How to build an efficient and high-quality sales team? I think this problem is one of the most concerned issues for enterprise managers. The sales department is a vital link in the process of enterprises entering the market. Salespeople bring products to the market, so that products can finally reflect the value and bring information back to the enterprise from the market. They are the people closest to the market. However, how can we ensure the quality and efficiency of the sales team? How to make this team form a cohesive and centripetal force team and faithfully expand the territory for the enterprise? In this column, we invited several managers to talk about their experience in building a sales team. We have selected a few keywords from the list as an introduction, and I hope everyone can see them at a glance. For those who care about me, I choose two kinds of salesmen: one is someone who has never done business, can follow the path I specify and is more diligent; The second kind is people who do very well, and I don't hesitate to spend a lot of money to dig. In my opinion, the key to a person is quality and mentality. If he can bear hardships and stand hard work and has charisma, then his work can't be wrong. And some old salesmen may not do well. My experience in managing the sales team is as follows: First, all sales staff are required to be "helmsman" and "doctor". The helmsman can grasp the overall situation, and the "doctor" can find out the market symptoms in the shortest time and prescribe the right medicine. The second is to give the salesman love and sincere concern. Third, it is more important to instill skills in them and be a good teacher, so that they can admire them than be afraid. Fourth, tell them to have self-confidence, self-esteem and enthusiasm, encourage them to face more challenges and be full of hope for the market and enterprises. My method has won the respect of many people and is also very effective. Sun Jianjun, sales manager of Xianghai Food & Beverage Co., Ltd. I think the most important thing for salespeople is morality. Generally, we don't require them to have strong business ability. More often, we recruit some "blank people", that is, people who have done nothing. These people are self-made, and it is easy to unite with the company. And we can know exactly what they want and what we can give them. After new salespeople enter the company, we usually give them half a month's training, instilling them in life, business skills, company situation, product characteristics and so on. And we just want to do a good job of "passing, helping, guiding and teaching" and train them one by one. In my opinion, a good salesman must first have "execution" and strong execution, and this salesman is successful. We asked the sales staff to visit the customers and fill out a visit feedback form when they came back. With such constraints, old salespeople dare not neglect. We usually "track" the new salesman for a period of time and go to the customer to see if he has gone, what is the effect and what is the customer's evaluation. So as to find out his strengths and weaknesses, carry forward them well and correct them badly, so as to teach students in accordance with their aptitude and arrange them in different positions. We also have a "secret trick" in employing people, which is to use more people from other places. These people have less ideological baggage and can get together. We eat and live together as a family. Forming cohesion in continuous communication is conducive to cultivating team spirit. Of course, we also provide them with broad development space and make them feel that the prospect of working here is bright. Yang Tao's sales staff in Hainan Coconut Island Co., Ltd. is the mainstay of the enterprise. Whether the enterprise can develop in the end depends on how these people do it. And how to choose a salesman? Comprehensive quality is the standard for examining salesmen. We generally look at his performance, language ability, personal temperament, cultural accomplishment and so on. If this person is of high quality and professional, it is of course the best choice. But no one is perfect, so when choosing a salesman, I think the most critical point in the criteria for judging is to look at his performance. Performance is also the embodiment of a person's comprehensive quality. If you score, I think the performance column should account for 80%. To build a good sales team, it is necessary to cultivate the sense of responsibility of sales staff. Salespeople must be consistent with the company's goals. Although everyone is different, as long as the goals are the same and the views and ideas are the same, then the sales team will have a core and can be twisted into a rope. We often hold some group meetings to exchange ideas and opinions, stimulate the sales staff's sense of responsibility to achieve the company's sales goals, encourage everyone to unite and cooperate, and slowly infiltrate these ideas into everyone's minds through these small meetings. A good sales team has a very strong centripetal force. We just want to stimulate this centripetal force, let the sales staff work hard around the "heart" of the company, and then improve their own quality in the work. Wang Shuangcheng in Heilongjiang inspired me to find that the fundamental reason for the abnormal flow of talents in many enterprises is that the incentives are not in place, and employees are resentful, either leaving without saying a word or failing to get feedback from their superiors. Second, the reward promise should be fulfilled in time. When it comes to "money", we must be cautious, but caution is not stingy, but don't promise easily, but we must do what we promise. There is a saying that "people's patience is only 30 days, so wages are paid once a month." In fact, think about the salespeople: fighting hard in the market is just believing that the company can fulfill its promise and give them what they can get after reaching the sales target: promotion or reward. If the enterprise fails to cash in time at this time, it will have a great psychological impact on the salesman. Not only will the company lose confidence in the company because it has no credibility, but it may also lead to dissatisfaction with the company and job-hopping to rival companies. From the explanations of the above managers, I found that no matter what views people hold, they all think communication is very important. To build a good sales team, leaders should try to get everyone to work together in Qi Xin. Communication is the best tool. There are many ways to communicate, but the most fundamental thing is to meet individual needs as much as possible and mobilize the enthusiasm of these people on the premise of "development".