Improving Sales Productivity by Motivating the Sales Force...
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Improving Sales Productivity by Motivating the Sales Force 通过激励销售团队以提升销售业绩. Analysing Your Sales Force Performance分析你销售团队的业绩. Top 20% sales people delivering 80% of your sales; or顶尖20%的销售人员为你产出80%的业绩；还是 Top 4% sales people delivering 64% of your sales?顶尖4%的销售人员为你产出64%的业绩？. - PowerPoint PPT Presentation
Transcript of Improving Sales Productivity by Motivating the Sales Force...
Improving Sales ProductivImproving Sales Productivity by Motivating the Sales ity by Motivating the Sales ForceForce通过激励销售团队以提升销通过激励销售团队以提升销售业绩售业绩
Analysing Your Sales Force Performance 分析你销售团队的业绩
• Top 20% sales people delivering 80% of your sales; or 顶尖 20% 的销售人员为你产出 80% 的业绩；还是
• Top 4% sales people delivering 64% of your sales? 顶尖 4% 的销售人员为你产出 64% 的业绩？
Top Sales People Don’t Necessary Become Good Sales Managers. Why? 卓越销售员不一定就是优秀的销售经理。为什么？
Less than 15% of superstar salespeople succeed in management
少于 15% 的顶尖销售人员能够成为称职的经理
If Sales People Don't Perform to Expectations, Who is Responsible?如果销售人员业绩欠佳，谁该负责？
Who is the Best Sales Person?哪位是最优秀的业务员？
No. Of Client Meetings 客户会面次数
Salesman A 191
Salesman B 78
Salesman C 63
No. Of Client Meetings 客户会面次数
Proposals Sent 提议书数量
No. of Sales Closed成交数量
Salesman A
191 123 34
Salesman B
78 78 43
Salesman C
63 30 25
Who is the Best Sales Person?哪位是最优秀的业务员？
No. Of Client Meetings 客户会面次数
Proposals Sent提议书数量
No. of Sales Closed成交数量
Sales Value销售金额
Salesman A 191 123 34340,000
Salesman B 78 78 43500,000
Salesman C 63 30 25360,000
Who is the Best Sales Person?哪位是最优秀的业务员？
No. Of Client Meetings 客户会面次数
Proposals Sent提议书数量
No. of Sales Closed成交数量
Sales Value销售金额
Gross Profit毛利
Salesman A 191 123 34340,000
100,000
Salesman B 78 78 43500,000
200,000
Salesman C 63 30 25360,000
200,000
Who is the Best Sales Person?哪位是最优秀的业务员？
What will be Your Advice to Salesman A, B and C? 你会给业务员 A 、B 及 C 什么建议呢？
Challenges in Sales Management 销售管理遇到的挑战
• Only 19% of effective new business developers are effective at maintaining long-term customer relationship 只有 19% 的新客户开拓人员能够与客户保持长远良好关系
• Less than 15% of key account managers are comfortable developing new businesses 只有 15% 的客户经理对发展新客户感到适意
Challenges in Sales Management 销售管理遇到的挑战
• Nearly 65% of salespeople who fail could have succeeded in the right type of sales position for their skills 将近 65% 的表现欠佳的业务员能在更合适的销售岗位上创造更优越的业绩
• Nearly 70% of strong customer support and service staff are able to maintain customer relationships 将近 70% 的客服人员能够与客户保持良好长久关系
• 60% of sales position failures are related to individuals with the wrong skills for the position 60% 的销售人员无法胜任其职是因为个人技能与岗位不匹配
What is Motivation? 什么是激励？
Motive + Action 动机 + 行动
Motive = Chances of Success + Amount of Effort + Expected Payoff
动机 = 成功概率 + 所需精力 + 预期回报
Myths About Motivating Sales People激励销售人员的误区
• Sales people are primarily motivated by money 销售人员最基本的激励是金钱
• Sales competitions can motivate sales people 销售竞赛能够激励销售人员
• Big job titles are needed to retain top sales people 如果要留住顶尖销售人员就需要给他们职位较高的职衔
Why do Sales People become Sales People? 销售员为何成为销售员？
• Autonomy 自主自由• Directly links effort to success 能够
看到付出所产生的结果• Likes to deal with specific objective
s 喜欢目标明确的工作
Why do Good Sales People Leave?
卓越销售队员为什么会离职？
Reasons Why Sales People Leave 销售人员离职的主要原因
• Lack of career development 欠缺职业发展
• Unfair treatment 不公平的待遇• To get a promotion somewhere else
到他处升职• Having their autonomy restrained 自由
受到约束• Did not feel appreciated 没有受到重
视• Lack of systematic training & coaching
欠缺系统式的培训与辅导
Balancing between New and Old Sales Staff 在新、老销售人员之间取得平衡
• Old Sales people can 老销售能够 :– Share experience 分享经验– Provide guidance 给予辅导– Be role models 成为榜样
Balancing between New and Old Sales Staff 在新、老销售人员之间取得平衡
• But old sales people sometimes但老销售却有时会 :– Hoard the best leads and territories a
way from new sales people 将最好的销售线索及地域隐藏，不给新销售员
– Use their clout to resist changes or make unreasonable demands 使用他们的影响力抵制改革或漫天要价
– Make things difficult for promising new sales people 排挤有潜力的新销售人员
Ways to Deal with Errant Experienced Sales People 如何处理跋扈的老销售
• Compare your sales team with your competitors' 那竞争对手的销售团队与自己的团队进行对比
• Getting new sales people to set good examples 让新人树立好榜样
• Never give in to unreasonable demands 针对不合理要求不作出妥协
• Use a good CRM system 使用良好的CRM 系统
What Else to Measure Besides Sales Turnover 除了销售业绩以外的评估标准
• Gross Profit 毛利• New Businesses Brought In 挖掘新客户• Strategic Customers Brought In 获得的战略客
户• Retention and Growth of Existing Customers 现
有顾客的维护与增长• Ability to Work As a Team 团队合作能力• Being Able to Proactively Understand Customer
s’ Business Issues 能够主动地了解客户的商务需求
• Making Sustainable Improvements and Progress in Sales Results/ Sales Activities 推动持续的销售增长、业绩改善
What are Some Behaviours that Winning Sales People Have that Others Don't?
成功销售人员会有哪些行为是一般销售人员没有的？
Winning Ways of Winning Sales People 成功销售人员的制胜法则
• They ask questions regarding their customers problems, implications and "what will happen if those problems are solved" 他们针对顾客所面临的问题、问题产生的影响以及“如果那些问题能够被解决会发生什么？”来进行提问
• They are personally accountable for customers' results and understand customers' businesses 他们会为客户所想达到的结果负责到底，并深入了解客户的商务情况
• They reach to ALL people who can influence over the outcome of the sale 他们会接触、联系所有会影响销售结果的人士
Winning Ways of Winning Sales People 成功销售人员的制胜法则
• They match their sales process with their customers' buying process 他们会把注意力放在顾客的采购步骤，并将自身的销售流程配合客户的采购步骤
• They seek to build a relationship with no agenda first, rather than aiming the customers' pockets everytime 他们在初期与客户建立关系的时侯不期待任何销售结果，而是围绕顾客自身的情况开始谈话
• They create value by providing advice and insights to the customer 他们以提出建议、见解的方式创造价值，而不只是一个充当“会说话的宣传手册”
39% of a customer’s decision to buy from your company is based on the effectiveness of the sales representative
39% 的顾客是因为销售人员的表现而决定购买的
The R4 of the Customer's Experience客户购买经历的 R4
• Reliability可靠性• Relationship 交情与关系• Responsiveness 积极性• Resourcefulness 资源整合
行千里而不劳者，行于无人之地也
If you can march 1,000 miles and not feel tired, you will be undefeatabl
e
Q&A
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