1. General provisions 1. 1.

In order to strengthen the company's sales management, achieve sales targets, improve business performance, and institutionalize the business activities of sales personnel, these regulations are formulated.

A) Scope of application Unless otherwise specified, the management of the company's sales staff shall be in accordance with the system specified in these Measures.

B) Responsible unit:

(1) The business department is responsible for drafting the formulation, revision and abolition of these Measures.

(2) The General Manager is responsible for approving the formulation, revision and abolition of these Measures.

2. General rules

2. 1. Attendance management The sales staff shall conduct attendance assessment according to the Company's Staff Management Measures. However, due to the needs of work, attendance and punching shall be handled in accordance with the following provisions:

2. 1. 1. Sales staff at the headquarters should punch in as required.

2. 1.2. Sales staff outside the headquarters should go to work according to the prescribed attendance time.

2.2 Job Responsibilities In addition to complying with the provisions of the company's management measures, the sales staff should also perform the following job responsibilities: 2.2. 1 Department Head:

(1) is responsible for promoting the completion of sales targets in the area under its jurisdiction.

(2) Carry out all matters delivered by the company.

(3) Supervise and guide the sales staff to perform tasks.

(4) Control inventory and accounts receivable.

(5) Control the budget of the sales department.

(6) Review the statements, documents and finance of each business department at any time.

(7) Submit the following forms on time: a. Sales report. B. collect reports. C. sales daily. D. daily attendance report. (8) Visit customers in the region regularly to improve service quality and check customers' sales and credit status.

2.2.2 Sales staff

(1) Basic matters:

A, should be polite and friendly contact with customers, and pay attention to the appearance of clothes clean.

B we will strictly keep the business secrets of our sales plan, marketing strategy and product development, and shall not disclose them to others.

C. Never accept customers' hospitality for no reason.

D. don't drink alcohol during work hours.

E. Do not misappropriate the received goods.

(2) Sales items:

A, familiar with the product instructions.

B description of the company's production and product performance, specifications and prices.

C. handling of customer complaints.

Visit customers regularly and collect the following information:

First, the reaction of product quality.

B. price response.

The purpose and market demand of engineering business.

D. reaction, evaluation and sales of competing products.

E. related industry trends and credit.

F. investigation of new products.

E, regularly understand the dealer inventory.

Speed up the collection of payment.

Customer order delivery supervision.

H. Handling of returned goods.

Me, sorting out the sales materials.

(3) Payment processing:

A. the payment received from customers should be refunded every day.

B. Do not misappropriate the payment for goods for any reason.

C, other checks shall not be used to offset the recovered cash (that is, in the non-special period, in order to reduce unnecessary troubles, cash must be collected and checks should be collected as little as possible).

Checks from different customers can't offset the payment. (The name of the cooperative customer, the cooperation content and the payment date are unified)

E. The customer's shipment should be controlled according to the credit line approved by the company to reduce the loss of bad debts.

F damaged cameras can be exchanged within one month, and undamaged cameras can be returned within fifteen days.

G cameras and other monitoring equipment shall not be borrowed from the warehouse.

H, daily orders should be issued before noon the next day.

2.3. Handover Provisions When a salesperson leaves or transfers, it shall be handled in accordance with the Handover Measures for Resignation Work and the following provisions.

2.3. 1 person in charge of the sales unit:

(1) handover:

A. inventory of property.

B. official documents and archives.

C. selling books.

D. commodity inventory.

E the customer's delivery note should be signed and counted.

F. Balance of goods received and unpaid.

G, recipients, borrow public property.

H, others.

(2) Precautions:

A. In case of handover by the person in charge of the sales unit, a handover report signed by the transferor, transferee and manager shall be submitted.

B annexes to the handover report, such as property, shall be signed and sealed by the transferor, the transferor and the manager.

C the head of the sales unit shall be handed over by the head of the general manager's office.

2.3.2. Sales staff:

(1) handover:

A. list of responsible customers.

Accounts receivable voucher.

C. recipients of public property.

D. others.

(2) Precautions:

A. After verification, the accounts receivable voucher shall be signed by both parties and the customer.

B. After the accounts receivable documents are verified and signed correctly, the handover person shall bear the responsibility for subsequent collection.

C. The handover report shall be signed by the handover person, handover person and sales supervisor and submitted to the general manager's office.

3. Working rules

3. 1. Work plan:

3. 1. 1. Every year, the sales personnel make their own annual sales schedule according to the company's annual sales schedule, and fill in the monthly sales schedule, which will be implemented as planned after being approved by the supervisor.

3. 1.2. Operation Plan Sales personnel fill in the visit schedule according to the monthly sales schedule and submit it to the supervisor for approval before implementation.

3. 1.3 The sales staff who just entered the company are familiar with the company's annual sales schedule. After two months' probation, a sales supervisor will work out the personal annual sales schedule of this salesperson according to his two-month sales situation, my various aspects and this salesperson * * *, and fill in the monthly sales schedule, which will be implemented as planned after being approved by the supervisor and manager.

3.2. Customer management:

(1) Sales personnel should fill in the customer data control card, so as to facilitate the examination and approval of customer credit line and strengthen service quality. (2) Sales personnel should fill in the sales performance statistics table according to the customer's usage and sales progress as a reference for making sales plans and customer visit plans.

3.3. Work report:

3.3. 1. Daily Sales Report:

(1) The sales staff shall carry out the sales work according to the operation plan, and fill in the daily work contents in the daily report of sales work.

(2) The sales daily report should be submitted to the supervisor for review before going to work the next day.

3.3.2. Monthly Collection Performance Table

(3) At the beginning of each month, the salesperson should fill in the monthly collection performance table of the previous month and submit it to the supervisor for review, which will serve as the basis for performance appraisal, account collection review and reconciliation.

3.4. Price supervision:

(1) The sales price of the sales personnel shall be limited to the sales price stipulated by the company, and the sales price shall not be changed at will.

(2) Sales personnel must listen to all directions and keep an eye on all directions on the front line, understand the sales prices of competitors, and reflect them to sales supervisors and managers, so that the company can adjust its strategy according to market changes at any time.

3.5. Sales management:

(1) The sales supervisor should reasonably divide the areas under his jurisdiction and designate exclusive sales personnel to be responsible for customer development, marketing and payment collection.

(2) The sales supervisor is responsible for customer credit evaluation together with all sales personnel.

(3) The goods sold are not allowed to be returned without quality problems, and the return is not allowed to offset the payment; However, if the monitored goods have quality problems, they can be returned or replaced according to the relevant regulations of the company.

3.6. Collection management:

(1) The salesperson must return the money to the company's finance or manager on the day of receipt.

(2) The salesperson collects money from the customer on the stipulated collection date.

(3) If the money received is a cheque, it shall be submitted to the Finance Department for bank collection in time.

(4) If the payment for goods or cheque is not recovered according to the regulations, in addition to punishing the responsible salesperson according to the relevant regulations, the salesperson shall be liable for compensation in case of bad debts.

Evaluation method of sales staff

1. General

1. 1 The purpose of this assessment is to motivate sales personnel, actively explore sales routes and markets, and thus improve performance, and these measures are specially formulated.

1.2 scope of application: unless otherwise specified, the company's sales personnel shall be assessed according to the system specified in these measures.

1.2. 1 responsible unit:

(1) The business department is responsible for drafting the formulation, revision and abolition of these Measures.

(2) The General Manager is responsible for approving the formulation, revision and abolition of these Measures.

2. Evaluation method

2. 1 The evaluation opportunity is put forward before the 5th of each month.

2.2 assessment methods are divided into departmental assessment and individual assessment.

(2) General Manager:

A. Target collection rate = actual collection in the current month/planned target collection in the current month * 100%.

B, sales target achievement rate = actual sales in the current month/planned amount in the current month * 100%.

C, collection rate = 1- (monthly sales-monthly collection)/monthly sales.

Note: If the collection rate is lower than 60%, the score of sales target achievement rate shall not exceed the highest weight.

(3) bonus coefficient of department assessment:

Grade score department assessment bonus coefficient

80 or above 1.2

B 60-80 points 1.0

0.8 below C 60

2.2.2. Personal assessment. Supervisor's evaluation calculation:

(1) calculation weight table: calculation method of assessment item weight, department assessment: 60; Department assessment score * weight = score; Work attitude: 20; See description: post competence: 20; See description, total 100.

(2) Description of weight:

First, the work attitude:

Work attitude statement score

Enthusiasm: Take the initiative in everything, do things positively, and do your best to do the work well. eight

Coordination is the internal communication and external communication of department performance. six

Loyalty can be based on the interests of the company, and finally the responsibility. six

B. working ability:

Job description score

Ability to plan annual plans, monthly plans and project plans.

Executive ability: the ability to control the implementation of various plans and take improvement measures. six

Ability to develop new products and services. six

Second, the assessment of sales staff:

(1) Weight calculation table: weight calculation method of assessment items, performance contribution: 40; Actual collection target achievement rate * weight = score15; Collection rate = 1- (monthly sales-monthly collection amount)/monthly sales15; Sales target achievement rate = actual sales/planned sales in the current month *100%; Work attitude: 20 as described; Competency: 10 See the description; Total: 100

(2) Calculation formula: actual collection target achievement rate = actual collection in the current month/planned sales in the current month * 100%.

(3) Description of weight:

I. Work attitude 20 points:

Work attitude statement score

Enthusiasm: Take the initiative in everything, do things positively, and do your best to do the work well. eight

Coordination is the internal communication and external communication of department performance. six

Loyalty can be based on the interests of the company, and finally the responsibility. six

B, working ability 10:

Job description score

Ability to plan annual plans, monthly plans and project plans.

Executive ability: the ability to control the implementation of various plans and take improvement measures. three

Work quality: the quality of various data and operations. three

(4) Individual assessment bonus coefficient:

Grade score department assessment bonus coefficient

86 or above 1.2

B 70-85 points 1.0

Below 0.8

B: Calculation of monthly performance bonus

2.5. 1. Reward and punishment:

(1) Monthly assessment is used as the basis for annual salary adjustment and year-end bonus distribution.

(2) During the year, Grade A received six salary increases.

(3) There were six C-level demotions or dismissals this year.

3. Annex:

[Attachment 1] Sales Department Appraisal Form

[Attachment 2] Sales Supervisor Assessment Form

[Attachment 3] Sales Staff Appraisal Form

[Attachment 1]- Examination Form of Sales Department in/month

Order Collection Amount Target Achievement Rate Sales Target Achievement Rate Collection Rate Score Grade Bonus Coefficient

1 A 60 20 20 100 A 1.2

2 Part II * * * * B *

3 three * * * * C *

[Annex 2]

No. Appraisal Content Name * * * * Name * * * * Name * * * * * Name * * * * * * * * * * * * *

1 department assessment 60

2 Work attitude 20

2. 1 Enthusiasm 8

2.2 Coordination 6

2.3 Loyalty

3 working ability 20

3. 1 planning capacity 8

3.2 Executive Ability 6

3.3 Development Capability 6

4 total score

Grade?Five

Name, initial approval, evaluation, project weight score, remarks, second departmental evaluation, 60 work attitude, 20 enthusiasm, 8 coordination, 6 loyalty, 6 work ability, 20 planning ability, 8 execution ability, 6 development ability, 6 total score and second grade.

[Attachment 3]-Sales Staff Appraisal Form.

Performance contribution score, work attitude score, work ability score, total score

Zhang San * * * enthusiasm * * planning ability * *

* * * * Coordination * * Execution capacity * *

* * * * Loyalty * * Quality of work * *

Total * * * * * * * * *

Li Si * * * enthusiasm * * planning ability * *

* * * * Coordination * * Execution capacity * *

* * * * Loyalty * * Quality of work * *

Total * * * * * * * * *

Wu Wang * * * enthusiasm * * planning ability * *

* * * * Coordination * * Execution capacity * *

* * * * Loyalty * * Quality of work * *

Total * * * * * * * * *

Name preliminary examination, approval, remarks, assessment project weight calculation, one point, two points, three points, performance contribution 60; Work attitude: enthusiasm 10 coordination 8 loyalty 7; Working ability: planning ability 5 execution ability 5 development ability 5; Grade total score

Incentives for sales staff

1. General

1. 1. Purpose In order to better adopt different incentive methods for different salespeople, these measures are formulated.

1.2. Scope of application Unless otherwise specified, all sales personnel of the company can be encouraged according to the system specified in these Measures.

1.3. Responsible unit:

(1) The business department is responsible for drafting the formulation, revision and abolition of these Measures.

(2) The General Manager is responsible for approving the formulation, revision and abolition of these Measures.

2. Incentive method:

2. 1. Comfort seekers:

(1) Generally, people are older and have higher income.

(2) Needs: sense of job security, achievement and dignity.

(3) Incentive method: assign challenging tasks, participate in setting goals, give certain freedom and authority, and communicate frequently. 2.2. Those who pursue opportunities:

(1) The general income is low.

(2) Needs: appropriate income, recognition and job security.

(3) Incentive methods: salary, communication and competitive sales.

2.3. People who pursue development:

(1) Generally, they are young, well educated and have a suitable income.

(2) Need: personal development.

(3) Incentive method: good training and cultivation.

2.4. According to the performance, adopt different incentive methods:

(1) Excellent salespeople: They care about status, social recognition and self-realization.

(2) General sales staff: most concerned about bonuses and work safety. Different needs, different incentives. 3. Principles to be followed in establishing the incentive model:

(1) principle of material benefits, and formulate a reasonable salary system.

(2) The principle of distribution according to work embodies fairness.

(3) Create incentive conditions at will.

4. Several common attachment incentives:

(1) Training and salary: There are two points to look at in this method.

(2) Work level: According to the working years and achievements, the salespeople are divided into different levels, and each level has different rights and responsibilities, benefits and work rights.

(3) Promotion: Many salespeople are willing to engage in management (some are not suitable for management), while others are unwilling to engage in management, but want to be responsible for better sales areas, favorable products and bigger customers. Different incentive mechanisms should be established according to different needs. Under normal circumstances, the company's sales staff rarely have the opportunity to jump to management positions.

Therefore, the sales supervisor has set up two promotion schemes: one is the job level mentioned above; The other is to provide suitable management positions.

(4) Reward and commendation: Reward outstanding salespeople by material means, such as publicizing advanced deeds, distributing souvenirs, praising by the conference, setting up outstanding salespeople clubs, attending executive meetings, wearing special work cards, etc.

[Note]: When setting the award-winning method, we should pay attention to making the award-winning area bigger, so that different people have the opportunity to win the award.

D: Measures for the Administration of Customer Visits by Sales Staff

1. General

1. 1. This method is specially formulated to standardize customer visit operation and improve work performance and efficiency.

1.2. Scope of application All customer visits of the company's sales department shall be managed in accordance with these Measures.

1.3. Responsible unit:

(1) The business department is responsible for drafting the formulation, revision and abolition of these Measures.

(2) The General Manager is responsible for approving the formulation, revision and abolition of these Measures.

2. Implementation measures:

2. 1. Purpose of visit:

(1) Market research and market research.

(2) Know your competitors.

(3) Customer maintenance: A, strengthen emotional ties and establish core customers. B. promoting business. C. settlement of payment.

(4) Develop new customers.

(5) new product promotion.

(6) Improve the coverage of our products.

2.2. Visitors:

(1) corporate customers.

(2) Target customers.

(3) potential customers.

(4) the same industry.

2.3. The number of visits should be determined according to each sales position.

3. Visit homework:

3. 1. Visit plan The sales staff will propose a visit plan for the next month at the end of each month and submit it to the department head for review.

3.2. Preparation for Customer Visit:

(1) At the end of each month, propose the customer visit plan for the next month.

(2) Contact the visiting unit in advance before the visit.

(3) Determine who to visit.

(4) Items to bring when applying for and preparing for the visit.

(5) Application for related expenses during the visit.

3.3. Notes for visiting:

(1) Clothing appearance, words and deeds should reflect the first-class image of our company.

(2) Try to establish a certain degree of personal friendship and become a core customer.

(3) During the visit, you can give away items as needed and conduct some social activities (apply in advance).

(4) Business trips and business trips during the visit shall be managed according to relevant regulations.

3.4. Follow-up operation after visiting:

(1) The customer visit report shall be submitted to the supervisor for review within two days.

(2) The matters promised in the return visit or follow-up work should be tracked immediately.

(3) The results of the follow-up work shall be included in the employee assessment items and implemented in accordance with relevant regulations.