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.
Show concern for
I choose two kinds of salesmen: one is a person who has never done business, can follow the path I specified, 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. 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.
Communication-more important than anything else
encourage
do one's duty
Salespeople are the main body of the enterprise, and whether the enterprise can develop or not depends on how these people work. 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%.