vest" produced by her company sell well in high-end markets such as Europe and America, and the annual performance has exceeded 50 million. However, with the continuous expansion of the foreign trade team, some problems have also been exposed:
Low salesman lack of competition, lack of methods to follow up customers.
● Sales lacks process management and faces the loss of orders.
● Manual statistics are cumbersome, and a lot of energy is spent on making various forms every day.
In this regard, OKKI interviewed Yang Zong to see how she solved these problems.
Ren once said: "Talent is not Huawei's core competitiveness, but the ability to effectively manage talents is the core competitiveness of enterprises."
Yang Zong quite agree, in order to stimulate the salesman's sales spirit, she thought of many methods:
1, grouping PK to stimulate team competitive vitality.
Based on the existing team structure, Yang Zong divided the foreign trade team into two groups for intra-group and inter-group PK.
● PK within the group: monthly performance settlement assessment will be conducted, the winning group will be rewarded, and the group that fails to complete the assignment will be given clear punishment;
● ? Group PK: Evaluate the performance of each group every quarter. In addition to material rewards, award-winning groups can also give priority to high-quality customers developing in Yang Zong.
What should be noted here is that each group of old people and new people has it, which can play the role of "bringing the old with the new" while ensuring fair competition.
2. Evaluate not only the "result" but also the "process"
Yang Zong believes that it is unreasonable to only take sales performance as the assessment of salesmen: "For example, if an enterprise digs a well to find oil, one employee retires after digging 999 meters, and another employee digs again and digs 1 meter. If the performance is taken as the assessment basis, the employees who dig 999 meters will not win the prize, and the employees who dig one meter will win the prize, obviously not.
As early as 20 17, Yang Zong launched the company and OKI CRM system, making all customer follow-up processes online, and further improving the business assessment mechanism with the help of OKI CRM, using the "workload statistics" function to conduct multi-dimensional and multi-directional assessment of salesmen, including "the number of new leads, the number of new customers and the number of emails sent".
"I will set the customer ceiling according to the salesman's ability, establish grouping and corresponding public and private sea rules, and include the proportion of customers falling into the high seas every month in the assessment scope, which will arouse the team's attention to customer follow-up."
Yang Zong told OKKI that if the inquiry customers didn't follow up within 7 days, they would be automatically transferred from the salesman's' private sea' to the company's' high sea' by OKKI CRM. If the number of customers falling into the high seas exceeds a certain number, it can be judged that the salesman's customers are not timely.
"This assessment of process details not only invisibly standardizes the sales behavior of salesmen, but also improves the efficiency of customer follow-up and avoids the waste of customer resources."
3. Cultivate the salesman's sense of accomplishment.
Incentive mechanism should not only be a reward and punishment system, but also cultivate the sense of accomplishment and honor of sales staff.
"It is more important for everyone to find a sense of accomplishment in foreign trade sales and have the opportunity to express their feelings and sentiments as foreign traders than simply giving money."
For those with outstanding performance and service, the company will set up an honorary list such as "Gold Sales Star" for publicity.
When there is an opportunity, Yang Zong will also take excellent salesmen to participate in the "Foreign Trade Talent Competition" and other activities, and win prizes with foreign trade salesmen PK of other companies.
In business, unlike some extensive foreign trade enterprises, Yang Zong attaches great importance to meticulous management.
According to the business characteristics of the company, Yang Zong divides the sales into seven stages: "quotation, sample, deposit, final payment, PI, delivery, winning or losing list", and requires the sales staff to store corresponding documents and follow-up records in OKKI CRM.
In this way, through OKKI CRM, Yang Zong can clearly see the number of business opportunities and information summary in each sales stage, and firmly grasp the company's sales situation.
If you want to see the details of every business opportunity, just click on the title of the business opportunity in the "Business Opportunity Kanban": business opportunity dynamics, basic customer information, quotation and other related documents ... All the information is clear at a glance, very simple and practical.
Moreover, in different sales stages, Yang Zong will set corresponding follow-up suggestions in OKKI CRM in advance, including communication points, precautions, available resources, etc. To help sales people place orders quickly.
"Without the power of the universe, we only have our feet on the ground. Only by doing the details of each sales process can we get more orders. "
For most traditional foreign trade enterprises, data management has just started. Many companies rely on manual processing of data in several dimensions, and so did Yang Head Office before using OKKI CRM.
"In the past, we needed to spend a lot of time and energy on statistics, working overtime to make watches, and everyone became cousins. Moreover, manual statistics will inevitably lead to errors and untimely situations. "
Yang Zong told OKKI that now as long as you open OKKI CRM, you can view diversified data reports such as performance completion and sales progress status at any time in statistical analysis, such as sales performance changes in the past six months, sales funnel statistics, sales amount forecast, etc.
In this way, it is easy to have the energy to evaluate the overall situation and adjust management actions in a targeted manner, which is not only conducive to the management of sales business, but also conducive to improving sales performance.
"Especially in the statistical report of the sales funnel, we can see the status of' winning orders, transferring orders, retaining orders and losing orders' of all orders, quickly locate the loss reasons of each order, make improvements from the source, and provide suggestions for further decision-making."
For example, if it is found that 70% of the lost orders are caused by price, Yang Zong can suit the remedy to the case, adjust the sales strategy in time, adjust the product price, or give certain preferential policies to new customers.
With the help of OKKI CRM, Yang Zong has formed its own set of sales management methodology through perfect assessment system, refined process management and in-depth data analysis, which makes the innovative spirit and exploration spirit at the forefront of the industry worth learning.
Perhaps, digital management is the upgrading direction of foreign trade industry.