Dealer'S Talent

For most business leaders, they want their salesmen to be able to work at home with their enterprises and work spontaneously. Therefore, the main responsibility of the management system is the lump sum system and the royalty system. However, under the impetus of the rising prices of all kinds of basic raw materials in China, the human cost that we have always been proud of is also rising. Especially for the marketing execution strategy that has always been the incentive of the marketing personnel and the tactics of the crowd, the treatment of the marketing personnel has become one of the biggest marketing costs of various industries. How to achieve the current marketing human cost control and improve the matching of marketing efficiency has become an important topic.

G company's internal assessment report says: the key to competition in the same industry is "talent". Xiao He is also a common saying, and Xiao He is also defeated.

After years of development, how about our talent pool? Do we reserve talents or develop it for the next development?

We need to carry out the matching assessment of enterprises and employees, re evaluate the work environment of employees, assess their social status, work atmosphere and job opportunities, and re evaluate their quality assessment, age, education, experience and relearning.

In 2004, our company was known as the "Whampoa military academy" in a certain degree, which shows our brain drain. At the same time, we have a certain degree of shortage of talents. This shows what we need to know again. What is the level of Zhengzhou benchmarking enterprises: Jianye, miss, Yutong and so on? What level are the excellent enterprises in the same industry?

Dealers face new challenges in the market: the cost of manpower is rising; the key employees are being excavated and the bottleneck of talents; the reduction of strong agency resources and the thin profit margins; and the disintegration of subordinate customers, how should we deal with them?

The core talents should be pformed from short-term incentives to long-term incentives.

Following the 2/8 principle, we should concentrate resources on high-quality talents.

The resources of an enterprise are limited, and the profits earned every year should not only be invested in the redevelopment, but also be allocated to the investment of human resources in time.

Because of the limited nature of resources, we must talk about input output ratio, and match different benefits distribution according to the evaluation results of talents.

Generally speaking, the G company takes out 20% of its annual profit from the annual profit, and shares the company's operating income with the 4 core members of the company and 4 members of the core company. The annual award of the general manager is extracted according to the established proportion. The annual remuneration of the key employees and the business efficiency of the company are up and down by year-end red packets, and employees complain no more about the enterprises.

Since entering the month of 2006, Li has arrived at the office earlier than usual, and has been sitting on the Diaoyutai. It seems that he is looking forward to the arrival of the new year. It is because the G company has spent 05 years in stocktaking, that is, the time to reward the original company's business objectives.

Rewarding excellent talents with high quality economic returns and development opportunities in a timely manner is better than countless sweet words. After all, this is a realistic economic society.

Of course, this requires enterprises to have strong development and profitability.

Enterprises with pragmatic spirit can often get more generous returns, and stabilize the dominant talents of enterprises.

For economic incentives, in time, it is more important than quantity in time.

Although there may be some cost for developing opportunities or trying opportunities, the chances of success are still very large.

Through the development of these years, G company has increased its assets by more than ten times, and the temptation for each core salary of the company's core staff is more than one hundred thousand. The industry's average profit level is getting lower and lower, so it is impossible for the company to produce more cash to motivate employees.

雖然G公司高層有寬廣的胸懷來接納可長期發展的優秀人才，準備推出了核心骨干員工入股計劃，但造到了老股東阻撓，而且在行業利潤水平非常低的情況下，太少的股份又不會激起新入者的積極性，最終G公司找到了一個折中辦法那就是在2006年對公司所經營產品按照品牌進行拆分成立子公司，將各核心骨干員做為企業經營種子分聘到各子公司做為分公司總經理，并吸收其采用經營保證金形式虛擬入股該子公司，兩年任期滿，其經營業績得到預定經營目標，有權選擇變虛擬為實股，建立利益共同體和長期利益分享計劃，通過這種長期利益與風險共享的機制，提高重要員工的跳槽壁壘；而通過一定的退出機制，也從另外一個角度保持了團隊的優勝劣汰法則。

　　做好人才“蓄水池”和“壓力系統”，G公司通過對人力資源的分類管理建立起了以老板、股東、核心骨干、骨干等不同利益層面的“逆減壓系統”（為什么企業老板對企業的發展是鞠躬盡瘁，因為其個人利益與企業利益的一致，也可以說企業老板（企業所有者）是企業發展的原動力，隨著利益層面的降低，在沒有其他動力因素激勵下，企業原動力意識傳遞也衰減一個數量級，而逆減壓的關鍵就是增加其他動因素激勵，從而使員工對企業的關注度降低比較緩慢），越優秀的員工與企業經營效益保持越高度的利益相關，從而保證企業整個系統充滿積極性和主動性，讓各個團隊的狼頭興奮起來，提高企業的執行力和管理效率；通過對人辦資源的分層管理建立起了董事長、總經理、總經理助理、分公司總經理、大區經理、區域經理、業務員等不同職位層面的“人才蓄

"The pool", the more critical positions, the more there are 1-2 post successors, such a "reservoir" to ensure that once the high water level loss once the next level will inflow and fill position, so the company reduces the dependence on those excellent and too differentiated talents, and maintains the superiority and initiative of excellent talents. At the same time, the "moderate" pressure of the reservoir can enable the talented people to guard against arrogance and impetuosity and sober minded.

In addition, it also pays attention to the use of personalized spiritual rewards and welfare incentives. After all, in the current society, "all the money oriented" interest society, sincere care at this time is more valuable than ever, such as the wedding, visiting relatives, seeing patients, and so on. The urgent work is urgent and timely. It is far better than the icing on the cake. In the current personal pension and medical care to the community, most people who do not have this plan in 70s are becoming more and more concerned about personal protection.

On the one hand, we should increase the input of the cost of human resources to increase the return on the backbone employees. On the other hand, we should "concentrate our staff efficiency", improve the performance of individual employees, carry out no deputy jobs and part-time sports, and achieve high efficiency and high pay. 80%, we should tilt the resources to create 20% talents and improve the competition threshold of the industry.

The less the better the establishment of a deputy or deputy level, the better way to keep the organization lean by simplifying the management path. When the scale is not allocated to the organization resources at the functional level, it is better not to set up a deputy level; Yang Yuanqing: for example, the efficiency is reduced, especially the customer problems can not be dealt with and solved in a timely manner.

Various departments are working on their own to form a closed wall.

The problem of customers is often referred to Lenovo's entire interface. When we look at this problem, there are too many departments involved.

It seems that there is nothing wrong with that, but the efficiency of the operation of enterprises has been reduced.

For sales managers who do not manage to sell less sales, each person should have a "private land". For example, the performance of a district manager is composed of two parts: the regional sales responsibility and the completion of sales tasks of its clients, and the customers must be important or difficult to manage.

Of course, we now have some personnel to adjust the way to pay attention to the division, the form of brake is more negative to the enterprise, the higher the job, the quicker the adjustment, the lower the position, the more secret, and strive to achieve the "soft landing" of enterprise change.

Better troops and simpler administration, improve per capita labor efficiency to digest the challenge of rising labor costs.

Manufacturers directly supply and join the country to increase the demand for talents in the industry. In order to get the most experienced talents, people often use the level of raising the level of manpower to excavate people; the best solution for this company is to integrate the human resources of each branch, and further realize the sharing of human resources, management platform and customer network on the basis of logistics, capital flow and information flow, so as to achieve efficiency savings, improve single person performance and increase individual reward level.

To improve the quality of the middle staff in the organization structure, one is the level of business operation, the two is the management level, and train a large number of "wolf heads" to form a strong grass-roots cadre leadership executive force, so as to establish a "herd group" under the leadership of wolves.

　　降低基層員工要求

At present, many enterprises have proposed that non undergraduate students do not have to use it. Instead, G companies are more pragmatic in the recruitment of grass-roots employees, lowering their educational level requirements, and no longer blindly pursue high academic qualifications.

一方面基層員工采用70%用人觀，擇良而用，而非優秀，強化執行，因為對基層崗位更加注重的是其執行力，沒有太多個人想法和主張反而有助于執行效率的提高；其次，有利于基層員工的適度穩定，因為基層崗位待遇和平臺決定了那些“有皓鴻之志的”不會踏踏實實服務于這一崗位，反而不如聘用一些能力偏下些，工作努力的中庸之輩；再次，基層崗位在某種程度上更加注重人海戰術，只有低成本的人力才能保證聘用更多的一線員工，這種“伯樂賽馬式”的經濟賬就是以促銷員低成本的人員數量戰勝所謂的業務員精英的高成本；最后，對于當前營銷為王，終端制勝的時代，一線終端員工的價值越來越顯重要，一個有經驗熟練的促銷員相當于2個業務員貢獻的利潤，正是因為促銷員在商業競技場上的“臨門一腳”，才真正實現產品的銷售，并且是公司主推品--利潤品的

Sale.

Localization of talents, the most basic personnel of the enterprise employ a large number of local manpower, so as to reduce management costs and travel expenses, and enhance the local customer relationship; authorize the work to the next level of employees, downgrade, and the promoters take the most basic work, at the same time strengthen training, improve the skills and quality of the grass-roots staff, and achieve the vigorous and persistent work style of the grass-roots staff under the leadership of "wolf head".

China's economy has maintained rapid development for many years. Several mature industries will soon usher in the "scissors" elimination phase of low growth and intensified competition. The so-called raw material and cheap and skilled labor force will no longer have advantages. All of them are changing quietly. As the slowly heated water pot, of course, we hope our enterprises will not be the muddling frog in the pot.