Sales management is an important responsibility of enterprise sales manager. The quality of sales management directly affects the interests of enterprises. Therefore, enterprise sales management is very important in the eyes of leaders. This paper on sales management elaborates on the taboos in sales management and how enterprises do well in sales management.
1. The sales management paper expounds six taboos in sales management.
In the sales management paper, one of the biggest taboos of sales is defined: unplanned sales.
The basic principle of sales work is to make a sales plan and sell according to the plan. Sales plan management includes not only how to make feasible sales targets, but also the methods to achieve them. The specific contents are as follows: (1) Based on the analysis of the current market situation and the present situation of enterprises, formulate clear qualitative and quantitative targets such as sales targets and payment recovery targets; Prepare the budget and budget distribution plan according to the target; Implement specific personnel, responsibilities and time.
However, many enterprises have a series of problems in sales plan management: for example, there is no clear annual, quarterly and monthly market development plan; The sales target is not determined on the basis of accurately grasping market opportunities and effectively organizing enterprise resources, but is determined by patting the head; The sales plan is not broken down by region, customer, product and salesman. , so that the plan can not be implemented; The sales plan of each branch is the result of bargaining between the branch and the company headquarters; The management of the company only gave the sales staff the target figures, but did not guide the sales staff to make the implementation plan; In many enterprises, the work content of sales plan has never been specifically quantified to every salesperson. Salespeople can't make specific sales activity plans according to the indicators and contents decomposed into their own heads, and even some salespeople don't know how to make their own sales plans. Because there is no clear market development plan, the sales work of the enterprise has lost its goal, various sales strategies, schemes and measures are not matched, the budget is uncertain, the personnel are not implemented, the sales activities have no concept of space and time, and there are no sales process monitoring and effect inspection measures. In this way, the content of the sales management paper shows that in the fierce competitive market, the sales work of enterprises is like a bison rushing into the fire, running around and finally hitting a wall.
The second taboo of sales is expounded in the sales management paper: the process is out of control.
"As long as the result, regardless of the process", it is a common problem for enterprises not to supervise and control the sales behavior of salesmen. Many enterprises have very extensive behavior management of salesmen: announce a business policy to salesmen, and then release salesmen to the market like pigeons, waiting for salesmen to bring orders to enterprises and open up a market.
This has caused a series of problems: the salesman has no plan and no assessment; Unable to control the actions of the salesman, so that the sales plan can not be guaranteed to be realized; The process of salesman's sales activities is opaque, which increases the risk of enterprise management; The salesman's work efficiency is low and the sales expenses are high; The sales level of salesmen is not improved, and the construction of salesman team is weak. "If you don't work hard, what will you gain?" Without effective management and control of the sales process, there will be no good performance results.
Isn't Haier's "3E" management method, that is, managing everything that every salesperson does every day, an important guarantee for the smooth development of Haier's sales work?
The third taboo of sales is expounded in the sales management paper: customers have no management.
A grain of wheat has three fates: first, it is ground into flour and consumed by people to realize its own value; The second is to sow as seeds, bear rich fruits and create new values; Third, due to poor storage, wheat has gone moldy and deteriorated, losing its own value. In other words, with proper management, wheat will realize its own value or create new value for mankind; Poor management will lose its own value.
By the same token, if an enterprise manages its customers well, customers will have sales enthusiasm and actively cooperate with the policies of manufacturers to sell products; Poor management will lead to sales risks. However, many enterprises do not manage guest rooms effectively. In this way, enterprises can neither arouse customers' enthusiasm for sales, nor effectively control sales risks. At present, a paper on sales management in thldl.org.cn expounds that common problems in the sales process, such as customers' disloyalty to the enterprise, goods smuggling, accounts receivable accumulation, etc., are all the results of improper management of customers by enterprises.
The fourth taboo of sales is expounded in the sales management paper: no feedback information.
Information is the life of enterprise decision. Sales people are in the front line of the market, and they know the market trends, the characteristics of consumer demand, the changes of competitors and the requirements of dealers best. It is of great significance to feed back information to enterprises in time. On the other hand, the problems existing in sales activities should be reported to the superior quickly so that the management can formulate countermeasures in time. However, many enterprises have not established a systematic business reporting system and failed to collect and feedback information in time.
The salesman's work results include two aspects: one is sales volume, and the other is market information. For the development of enterprises, sales volume is not important, but market information is important. Because the sales volume was yesterday, it has been realized, and what has become a reality cannot be changed, so it is meaningless to the enterprise; What is meaningful is market information, because it determines the sales performance of the enterprise tomorrow and also determines the market tomorrow. However, many enterprises neither require salesmen to collect information, nor establish business reporting system, so as to collect and feedback information in time.
It is not terrible that there are problems in the sales work of enterprises. The terrible thing is that enterprises can't find the problems in all aspects of enterprise marketing activities in time and give feedback in time in management, so that these problems can be solved quickly without causing great harm to enterprises.
The sales management paper explains why some enterprise customer files are not true for a long time. Why do some enterprises' accounts receivable keep happening but have not been corrected? Why can't similar incidents caused by some enterprises be cured? Why can't some enterprises find serious problems in marketing for a long time? Once found, it is on the verge of bankruptcy and unable to return to heaven! The article "On Sales Management" clarifies that the fundamental reason lies in the lack of monitoring and management of all kinds of information in the process of enterprise marketing management, especially the lack of timely system management feedback.
In the thesis of sales management, the fifth taboo of sales is made clear: there is no performance appraisal.
Many enterprises do not regularly evaluate the sales performance of salespeople. Enterprises regularly conduct quantitative and qualitative assessments on sales staff, including the assessment of sales achievements of salesmen, such as sales volume, return amount, profit amount, number of customers, etc. Assess the sales actions of salesmen, such as the average number of daily visits by salesmen, the time spent on each visit, the average daily sales income, the average cost of each visit, the average number of orders received per hundred visits, the number of new customers developed in a certain period of time, the number of old customers lost in a certain period of time, and the proportion of salesman expenses to total sales; Qualitative evaluation of sales staff, such as evaluation of their spirit of cooperation, enthusiasm for work, loyalty to the enterprise and sense of responsibility. Assessing salesmen, on the one hand, is an important basis for determining salesmen's salary, rewards and punishments, elimination and promotion, thus mobilizing salesmen's enthusiasm; On the other hand, reviewing and analyzing the performance of salesmen can help them make progress. An important content of sales management is to cultivate the sales ability of sales staff. Sales staff will not improve their sales performance if they are not motivated.
The sixth taboo of sales is expounded in the sales management paper: the system is not perfect.
Many enterprises do not have a systematic sales management system and sales management policies that match various sales management systems.
If an enterprise can't think of a big problem in sales, the prerequisite is that its sales management system can't have obvious defects and omissions, and the sales management system should match and balance with the corresponding sales management policies. Some enterprises have formulated strict punishment measures for salespeople who violate enterprise regulations and cause great losses to enterprises, but in fact, because enterprises have not formulated corresponding supporting systems, these punishment measures can not be implemented, which leads some business personnel to make a fortune by taking kickbacks, resulting in huge accounts receivable without owners. Once the incident happens, they just walk away, and enterprises can't actually punish them.
Many enterprises' sales management systems are not matched, just like a wooden bucket is missing, which can't be loaded into the water. Its characteristics are: many people who should be encouraged are not encouraged, and some people who should be punished are not stipulated in the system; There is a lack of institutional rewards for behaviors that should be encouraged, and a lack of corresponding punishment systems for prohibited behaviors; If the reward can't be cashed in time, the punishment can't be really implemented.
Second, the sales management paper expounds how enterprises should do a good job in sales management.
Enterprise sales management includes process and result, while the former is often neglected, and enterprises always pursue results excessively, especially in the fierce market competition environment. Sales results are instantaneous behaviors and cannot be managed, so it is impossible to talk about the execution of enterprise sales management that only focuses on results.
Enterprise sales management begins with the formulation of marketing plan, and enterprise sales management is an integral part of marketing strategic plan. Its purpose is to implement the enterprise marketing strategic plan, focusing on formulating and implementing the enterprise sales strategy and managing the sales activities.
Enterprise sales management includes process and result, while the former is often neglected, and enterprises always pursue results excessively, especially in the fierce market competition environment. Sales results are instantaneous behaviors and cannot be managed, so it is impossible to talk about the execution of enterprise sales management that only focuses on results.
This is a common phenomenon in many enterprises, especially small and medium-sized enterprises. The sales management of an enterprise only needs the sales results, regardless of the sales process. Regardless of the reason for the time being, the result is that there are too many short-term behaviors in sales work, and the purpose of behaviors is only to complete the sales tasks assigned by enterprises rather than focusing on building and standardizing a perfect sales system. This has caused a series of problems: there is no way to find and solve the problems in the sales process in time; The price system of sales network is chaotic; The profit drops, the dealer has no enthusiasm and is not loyal to the enterprise; The phenomenon of goods fleeing is serious; Accounts receivable pile up like a mountain; There is no plan and assessment for the salesman's actions, and it is impossible to control the salesman's actions, which makes the sales plan insecure; The opaque sales process leads to an increase in business risks; The salesman's work efficiency is low and the sales cost is high; The construction of sales staff is weak; What's more, the sales network that the enterprise worked so hard to build was destroyed. The fundamental problem of the above-mentioned sales management is that the enterprise separates the sales result from the sales process: the enterprise only pays attention to the sales result and ignores the management and control of the sales process.
The reason is that enterprise sales management lacks the management of sales process, and sales execution can only be reflected in the process.
Sales process management, also known as sales process management, is to decompose a series of sales activities in the sales chain and manage the workflow of these activities. Its goal is to deconstruct the sales business process, adopt appropriate methods to ensure that the implementation results of various sales activities of enterprises can have a certain level and accuracy, and at the same time, it can continuously improve the way of activities and connect the operation processes of activities, so that enterprises can have a strong sales chain and maintain their competitiveness in the market.
The core of sales process management is workflow, because whether the process is clear or not has a great relationship with whether the sales plan can be effectively implemented. Many problems in sales management are related to the operation process of the sales chain (that is, sales activities), and process improvement at all levels (such as sales plan, plan decomposition, business collaboration, stage progress, sales steps and stage result operation process) plays a key role in the sales results of enterprises.
The sales management paper expounds the basic methods of enterprise sales management.
After the company sets the sales target (including market share target, product awareness target, reputation target, sales target, gross profit target, increasing sales outlets target, and completing the payment return target, etc.), the key to achieving this target lies in two aspects: First, subdivide the target, break it down into salesmen and dealers in detail, and then cooperate with various sales promotion plans to assist salesmen and dealers to complete monthly, quarterly, annual or product categories. The second is to track and control the sales process, understand the dynamics and progress of daily sales work, find abnormal phenomena and problems in sales activities as soon as possible, and solve them immediately. In other words, the main purpose of sales process management is to attach importance to the relationship between goals and performance, and to ensure the realization of sales goals through tracking and monitoring the sales process.
Many enterprises also know how to do a good job in sales management during the sales process, but they always unconsciously turn around the sales results. It seems that the sales performance is good, and everything is easy to say. If there is no good performance, the enterprise will find out all kinds of problems, and will think that the sales staff are not competent enough and do not work hard. In fact, from the long-term development of enterprises, the process is more important than the result. Because the result of the lack of standardized process is only accidental and short-term, the sales management paper makes it clear that only the results obtained through strict and standardized process management are inevitable and long-term results. The key to establishing a strict and standardized sales process lies in the enterprise rather than the sales staff.
Management begins with planning. Any excellent plan requires top managers to conduct in-depth analysis and research on the macro-economic environment and industry development characteristics of enterprises with the mentality of implementation. On this basis, the feasible scheme is determined by combining the enterprise's own resources. The core of the whole business activity is to do the right thing. The difficulty of management lies in process management. Its core is the process of transforming plans into actions and tasks. Who, what responsibility, where, when and how to do it need to evaluate, adjust and control the whole process of plan implementation in time to achieve the goals set in the sales plan.
Based on the basic idea of sales process management, the whole sales business chain is analyzed, and the core concept of sales management in process enterprises runs through the specific work.
First of all, making a comprehensive sales plan should be included in the most important position in enterprise sales work. The formulation of sales plan should follow two principles: not only to meet the sales and expenses needs of enterprises, but also to meet the actual requirements of sales teams. The sales plan should be written from bottom to top by the sales team according to market indicators such as market demand, market foundation and market competition environment, so as to ensure the feasibility of the sales plan. Then, from top to bottom, according to the long-term development strategy and enterprise resources of the enterprise, after analyzing the actual operation and industry development of that year, and referring to the draft sales plan of the sales team, a feasible sales plan is formulated.
Secondly, a sales plan implementation plan should be a complete and concise implementation plan with clear objectives and implementation steps, including current situation analysis, sales objectives, cost objectives, sales areas, completion time, sales strategies, organizational arrangements, action steps, process control and result evaluation. After making the implementation plan of the sales plan, the training of the sales plan is very important. Training sales organizations at all levels can ensure that the whole sales organization is unified in thinking, clearly understood and sufficient, so that every part of the sales plan can be understood and put into action.
Thirdly, the process in sales work is a tool to ensure the implementation of sales plan. The process includes two levels: first, the internal implementation process of the sales team is mainly used to specify the tasks and responsibilities of each position in the process of implementing the sales plan. The market positioning has a low correlation with the overall sales plan and objectives, which cannot reflect the requirements of key businesses, and it is difficult to highlight key points in the actual implementation process, effectively promoting the efficient operation of the whole organization. In fact, the process management of plan execution cannot be meticulous, and the process must be carried out around key businesses.
The sales management paper expounds the importance of enterprise sales management information.
When an enterprise has established a standardized organizational system, defined its work responsibilities and established key business processes, there may still be some problems that affect the implementation effect in actual operation, such as unclear responsibilities, lack of communication, poor process promotion and vague work standards. The reason is that the market is ever-changing, and it is impossible to arrange targeted functional work in advance for all possible situations. Many problems appear at any time and need to be solved in time on the spot. For a cross-regional and multi-level sales management organization, the information of its decision-making layer and front-line executive layer is extremely asymmetric, which requires the support of the whole enterprise management information system and timely feedback information, so that decision makers at all levels can obtain market information at the first time and make timely responses. Therefore, in the sales management paper, it is expounded that the core competitiveness that every modern sales enterprise must have is to establish an efficient information system, grasp and track the changes in the first-line market in time, and accelerate the response speed of enterprises to market changes.
The sales management paper expounds the importance of enterprise sales management assessment.
A reasonable plan, an effective embodiment of personnel management and timely and targeted training can better improve the sales ability and performance of salespeople, but this is only a driving force for sales, and only a reasonable and appropriate incentive system-performance appraisal plays a role in standardizing and guiding salespeople. In the article Sales Management, it is clarified that the combination of "push" and "pull" is a necessary management combination in sales work. If the incentive system is not established or does not match, the subjective initiative and work efficiency of salespeople will not be automatically improved.
Finally, the sales management paper draws the conclusion that if the sales manager adopts unreasonable management strategy, the result will definitely be counterproductive; Therefore, sales management should be rationalized, and the whole enterprise should reach a * * * understanding, form a * * * business philosophy, and create an excellent enterprise system and culture, so that the enterprise can develop better.