專業(yè)化營(yíng)銷團(tuán)隊(duì)的組建運(yùn)作與管理

PICC石家莊分公司團(tuán)險(xiǎn)培訓(xùn)

專業(yè)化營(yíng)銷團(tuán)隊(duì)的組建、運(yùn)作與管理

WilsonYeung楊永彪

2005年10月19日TrainingObjectives培訓(xùn)目的Thegistofsalesmanagement銷售管理的宗旨Howtobuildandmanageasuccessfulsalesteam如何建立和管理一個(gè)成功的銷售團(tuán)隊(duì)3.Identifythemosteffectivewaytomotivatestaff運(yùn)用最有限的方法激勵(lì)員工Inflation通貨膨脹1995年，每升汽油2.4元，2005年每升汽油4.5元假如每年通脹是7%10元的一頓飯?jiān)谑旰蟠蟾乓?0元才可吃到同樣的一頓飯Evolution演變進(jìn)行時(shí)通訊飛鴿傳書BP機(jī)的出現(xiàn)手機(jī)的誕生（大哥大）手機(jī)不的斷更新Youcan’tchangethedirectionofthewind,butyoucanadjustmysailstoalwaysreachmydestination.-JimmyDean你不能改變風(fēng)的方向，但是你能夠調(diào)整航行而最終到達(dá)彼岸。SuccessIsAChoice

事成于行

（成功是一種選擇）

TheBiggestChallengesForSales

對(duì)于銷售人員的最大挑戰(zhàn)

Competition競(jìng)爭(zhēng)

Price價(jià)格

Product產(chǎn)品

Commission手續(xù)費(fèi)

Customer客戶

Environment環(huán)境

Company公司

成功的系統(tǒng)你的事業(yè)計(jì)劃尋找準(zhǔn)客戶接洽尋求事實(shí)設(shè)計(jì)方案演示方案銷售結(jié)尾處理異議遞送保單FormingASuccessfulTeam組建一個(gè)成功的團(tuán)隊(duì)

Recruit/SelectTheRightPeople雇傭/選擇合適的員工

DevelopCareerAdvancementBuildTrainingSystem建立培訓(xùn)系統(tǒng)

GroomAgentsLeader培養(yǎng)代理人團(tuán)隊(duì)的領(lǐng)導(dǎo)人

EstablishPerformanceManagement/RewardSystem建立績(jī)效管理/獎(jiǎng)勵(lì)系統(tǒng)

RetainPotential/GoodStaff保留有潛質(zhì)的/優(yōu)秀的員工GUIDETOBASICACTIVITYMANAGEMENTThisguideisdesignedtohelpallleadersunderstand:設(shè)計(jì)此指南以幫助所有領(lǐng)導(dǎo)了解

Thebenefitsofmanagingactivityfortheirsalespersons管理活動(dòng)對(duì)于銷售人員的益處

Thebenefitsofmanagingactivityforthemselves,and管理活動(dòng)對(duì)他們自己的益處，及

Thestepsofmanagingactivity管理活動(dòng)的步驟Whatactivitymanagementisnot所謂活動(dòng)管理并不是Administration行政Complicated復(fù)雜的Quick急促的Whatactivitymanagementis

所謂活動(dòng)管理是Effective有效的Sophisticated熟練的Professional專業(yè)的Whatactivitymanagementrequires活動(dòng)管理需要的是Discipline紀(jì)律

Regular1:1meetingswithsalesperson通常與銷售人員進(jìn)行一對(duì)一會(huì)談

Goodunderstandingofsalesperson’sgoal

很好地了解銷售人員的目標(biāo)GUIDETOBASICACTIVITYMANAGEMENTStep1步驟1Usingtheforwardplanningdocument,calculatethenumberofappointmentsrequiredeachweekforeachsalesperson

inordertoachievetheirgoal.為了達(dá)到他們的傭金目標(biāo)運(yùn)用促進(jìn)計(jì)劃表計(jì)算每周每個(gè)銷售人員所需預(yù)約的數(shù)量Step2步驟2Documentthenumberofappointmentseachsalespersonneedtocompleteeachweek.記錄每個(gè)銷售人員每周需要完成的預(yù)約數(shù)量Step3Convinceeachsalespersonthatallotherthingsbeingequal,iftheyundertaketherequirednumberofappointmentseachweek,theywillachievetheirgoal.付出總有回報(bào)，如果他們執(zhí)行每星期需要的預(yù)約數(shù)量，他們就會(huì)得到相應(yīng)的手續(xù)費(fèi)11StepstoManagingActivityStep4步驟4Issueaweeklyactivityplanner/monitoringtool(e.g.theweeklySalesPlannerforSuccess)toeachsalesperson–everyweek.每周向每個(gè)銷售人員公布一周的活動(dòng)計(jì)劃/監(jiān)督工具（如，每周成功銷售計(jì)劃）Step5步驟5Ensureeachsalespersonhassufficientpre-bookedappointmentsintheirdairytoachievetheminimumnumberofappointmentsrequired.Itmaybenecessarytobookmorethanthenumberrequiredinordertoallowforcancellations.保證每個(gè)銷售人員日志中有足夠的預(yù)約以達(dá)到所需的最少預(yù)約數(shù)量。有必要做多余所需數(shù)量的預(yù)約以備某個(gè)預(yù)約的取消11StepstoManagingActivityStep6步驟6Insistthateachsalespersoncompletesandthenhandsacopyoftheweeklysalesplannertoyouattheendofweek.強(qiáng)調(diào)每個(gè)銷售人員完成并在周末交一份每周銷售計(jì)劃給你Donotdelegatethisactivitytoaclerk/secretary.不要將此項(xiàng)活動(dòng)交給員工/秘書代理Step7步驟7Reviewthenumberofappointmentsactuallyundertakenwiththenumberrequired(asperyourlist).回顧實(shí)際執(zhí)行和所需預(yù)約的數(shù)量（你的每一張清單）Step8步驟8Wherethenumberofappointmentsundertakenequalsorisgreaterthantheminimumrequired,praisethesalesperson.如果執(zhí)行預(yù)約的數(shù)量等同于或超過所需預(yù)約的最小數(shù)量，表?yè)P(yáng)銷售人員Thisisparticularlyimportantifinanyparticularweek,thesalesispoor.如果在任何一周銷售很低，對(duì)銷售人員的表?yè)P(yáng)就更加重要了11StepstoManagingActivityStep9步驟9Wherethenumberofappointmentsundertakenislessthantheminimumrequired-takeaction!-Donotdonothing.Todonothingistofailthesalesperson.Thisactionshouldstartwithafacetofacemeetingtounderstandwhythenumberofappointmentswaslessthantheminimumrequired.Itmighthavebeen:如果執(zhí)行的的預(yù)約少于于所需的最最少預(yù)約時(shí)時(shí)－注意?。。灰彩裁匆膊蛔鲎?。什么都都不做是失失敗的銷售售人員。要要面對(duì)面的的開始分析析為什么預(yù)預(yù)約的數(shù)量量少于所需需的最小數(shù)數(shù)量。也許許是：Toolittleprospecting潛在客戶太太少Toofewpre-bookedappointments提前預(yù)約太太少Toomanycancellations取消預(yù)約太太多11StepstoManagingActivityStep10步驟10Whenyouhaveestablishedtheactualreasons,documentinanactionplanwhatthesalesperson(andyouifnecessary)isgoingtodo.Thismightbe:當(dāng)你已經(jīng)找找到真正的的原因，要要反應(yīng)到行行動(dòng)計(jì)劃上上，說明什什么是銷售售人員（和和你－必要要時(shí)）應(yīng)該該做的。也也許是：Moreprospectingfornewclients多開發(fā)新客客戶Contactingexistingclients聯(lián)系現(xiàn)有客客戶Planningthediarybettertoincreasetheamountofsellingtime.在日志上計(jì)計(jì)劃增加總總的銷售時(shí)時(shí)間11StepstoManagingActivityStep11步驟11GobacktoStep3!回到步驟3！11StepstoManagingActivityOvertime,therewillbetwomajorbenefits:到此為止止，有兩兩個(gè)主要要益處1.Youwillensurethesalespersonisbusy,achievestheminimumnumberofappointmentsrequiredtoachievehis/hergoal,and,你將保證證銷售人人員工作作忙碌，，完成所所需最少少預(yù)約數(shù)數(shù)量以達(dá)達(dá)到他/她傭金金目標(biāo)2.Youwillbeabletoestablishatrainingprogramwheretheratiosfallshortofthenorm,e.g.whydoesonesalespersonneedtomake100phonecallsinordertobook10appointmentswhenanothercanmake20callsandbook10appointments,orwhydoesonesalespersonmake5salesfrom10appointmentswhereasanotheronlymakes2sales?當(dāng)銷售量量低于標(biāo)標(biāo)準(zhǔn)時(shí)你你能夠建建立培訓(xùn)訓(xùn)計(jì)劃，，如，為為什么一一個(gè)銷售售人員為為了10個(gè)預(yù)約約要打100個(gè)個(gè)電話而而其他人人才打打20個(gè)個(gè)電話，，或者為為什么一一個(gè)銷售售人員可可以在10個(gè)預(yù)預(yù)約客戶戶中銷售售5單而而有的銷銷售人員員只銷售售2單？？11StepstoManagingActivity11StepstoManagingActivityAsstated,activitymanagement如所述，，活動(dòng)管管理requiresdisciplineandthisiswheremostpeoplefail.需要紀(jì)律律而這就就是許多多人失敗敗的地方方Activitymanagement活動(dòng)管理理mustbedone必須everyday,每天做，，everyweekand每周做和和，everymonth每月做TheSecretWeaponsForSalesManagement銷售管理理的秘密密武器ProducerPremiumisdrivenby5keydrivers:銷售人員員的保費(fèi)費(fèi)有5個(gè)關(guān)鍵的的驅(qū)動(dòng)力力No.ofSalesUnit銷售單位的的數(shù)量No.ofproducers/Units銷售人數(shù)/單位數(shù)Activityratio活動(dòng)比率No.ofcases/activeproducers活動(dòng)人均件件數(shù)Premium/case件均保費(fèi)Premium保費(fèi)=No.ofproducers銷售人數(shù)No.ofproducers銷售人數(shù)Salesunits銷售單位數(shù)數(shù)A/R活動(dòng)率xNo.ofcases件數(shù)Activeproducer有績(jī)效的銷銷售人數(shù)PremiumCase件均保費(fèi)xxxProducerDevelopment增員Recruitment&retention招聘&保留Productivity生產(chǎn)力Skilltraining&development技巧培訓(xùn)&發(fā)展Whichkeydrivercreatesthegreatestimpact?哪個(gè)關(guān)鍵驅(qū)驅(qū)動(dòng)力最有有影響力Keydriver1:Increasetheno.ofproducer關(guān)鍵1:增增加銷售員員的數(shù)量No.ofproducers銷售人員數(shù)量

Activityratio活動(dòng)比率No.ofcases/activeagent活動(dòng)人均件數(shù)Premium/case件均保費(fèi)Whatisthegrowthimpact?對(duì)增長(zhǎng)的影響200435%3$5002,000$12,600,0002,20035%3$5002005$13,860,000110%Keydriver2:IncreasePremium/case關(guān)鍵2:增增加件均保保費(fèi)2,00035%3$6002005$15,120,000120%Whichkeydrivercreatesthegreatestimpact?哪個(gè)關(guān)鍵驅(qū)驅(qū)動(dòng)力最有有影響力No.ofproducer銷售人數(shù)Activityratio活動(dòng)比率No.ofcases/activeproducer活動(dòng)人均件件數(shù)Premium/case件均保費(fèi)Whatisthegrowthimpact?對(duì)增長(zhǎng)的影影響200435%3$5002,000$12,600,000Keydriver3:1extracase/month關(guān)鍵3:月月均件數(shù)2,00035%4$5002005$16,800,000133%Whichkeydrivercreatesthegreatestimpact?哪個(gè)關(guān)鍵驅(qū)驅(qū)動(dòng)力最有有影響力No.ofproducer銷售人數(shù)Activityratio活動(dòng)比率No.ofcases/activeproducers活動(dòng)人均件件數(shù)Premium/case件均保費(fèi)Whatisthegrowthimpact?對(duì)增長(zhǎng)的影影響200435%3$5002,000$12,600,000Keydriver4:Increaseactivityratio關(guān)鍵4:增增加活動(dòng)比比率2,00050%3$5002005$18,000,000143%Whichkeydrivercreatesthegreatestimpact?哪個(gè)關(guān)鍵驅(qū)驅(qū)動(dòng)力最有有影響力No.ofproducers銷售人數(shù)Activityratio活動(dòng)比率No.ofcases/activeproducer活動(dòng)人均件件數(shù)Premium/case件均保費(fèi)Whatisthegrowthimpact?對(duì)增長(zhǎng)的影影響200435%3$5002,000$12,600,000WhatareEmployeesLookingFor員工在尋找找什么Interesting,Challengingwork–59%有趣和富有有挑戰(zhàn)的工工作Companyiswellmanaged––48%公司的管理理井井有序序WorkIfeelPassionateabout––45%充滿熱情的的工作Goodrelationswithmyboss––43%與上司關(guān)系系良好Recognized,rewarded,formyindividualcontribution––39%個(gè)人的貢獻(xiàn)獻(xiàn)能夠得到到認(rèn)可和獎(jiǎng)獎(jiǎng)勵(lì)I(lǐng)likethecultureandvalues–39%喜歡公司的的文化和價(jià)價(jià)值觀Itrustseniormanagement–38%信任公司的的高級(jí)管理理層Substantialwealthcreationopportunity––36%不斷地創(chuàng)造造財(cái)富Longtermcommitmenttome–35%長(zhǎng)期的發(fā)展展規(guī)劃和承承諾Buildskilltoboostcareer––35%增長(zhǎng)技能發(fā)發(fā)展職業(yè)生生涯自：麥肯錫錫人力資源源調(diào)查WhatBuildsStaffEngagement如何使員工工更加投入入Iknowwhatisexpectedofmeatwork我知道老板板對(duì)我的工工作期望是什么IhavethematerialsandequipmentIneedtodomyworkright我擁有將工工作做好所所需的材料料和設(shè)備Atwork,IhavetheopportunitytodowhatIdobesteveryday在工作上我我每天都有有機(jī)會(huì)施展展才華Inthelast7days,Ihavereceivedrecognitionorpraisefordoinggoodwork在過去一周，我得到了了認(rèn)可和表?yè)P(yáng)揚(yáng)Mysupervisororsomeoneatwork,seemstocareaboutmeasaperson我的主主管和和同事事很關(guān)心我我Thereissomeoneatworkwhoencouragesmydevelopment我的工工作環(huán)環(huán)境能能夠鼓勵(lì)我我取得得進(jìn)步步7.Atwork,myopinionseemstocount在工作作中我我的建建議得得到重重視8.Themission/purposeofmycompanymakesmefeelmyjobisimportant我的工工作對(duì)達(dá)成成公司司的目目標(biāo)/任務(wù)務(wù)很重重要9.Myfellowemployeesarecommittedtodoqualitywork所有員員工都都很投投入他他們的的工作作10.Ihaveabestfriendatwork在工作作中我我有要要好的的朋友友11.Inthelastsixmonths,someoneatworkhastalkedtomeaboutmyprogress在過去去半年，有同同事關(guān)關(guān)注我的進(jìn)進(jìn)步12.Inthelast12months,Ihavehadopportunitiesatworktolearnandgrow過去的的一年年里，，在工工作中中我有有學(xué)習(xí)和和成長(zhǎng)長(zhǎng)的機(jī)機(jī)會(huì)員工激激勵(lì)發(fā)展計(jì)計(jì)劃不同的的員工工要用用不同同的方方法進(jìn)進(jìn)行激激勵(lì)了解你你要強(qiáng)強(qiáng)調(diào)的的部分分員工激激勵(lì)積極的的言語語比消消極的的言語語更有有效關(guān)注員員工做做的正正確的的事情情給與一一個(gè)鼓鼓勵(lì)員工激激勵(lì)及時(shí)獎(jiǎng)獎(jiǎng)勵(lì)表?yè)P(yáng)員員工要要具體體不斷地地激勵(lì)勵(lì)簡(jiǎn)單的的一句句“謝謝謝！！”ThankYouVeryMuch!9、靜夜四無無鄰，荒居居舊業(yè)貧。。。1月-231月-23Sunday,January1,202310、雨中黃黃葉樹，，燈下白白頭人。。。20:05:5220:05:5220:051/1/20238:05:52PM11、以我獨(dú)獨(dú)沈久，，愧君相相見頻。。。1月-2320:05:5220:05Jan-2301-Jan-2312、故人人江海海別，，幾度度隔山山川。。。20:05:5220:05:5220:05Sunday,January1,202313、乍見翻疑疑夢(mèng)，相悲悲各問年。。。1月-231月-2320:05:5220:05:52January1,202314、他鄉(xiāng)鄉(xiāng)生白白發(fā)，，舊國(guó)國(guó)見青青山。。。01一一月月20238:05:52下下午20:05:521月-2315、比不了得就就不比，得不不到的就不要要。。。一月238:05下下午1月-2320:05January1,202316、行動(dòng)出成成果，工作作出財(cái)富。。。2023/1/120:05:5220:05:5201January202317、做前，能夠夠環(huán)視四周；；做時(shí)，你只只能或者最好好沿著以腳為為起點(diǎn)的射線線向前。。8:05:52下午8:05下下午20:05:521月-239、沒有有失敗敗，只只有暫暫時(shí)停停止成成功！！。1月-231月-23Sunday,January1,202310、很多事事情努力力了未必必有結(jié)果果，但是是不努力力卻什么么改變也也沒有。。。20:05:5220:05:5220:051/1/20238:05:52PM11、成功就就是日復(fù)復(fù)一日那那一點(diǎn)點(diǎn)點(diǎn)小小努努力的積積累。。。1月-2320:05:5220:05Jan-2301-Jan-