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Modern Dealer Management Trilogy

2008/3/26 14:24:00 15

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One of the most important resources of modern FMCG dealers is the network, the two is the channel, the three is the team, and for the relative flattening of the channel and the relative differentiation of the network, the distributor's role in controlling the network and channel is the function of the team. Compared to the more favourable treatment and broad prospects for development, the limited development space and the low treatment of the distributors have become the bottleneck of training the talent echelon. The author has experienced many management teams from the manufacturer to the distributor, and has finally discussed some of his experience in team management, hoping to be able to gain some benefits for the friends who are facing difficulties or friends in this area.

The biggest problem of the modern dealer team is not finding the right person, but how to retain people, that is, the stability of the team, to cultivate an excellent team that can fight good combat. We must constantly and effectively encourage the team. Sales are hard work. In other words, if you can't provide enough attractive income for the industry, you must be able to paint the cake, which is usually called staff motivation.

[one] encouragement article

The biggest problem facing the dealer team is the frequent turnover of personnel and lack of stability. The main reason is that the team lacks unified and effective leadership.

For dealers who keep repeating simple tasks, how to make boring work full of passion every day, how to make the almost mechanical process creative and continuous encouragement is the key point for dealers managers to pay attention to.

The author once took over a trading company which mainly deals in snack foods and edible oil. When it was just gone, because of the frequent turnover of personnel, all the old salesmen who had been brought out by the boss were all promoted to a business manager, and each of them led a team. The first reason was that they had failed to set up these management posts, and the ability to raise them was uneven. Therefore, they became overstaffed and confused in management. A company of more than 40 people, because of the lack of effective management, had a larger turnover of personnel and reached a turnover rate of 60%.

After the arrival of the author, he personally led the team to carry out actual combat training, and began to position himself as a business manager. All the functions of the original business manager were reduced to the supervisor, and all the strong business personnel were encouraged to promote from the whole to the more prominent staff. The business manager not only did not leave after three months, but because the fresh blood was added to make the whole team full of passion and fighting spirit, the most important thing in the process of managing the team is to lead the scattered teams in a unified direction. Any team's final slogan in management will always hear a voice, and management needs to be centered. Only in this way can we truly play the role of management.

Two, set an example by personally leading the team and motivating people in actual combat. The training of personnel is constantly changing in the process of encouragement and guidance, and the guidance of salesmen is only the most effective way in actual combat. Only in this way can a team be able to coexist with fighting spirit and firepower.

Three, weakening the rights of the original too many managers can sublimate the enthusiasm of the business people, and at the same time, reduce the asymmetry of ability and rights caused by hasty promotion.

This move made the management conflicting, but it stabilized the confidence of the frontline staff, so it was more appropriate.

Four, give all employees the corporate culture to promote their sense of belonging, and plan their career at the same time, linking their development to the development of enterprises, giving everyone space incentives, so that most business people are full of confidence in the enterprise, and thus full of enthusiasm for their own work in the enterprise.

Through six months' time, the team has been greatly improved in terms of professional ability and professional quality. As the author came from the manufacturer to the distributor, many management concepts and marketing ideas were started from the manufacturer's place. Therefore, at a certain time, a certain ability contrast between the salesmen's business personnel and the business personnel of the manufacturer was made, which not only greatly enhanced the confidence of the dealer's business personnel, but also found many potential business elite.

And the long incentive time will find that the professional quality of the business people is in urgent need of improvement. This will directly affect the effectiveness and pertinence of the incentive. Therefore, the key to the improvement of personnel level is to continuously and effectively guide education at the same time of encouragement.

[two] Guide Chapter

Another development bottleneck of dealer team management is how to continuously guide and educate business personnel, so as to adapt to the rapidly changing market structure, and at the same time enhance its loyalty to the enterprise, so as to stabilize the team.

Now the fast moving consumer goods market is changing rapidly. If employees can not adapt to the new changes, they will not have a completely new understanding of their jobs. In the face of all kinds of market training, the dealers' business personnel will appear like frog in the well. There is not much chance to receive training, and there is not much upward space. Therefore, long-term planning, guidance and training for a team is a very important link to improve the overall quality of the team.

　　在引導和培訓方面經銷商的業務經理和老板本人以及代理品牌的廠家就顯得尤為重要，尤其是經銷商的業務經理，他們經常面對廠家，對于一些針對市場的新觀點，新思路是基本和廠家同步接收的，通過自身消化之后在言傳身教給業務人員，尤其是在實戰中加以引導，會起到事半功倍的效果，而引導對于一個基層業務人員來說，對他的各人成長是很重要的，筆者曾經在一家國內著名民營日化企業開始自己的營銷行業的從業之路，從小店業務到賣場主管，從批發業代到地區辦事處主任再到省級經理，經過不同崗位的歷練，也通過不同領導的引導教育使自己對于這個行業和自己的職業有了全新的認識，所以在后來的職業管理中了自己始終對于員工的引導的培訓尤其是實戰培訓頗為重視。

Because the core of corporate culture is not only the development of enterprises, but also the development of employees. We will set clear career goals for employees and provide them with many opportunities for development.

At the beginning of each year, the manager negotiated a goal with his employees, including the amount of work to be completed and the skills needed to improve.

Every once in a while, the manager will conduct a periodic examination to see whether there is any need to correct this goal and what kinds of difficulties and support are needed.

If the target is done well, the employee will have more opportunities than others. Besides the salary is more than others, the bonus is more than others. When we improve, we will give priority to it.

Taking into account the development space of distributors, we are more concerned with the middle management staff, who are growing together with enterprises, so that they can closely integrate their own development with the growth of enterprises. For grass-roots employees, we can enhance their sense of belonging to enterprises through the promotion of treatment and the sense of accomplishment of performance appraisal.

In addition, in order to encourage the development of talents, we have an internal recruitment. When a new post comes out, we will advertise inside. As long as we pass the interview, everyone will have the opportunity to compete.

In this way, an obvious competitive atmosphere is formed inside the enterprise.

In addition, because of the single management structure of the distributor, it is impossible to have a comprehensive management organization like the manufacturer, so we require the business manager and general manager to exercise more as coaches' skills.

Only in this way can he impart skills to his employees.

If it's a completely inexperienced employee who doesn't know how to do this, then the manager needs tell to tell the employee how to start, how to do the first step, and how to do the second step.

Let employees have clear procedures for things first.

But for an experienced employee, we need coach, not tell employees what to do wrong, how to do it, but try to ask some questions, let employees answer, in this process, inspire employees' thinking, let him get the answer himself.

This will bring many benefits. First, employees will find the answer is my own finding, and this solution is mine.

Since it is mine, I have the responsibility to do it.

Second, it can improve the awareness of employees and teach them some ways to think about it.

Next time he meets something like that, he will know how to deal with it.

Therefore, more guidance is given to the business management of distributors, which ultimately teaches everyone how to do things and the recognition of corporate culture.

Regardless of the size of an enterprise, its development is growing through numerous wave crest troughs. We should remember stability at peak times and grasp opportunities at low prices. Therefore, how to develop and guide sales personnel in the long-term development of enterprises is directly related to the development of dealers themselves.

[three] development

The general dealer enterprises will face such a problem: short time for a specific activity or goal to give the team an incentive measure, can achieve the desired effect, but over time, repeated activities and sales sprint, task indicators, how to fully mobilize the enthusiasm of staff, is a concern for every dealer.

I have experienced an enterprise due to the seasonality of the commodity, which makes different manufacturers face their peak season all year round. Of course, as dealers, this situation is a good thing, but for business people how to make them passionate and fighting all the time, and ultimately make him loyal to the enterprise, and willing to contribute to the enterprise, that is, really linking the development of the enterprise with its own career, really a problem that needs careful consideration.

A business person who is familiar with the company's business process is a loss to the company. The terrible thing is that he has a group of loyal and reliable customers who join him in the competition.

An excellent business person has been a valuable talent resource for the company after a year's market line training.

Because the company's management misconduct, let it drain, for the opponent training talents, this is the manager is the most stupid, and the most failure.

How can we retain excellent business people?

First, stay in business.

Career planning is discussed by employees and managers according to specific personal conditions and knowledge background after the entry of business personnel into enterprises.

Let employees have clear direction of development in enterprises, grow together with enterprises, and develop together, which can not only enhance the cohesiveness of enterprises, but also make business personnel unwilling to leave their enterprises for their own good development prospects.

Good career planning plays an important role in sales personnel.

In this regard, we should learn from large multinational companies.

For example, the Microsoft Corp is the most attractive and talented company in the world.

Because the company's human resources department has a "career ladder" document.

Among them, detailed list of all the optional jobs that the employees enter the company at the beginning, one level and one level up, and the work ability and experience that different positions need to have, which is appropriate for the salary.