How does the boss manage the lazy sales team
Among 100 terminal sales staff, only about 10 ~ 20 are "stupid people", who will work from 8: 30 am to 6: 00 pm morning meeting; About 60 ~ 70 are "normal people", who will finish the day's work before eating at noon and make false certificates in the restaurant at noon; About 10 ~ 20 "smart people" will complete the full-day visit task within one hour, or even just call a few big customers.
The truth about the working status of terminal sales staff is roughly the same, but both the sales staff and the supervisor know that the boss doesn't know or "forcibly doesn't know".
If management can't keep up, "smart people" will definitely call friends after skipping work, and the proportion of smart people will expand rapidly. Once this trend spreads, managers will fall into the ocean of people's war. Thousands of miles of levees were destroyed by ants' nests, and many enterprises' terminal deep distribution projects started vigorously and ended in frustration, which were eventually destroyed by the phenomenon that team management was out of control, salespeople collectively filled in false reports and collectively skipped classes.
As a manager, how do you manage these terminal salespeople who are trying to be lazy or being lazy?
Sales team management core 1: employees' work should be fixed.
The management of salespeople is remote control, and remote control often gets out of control. If you want to control it, you must use the remote control! How to control it? One of the ideal methods is to record the work of employees yesterday with a video recorder and play it back the next day-this is obviously impossible, so the "circuit manual" appeared.
The purpose of the Touring Manual is to record employees' behaviors, tracks and work contents. It plans the customers that employees visit every day as fixed lines. The route manual contains a picture and two tables: the first page is "map of the tour route of the day". Page 2 "Detailed List of Visiting Customers on the Day". After the third page, there is a "Record Form for Visiting Customers on the Same Day to Purchase Registration". The salesperson visits the customer with the line manual every day, and records the information such as the visit/transaction/inventory situation and visit time on that day. The next day, the supervisor took the route manual of the salesperson yesterday to check the effect of the salesperson's visit.
Although the "circuit manual management" is complicated and costly, it is still widely used by large consumer goods enterprises, and its charm lies not only in providing cycle for end customers to satisfy them. More importantly, the daily work of thousands of employees in Qian Qian is fixed through the circuit manual, so that the supervisor can trace back the next day's inspection.
It is not distrust, but management logic, which is especially suitable for grass-roots team management. Otherwise, it becomes tunnel management. It was dark in the middle and could not be monitored. It's terrible to wait for the result.
Of course, some people will ask: what should I do if some employees are not fixed? For example, the sales staff who run a big supermarket can't completely fix their itinerary-they plan to go to Trust-Mart, but the manager in RT Mart calls, or other stores have something urgent, so it is impossible not to go. What should I do?
My suggestion is that the sales staff of the supermarket fill in the visit plan every week, report any changes to the itinerary on the same day, and the supervisor will check it the next day.
What if the itinerary of regional sales staff visiting dealers on business trip cannot be completely fixed? Let them fill in the work plan for next week's visit and fill in the daily work report every day. If your business is high-end, you can also use your mobile phone to locate and check whether employees' daily trips are fraudulent.
The director of the overseas office and the branch manager are local bosses. What if no one is watching them? Ask them to be transparent in management, fill in yesterday's daily report of work arrangement and post it in the office lobby for employees to supervise. When the regional manager comes to check, he can tear off the local manager's daily newspaper yesterday from the wall at any time and describe it.
The focus is not on the form of reporting tools, but on fixing the work of employees and leaving traces for the supervisor to follow up. Under this principle, there are "line manual", "mobile phone positioning", "work diary of marketing staff", "daily performance report of supermarket sales staff", "terminal visit point card reader (a device that can display the position of sales staff at any time and the sales staff can upload the terminal inventory sales data at any time)", "let the sales staff report their whereabouts to the company by hand every day at the permanent customer", and even some enterprises require the sales staff to "use". There are various methods, many of which are full of loopholes or conflicts and need to be improved, but the general principles must be correct. Employees' work should be fixed, and their work should be recorded before the supervisor can check it. This is the beginning and cornerstone of grass-roots management.
Tool Tip: Think about it. Did your employees at all levels have a fixed work place, work content and working hours yesterday? Did you record it? Management can't rely on employees' consciousness. Improvement should start from this step. No matter what reporting tool you use, even if you send a text message and take a broken notebook as a record, you must first master the fixed work record of the business backbone and then push it back step by step. The trap to guard against is that the report should not be complicated, and the fewer words written by the person filling out the form, the better.
Core 2 of sales team management: there are standards for key links.
Western enterprises have always attached great importance to standardized management: visualization standard, terminal visit standard, popularization and application summary standard, etc. Infiltrate every detail of management.
Now domestic enterprises are also learning the standardized management of foreign enterprises, but they often learn the form but not the spirit. Either the effect is not good, or a lot of standards are mechanically implemented by employees, but the world is in chaos and finally ends in a hurry. Why?
On the one hand, because of the cultural differences between the East and the West, there is an old saying in China: "I taught my disciples to starve to death." There are also differences between small salesmen and old salesmen among salesmen. The small salesman asked the old salesman, "Brother, why are you so powerful?" ? When you enter a store, people want two boxes, and when you enter a store, people want two boxes? How can I be so unlucky? When I enter a shop, people say' get out'. When I enter a shop, people say' get out'? How did you sell it? The old salesman replied: "Wu!" "This is kung fu! "The salesman may faint at that time.
On the other hand, their understanding of standardization is one-sided. There are actually two missions of standardization: one is management and the other is training.
From the management point of view, standardization can reduce the management difficulty and improve the management efficiency.
China Wushu is extensive and profound. Why does the People's Liberation Army practice bayonet fighting? It's not "practicing Yang Jia *, two-company gossip palm, three-company Tian Xuan jade sword, four-company nine-yin white bone claw", but everyone practices one action, killing! Do you think this action is rigid? Is it stupid? Is this what our 5,000-year-old cultural accumulation will do? Do you find that this action is simple, but easy to learn and practical (kill-white knife goes in, red knife comes out). If thousands of people in the whole army encounter the enemy, all of them can do this well-kill! That's the executive power generated by standardization!
The marketing competition between enterprises is not single-handedly, but PK among hundreds, thousands and tens of thousands of people. Two * *, can't let the soldiers show their ability. They must be disciplined and uniform, and all actions must have a direction to win.
From the perspective of training, it is actually to inherit the experience of predecessors and let newcomers and future generations take fewer detours.
In Coca-Cola, they don't say "enlightenment", they say "eight steps to standardize in-store visits"!
Coca-Cola's vivid standard is not for beauty, but after many tests, it is found that this kind of display is safer, more eye-catching and more conducive to consumers' purchase: for example, "strive for the position behind the five cards in the shelf aisle" (most people will pass by the first four cards in the shelf aisle without buying them, as if the business of the first store in the dining street is not good); For example, "the height of the island display should not exceed 1.2m, and the height of the trapezoidal display should not exceed 1.4m" (after testing, the height of the floor display must exceed 1m to attract attention, while the trapezoidal display can be higher because it has a wall or shelf, and the island display is too high to be toppled); For example, "floor display shows that all boxes except the bottom layer reveal Chinese trademarks" (the box is cut to reveal Chinese trademarks to remind consumers to buy, and the bottom layer must keep the box intact because it has to bear the load, otherwise the whole pile will be scattered).
Coca-Cola's "eight steps of terminal standardization in-store visit" is not for "looking more professional". These are the experiences accumulated by several generations, and almost every step of them involves the tactics of generating sales: for example, every time you visit a terminal store, you unpack the whole box of Coca-Cola under the owner's stool and behind the door (most small terminals don't have a complete warehouse, and the whole box of goods is placed in a corner, which we call the back line) and put it on the shelf (which is called the front line). First, the more goods on the shelf, the larger the display area. Secondly, shopkeepers usually decide whether to purchase goods according to whether there is a whole box of goods in stock. This time, you help him move all the back lines (temporary storage places) to the front lines (shelves). Next time he visits, he may do some shopping.
Thirdly, the significance of standardization lies not only in unified management, but also in the inheritance of previous experience and skills.
We used to say that we should cross the river by feeling the stones. Many people misunderstand that they just follow their feelings. This is actually very irresponsible-everyone crosses the river by feeling the stones, and many people will fall into the river in the end. Crossing the river by feeling the stones means that the predecessors touched the stones, marked the latecomers and established standards-just do this, and then later generations crossed the river safely and painstakingly, and later generations found new stones and then marked them, so that later generations could update the standards.
Sales work does change with the change of environment, but most sales work is repetitive. Whether it is regional market planning, dealer management, customer negotiation, promotion plan drawing, etc. In fact, there are rules to follow, and wisdom and experience can be relatively standardized. The so-called "unpredictable situation" and the so-called "sales change is too big to be standardized" are all excuses for lazy people. There have been enough changes in soldiers' combat. Look at Sun Tzu's Art of War, which has more than 6,000 words, and 80% of its space is devoted to teaching you how to choose favorable terrain, how to choose a marching route, how to spy on the number of enemy soldiers, how to send spies, how to attack the enemy with water and fire, and other specific actions ... If an experience cannot be concretized and standardized in a relative sense, it will be over, and this kung fu will be gone after your death.
Tooltip: If the enterprise has no foundation of standardized management before, there is no need to standardize the system. Think about which business link has the most problems now, call business backbones to discuss their experience and skills, and then refer to the training materials of foreign companies to simplify and solidify them into several management actions suitable for enterprises to implement. Find another business link after stability, and you can start your own standardized management in a few years. Standardization is made, not copied. We must sow, water and fertilize like crops, and gradually we can copy other people's standards from the outside to the inside. This must be asking for trouble.
The management of the sales team is difficult because it is not on-site management for the sales staff. The sales manager looked up and there was no one around. Where is he? I went to the market. What did I do in the market? I'm afraid I don't know!
Among 100 terminal sales staff, only about 10 ~ 20 are "stupid people", who will work from 8: 30 am to 6: 00 pm morning meeting; About 60 ~ 70 are "normal people", who will finish the day's work before eating at noon and make false certificates in the restaurant at noon; About 10 ~ 20 "smart people" will complete the full-day visit task within one hour, or even just call a few big customers.
The truth about the working status of terminal sales staff is roughly the same, but both the sales staff and the supervisor know that the boss doesn't know or "forcibly doesn't know".
If management can't keep up, "smart people" will definitely call friends after skipping work, and the proportion of smart people will expand rapidly. Once this trend spreads, managers will fall into the ocean of people's war. The levee of a thousand miles collapsed in the ant nest, and many enterprises' terminal deep distribution projects started vigorously and ended in frustration, which was finally destroyed by the phenomenon that team management was out of control, sales staff collectively filled in false statements and collectively absenteeism.
As a manager, how do you manage these terminal salespeople who are trying to be lazy or being lazy?
Sales Team Management Core 3: Leaders Check Every Day
Salespeople usually fill in false statements, skip work (running horse races in the morning, playing cards in the afternoon, or even skipping work directly), miss visits (skipping small customers and not visiting), miss orders (customers who just left yesterday, the supervisor went to the customer to ask for a lot of goods the next day, indicating that the salesperson didn't finish placing the order yesterday), false reports (taking promotional items with false reports), and insufficient performance (the dealer and supervisor that the salesperson visited yesterday, however, sold. ), and the standardization has not been implemented (the terminal and the poster of competing products that the salesperson has just visited have not been torn off, and the new product of this product has not been unpacked) ... These behaviors can only be discovered and corrected through inspection.
The supervisor must take time to check the employees' work yesterday every day, which is not a distrust of employees. This is management ethics and the most important rule of the game for grass-roots management. When the supervisor has time, he will spot-check the work of two employees yesterday (one is good and the other is poor, so he can come back and do more incentives, rewards and punishments). If you don't have time, check a person's work, or work for half a day, or go to three stores yesterday, even if you only check one store or spend a minute calling for a spot check. Be sure to check! Only after the inspection is completed can the supervisor have confidence, and you can "scold" (praise or punish) at the morning meeting the next day. This is not to punish or reward someone, but to create a murderous look in the sales team-"You do it in front, I'll watch it from behind, and I'll make you look good if you steal the machine!" Only in this way can your employees really "fear" you.
Most enterprises have developed many audit reports, processes, technologies and auxiliary tools (such as data analysis before audit, audit target personnel and places, in-store audit technologies and processes, audit key content menu, various audit recording tools and tracking reports, etc.). ).) The core technologies are as follows:
1. Increase the number of audits and turn auditing into a company culture and mechanism. Most executives don't bother to check carefully. They prefer to stay in the office, talk nonsense at the dealer's table and swear at meetings. Therefore, enterprises should implement the audit system, requiring all the daily newspapers in charge to write the audit records of the day, the problems found in the audit, the follow-up rewards and punishments after the audit, etc. -First, increase the number of audits.
2. Manage audit records and improve audit quality. Gradually review the quality of the supervisor's audit records. For example, the audit record of "checking someone's ten stores and finding that the customer satisfaction is ok and the new product order is true, but the new product distribution is not good and the bar display needs to be improved" is just to cope with it. Perhaps the supervisor instructed the sales staff to fabricate it for him. If the supervisor carefully checks, the audit record will certainly reflect the following characteristics. (1) Customer complaints or problems of the terminal need to be handled: for example, which store needs to repair the broken light box and which store needs to make KT billboards; (2) There are matters assigned to the auditee, such as handling a customer's complaint, which store needs to sign the display reward immediately when it is in a good location, and which store needs to track the rebate cash. (3) There will definitely be rewards and punishments for individual extreme events: for example, employees don't visit and fill in false statements.
3. A new system should be established or new market management actions should be taken for sexual problems. For example, it is stipulated that all employees can't call friends and cross-regional friends for dinner at noon; Everyone is required to check and correct the customer information, and the customer information phone number is wrong next week and a fine will be imposed; The spot of a product will be fully recovered next week, and so on.
4. Training, drills, step-by-step words and deeds. The inspection is not aimed at the whole person, but promotes the perfection of market work. Therefore, it should be remembered that "what is the focus of market management, what employees will assess, and what supervisors will assess". Suppose the company is spreading new products recently, the focus of inspection should be on the distribution network of new products, and the problems can be solved through inspection, thus promoting the distribution and sales of new products. For example, what are the reasons why new products can't pass the inspection? Need staff training, or let dealers sell on credit, or modify the new product distribution policy, or deal with terminal problems; Check whether employees spread new products to the wrong channels that are not suitable for sales. If there is, it is necessary to emphasize the target store of new product distribution, and employees who are not in the target store do not enjoy rewards; Check whether employees have missed orders when shopping for new products, punish and publicize employees who have missed orders, and encourage everyone to shop for new products with all their strength; Check the display of new products, punish the behavior that new products are delivered into the store but not put on the shelves, emphasize "not only to deliver new products into the store, but also to display them well to make them sell well", and follow up the reward and punishment system; Check whether the price of new products is abnormal, and ask employees to hang new product price stickers in the store to guide the market price; Check the implementation of new product promotion, and ask all new product stores to post promotional posters and display gifts.
Tooltip: Does the self-inspection company require step-by-step audit? Does the audit record need to be reflected in the daily work report of each supervisor? Is there a superior to review the audit records of each supervisor? Has the supervisor been trained in effective auditing? Check whether there is a working model? Are there models and templates of audit records? Whether the company has reached a * * * understanding, the effective audit should focus on the recent market management focus, and after the audit, there should be assigned matters, reward and punishment actions, system revision or market projects.
If there are any problems with the above matters, they should be improved immediately, and the details can be informal, but the major items cannot be lacking. Step-by-step audit and daily audit are the most effective methods for sales team management and efficiency improvement, which have no side effects and risks, and are generally applicable regardless of the size of the enterprise.
Core of sales team management 4: ranking performance every day
Is the settlement period of employee rewards and punishments long or short? It must be short. Think about it. Why did winter vacation homework write it on our last day of school? -because I don't check my homework during the winter vacation. In order not to be fooled by us, the teacher asked us to go back to school in the middle of winter vacation. The purpose of going back to school is to check the homework for the first half of the month (so I have to make a surprise attack every half month).
Similarly, why do salespeople look like "sons" at the beginning of the month and "grandchildren" at the end of the month? Because the company only evaluates the monthly sales at the end of the month, they will relax at the beginning of the month, and it is not too late to play tricks on the goods at the end of the month. What if you evaluate him once a week? He can only play tricks on goods once a week. What if you evaluate him every three days? What if you have a check-up every day? I'm afraid he will become a ghost himself!
This is no joke. The assessment at the end of the month is "post-event management". By the time the sales come out at the end of the month, this month will be over. It's no use punishing salespeople. It's no use killing the salespeople and cooking them. This month has passed. Shortening the settlement cycle and doing a good job in the process evaluation are the only way to "control the process and finally improve the results".
Many enterprises are using this principle, and there are too many methods. For example, in Hualong Company, once every supervisor registered the sales volume once every three days, a yellow card was given when the sales volume in one schedule decreased compared with last year, and three yellow cards were laid off a month; Coca-Cola Company turns the monthly salary assessment into a schedule reward and punishment item, calculates the sales volume with the monthly task amount, and stipulates the weekly task progress, and rewards when it is completed, and punishes when it is completed; In addition to the new product commission, Master Kong also stipulated the number of dealers per day for the sales staff. Reward if the quantity exceeds the upper limit, and punish if it is below the lower limit. In the middle of every month, Yinmai Beer will hold the activity "If today is the end of the month". The regional manager simulates the salary of the sales staff, multiplies the performance of the first half of the month by two to make the simulated salary, and then makes the simulated salary. For the employee with the lowest simulated salary, the supervisor should talk to solve the problem individually, give support and pressure.
Tooltip: "Shorten the settlement cycle, manage in the process and improve the results" is a general management idea, which can be started with a gentle method. For example, the end-of-month assessment becomes "the end-of-month assessment plus weekly progress achievement project" and "if today is the end of the month, simulate the mid-month salary". After that, enterprises can gradually promote and implement this idea according to the pressure-bearing ability of personnel, pay attention to the rhythm, and rush to "drive employees crazy", which will be counterproductive.
Core of sales team management 5: It is very important to have a good morning meeting.
The ancient emperor was ridiculous at night and went to the early dynasty in the morning. Once, "but the night in spring was short, and the sun rose too fast. Since then, the emperor gave up his early hearing" and was on the verge of death. Similarly, the sales team will be the most important finishing touch. In the last article, we said that "the difficulty of sales staff management is actually not on-site management, but remote management." To control remotely, it must be controlled remotely. " When will the sales staff be around you? Even sooner or later, if you can't catch these two ends again, it will really become a remote control.
Enterprises should emphasize the following points:
1. The supervisor announced his itinerary yesterday.
Tell employees, "You work hard, and I am not idle as a leader. My itinerary has also been announced, and everyone is welcome to supervise. " This is the application of the principle that employees' jobs should be fixed.
2. Emphasize yesterday's rewards and punishments.
Create a management atmosphere of "being thousands of miles away and looking at all directions" and let employees know that "you are working in front and I am watching from behind". The inspection results must be announced at the morning meeting the next day, and the punishment on the spot is unambiguous for violations of discipline and non-compliance with the company's standardization requirements. This is the application of the two principles of "key link standard" and "leaders check every day".
3. Focus on recent work priorities, conduct performance reviews, and form a performance cycle.
Assuming that the focus of recent work is the dissemination of new products, it is necessary to review historical achievements, analyze progress differences, and find vulnerable people to manage around this focus: review the "dragon and mouse list" reached on the day of new product distribution yesterday, and then look back at the "dragon and mouse list" accumulated in new product distribution this month to give pressure and necessary support to the "rats". Then, the goal of the day is issued to advance, and it is clear how many stores must be purchased every day in the second half of the month to catch up with the progress. For a single salesperson, it is even necessary to determine how many stores must be completed today, and even target specific stores (which stores to shop in), thus forming a performance cycle. This is the application of the principle that "the settlement period is shortened, the performance is ranked every day, and the management process can improve the results".
4. The morning meeting is performance-oriented, not problem-oriented.
The antonym of performance is routine, which is the work repeated every day. Performance refers to the breakthrough in status and results after finishing today, which is different from before. For example:
In the morning meeting, I often see the supervisor asking "If you have any questions, just say so". Often, after this sentence, the morning meeting becomes a complaint meeting (you asked me to talk about problems), so everyone scrambled to talk about problems and difficulties: "Our prices are high, our products can't be accepted locally, our expenses are low, and our staff are not enough ..." It seems that whoever talks about problems stumps the leaders will be fierce.
Don't ask them any questions at the morning meeting, let them stand up one by one and report yesterday's performance! You let everyone talk about the problem, and everyone is looking for problems and excuses. You let everyone talk about performance, and everyone is thinking about my performance yesterday. Performance orientation will have positive significance.
Tool Tip: First, promote the concept of performance in the company, let everyone accept the difference between performance and routine, and form an atmosphere of managing performance instead of routine. To stipulate the template of the morning meeting of each office branch, we can first grasp the above key contents and start from the simplest.
According to the template of the morning meeting, the following cadres are trained, and supervisors at all levels attend the morning meeting of lower-level supervisors for graded counseling. After mastering it, gradually upgrade the morning meeting template and add new content.
Don't underestimate the morning meeting. A complete morning meeting will systematically use the five core tools of team management. An enterprise can make all grass-roots cadres really master the skills of morning meetings and use the tools of morning meetings to manage employees and promote performance, which will be a great progress.
Conclusion: Open your eyes and look at the outline.
Business wisdom is nothing more than "taking advantage of the situation, Ming Dow and superb skills". Standing on the executive level of team management, "taking advantage of the situation" is out of the question, and its display is between "Ming Dow" and "stunt". What is the "Tao" of sales team management?
Are employees' jobs relatively fixed? Do you have a work record? Did you check it after recording? Is there a performance ranking every day? After the supervisor checks and ranks the performance, does he read it out at the morning meeting and give rewards and punishments? These simple methods are the basic laws of personnel management and are called "Tao". The five core tools are the concrete embodiment of Tao.
Based on these five tools, "skills" are derived-the ever-changing reports, processes, systems and implementation details of various enterprises, but the details are all appearances. Only by returning to common sense can we clarify the main thread of management.
The so-called road is curved and the outline is open. I can't "understand the Tao", but I am too entangled in the form and details of the reporting process. After all, it is a pattern of wisdom and small plans, and "technique" will not be used for itself, but will suffer.
Shielding off many details and forms of noise, and looking back at the basic rules contained in the sales team management system, we find that things could have been so simple.