Don'T Manage Your Sales Like This.

Many enterprises have poor sales performance, such as poor product sales, a large number of accounts receivable, sales staff's lack of enthusiasm and high selling expenses.

One of the sales taboos: no sales plan

The basic rule of sales is to work out sales plans and sell them according to plan.

Sales plan management includes how to work out a practicable sales target, as well as the way to implement this goal.

The specific contents are as follows: Based on the analysis of the current market situation and the current situation of enterprises, formulate clear sales objectives, return targets, and other qualitative and quantitative objectives; formulate budgetary and budgetary allocation plans according to objectives, and implement specific executors, responsibilities and time.

Plan; sales target is not established on the basis of accurately grasping market opportunities and effectively organizing enterprise resources, but is patted by the head; sales plan has not been decomposed according to regions, customers, products, salesmen and so on, so that the plan can not be concretely implemented; the sales plan of each branch is the result of bargaining between the branch and the company headquarters; the management level of the company only sends the target figures to the salesmen, but does not instruct the salesmen to formulate the implementation plans; the contents of the sales plans of many enterprises have never been concretely quantified to every salesman, and the salesmen can not formulate specific sales activity plans according to the indicators and contents that are broken down to their own heads, and even some of the salesmen do not know how to make their own sales plans. However, many enterprises have a series of problems in the management of sales plans: for example, there is no targeted annual, quarterly and monthly market development.

As there is no definite market development plan, the sales work of the enterprise has lost its target, and there are no sales and marketing strategies, plans and measures, the budget is uncertain, the staff is not implemented, the sales activities have no space and time concept, and there are no sales process monitoring and effectiveness inspection measures.

Thus, in a highly competitive market, the sales work of an enterprise is like a buffalo who broke into a fire.

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Sales of two: no control process

"As long as the result, regardless of the process", do not supervise and control the sales actions of salesmen, this is a common problem in enterprises.

Many enterprises are very extensive in their action management: they announce a business policy to their salesmen, and then fly the salesmen like dove to the market, so that the salesmen can get an order for the enterprise and develop a market.

Thus, it causes a series of problems: the operation of the salesman is not planned and no assessment; the operation of the salesman can not be controlled, so the sales plan is unrealized; the sales activities of the salesman are not pparent, the risk of the business is increased; the working efficiency of the salesman is low, the cost of sales and sale is high; the sales level of the salesman is not improved and the team construction is poor, and so on.

"No harvest, no harvest," and without effective management and control of the sales process, there will be no good results.

Haier's "3E" management law, that is, to manage every business member's every day, is not an important guarantee for the smooth development of Haier's sales work?

Sales of three: no management of customers

A grain of wheat has three destinies: first, it is consumed by people to realize their value; the two is to sow seeds as seeds, produce a fruitful fruit and create new values; three, because of improper storage, wheat is mouldy and rotten, and loses its value.

That is to say, properly managed, wheat will realize its own value or create new value for mankind. If it is mismanaged, it will lose its value.

By the same token, enterprises have a strong customer management, customers will have sales enthusiasm, will actively cooperate with the manufacturers' policies, and strive to sell products; poor management will lead to sales risk.

However, many enterprises do not manage the guestrooms effectively. As a result, enterprises can neither mobilize the sales enthusiasm of customers nor effectively control sales risks.

At present, there are common problems in the sales process, such as the disloyalty of customers, the phenomenon of fleeing goods and the accumulation of accounts receivable, which are the result of improper management of customers.

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Four of sales taboo: no feedback on information.

Information is the life of enterprise decision making.

Salesmen are in the front line of the market. They are most aware of the market trend, the characteristics of consumers' needs, the changes of competitors, and the requirements of dealers. This information is timely feedback to enterprises, and has important significance for decision-making. On the other hand, problems in sales activities should be reported to superiors quickly so that management can make timely countermeasures.

However, many enterprises have not set up a set of systematic business reporting system, and have not collected and feedback information in time.

The achievements of salesmen include two aspects: first, sales and two, market information.

Sales volume is not important for enterprise development, but market information is important.

Because sales volume is yesterday, it has been realized, and what has turned into reality is not changed, so it is meaningless to enterprises. What is meaningful is market information, because it determines the sales performance of tomorrow and tomorrow's market.

However, many enterprises have not made requests for information collection to salesmen, nor have they set up a business reporting system to collect and feedback information in time.

The problem of sales work is not terrible.

The terrible thing is that enterprises can not find problems in every aspect of marketing activities in time, and make timely feedback on management so that these problems can be solved quickly without causing serious harm to enterprises.

Why are some enterprises' customers' files unrealistic for a long time? Why do some enterprises receivables continue to occur and can not be corrected? Why do some enterprises cause similar incidents to occur repeatedly and can not be cured? Why do some enterprises fail to find serious problems in marketing for a long time? Once discovered, they are already on the brink of bankruptcy and unable to return to the sky. The fundamental reason is that they do not have any monitoring and management of various kinds of information in the process of enterprise marketing management, especially without timely institutional management feedback.

Sales taboo five: no assessment of performance

Many enterprises do not regularly assess salesmen's sales performance.

The enterprise conducts regular quantitative and qualitative assessment of sales personnel, including checking sales results, such as sales volume, return amount, profit volume and customer number; checking salesmen's sales actions, such as the average number of visits per salesperson, the time spent on each visit, the average daily sales visits, the average cost of each visit, the average number of orders per 100 visits, the number of new customers developed in a certain time, the number of old customers lost in a certain time, the proportion of salesperson's expenses in total sales, and so on.

The assessment of salesmen is an important basis for determining the rewards, rewards, punishments, elimination and promotions of salesmen, so as to mobilize the enthusiasm of salesmen. On the other hand, a review and analysis of the performance of salesmen can help salesmen make progress.

An important part of sales management is to train salesmen 'sales ability. If salesmen do not progress, they will not improve their sales performance.

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Six of sales taboo: imperfect system

Many enterprises have no system matching sales management system and sales management policies matched with sales management systems.

If a company can not think of a big problem in its sales work, the prerequisite is that there should be no obvious defects and omissions in the sales management system of the enterprise, and the sales management system is matched and balanced with each other, and the corresponding sales management policies are matched with them.

Some enterprises have imposed strict penalties on the sales personnel who have violated the provisions of the enterprise and caused significant losses to the enterprises. But in practice, these penalties can not be implemented, because the enterprises have not formulated corresponding supporting systems, resulting in some business personnel who have made huge profits by the kickbacks and the enterprises have caused huge amounts of unauthorized receivables. Once the incident is gone, the enterprises can not punish them in fact.

Many enterprises do not match the sales management system. They seem to be missing a piece of wooden cask. They are unable to hold water. Their characteristics are: many should be encouraged without encouragement, some should be punished without provisions in the system; there should be no institutional incentives for the behavior that should be encouraged, and there is no corresponding punishment system for the prohibited acts; the reward can not be cashed in time, and the punishment can not be implemented in practice.

Set up a perfect sales management system.

Practice shows that sales without management has become a trap that restricts the smooth sale of enterprises.

To do a good job in product sales, enterprises must establish a sound sales management system.

1. sales plan management.

Its core content is the rational decomposition of sales objectives in every important aspect.

These aspects include varieties, regions, customers, salesmen, and settlement methods.

The decomposition process is not only the implementation process but also the persuasion process. At the same time, decomposition can also test the rationality and challenge of the target, and find that problems can be adjusted in time.

A reasonable and realistic sales plan can not only reflect the market crisis, but also reflect market opportunities in the implementation process. It is also the key to strict management to ensure the efficiency and intensity of sales work.

2. salesperson action process management.

Its core content is to focus on the main work of sales, manage and monitor the actions of salesmen, so that the work of salesmen can be concentrated on valuable projects.

It includes: monthly sales plan, monthly action plan and weekly action plan, daily sales report, monthly work summary and next month's key points, mobile sales forecast, competitive product analysis, market inspection report, weekly fixed visit route, market registration report, etc.