How To Stabilize Sales Personnel

At the core of sales

In recent years, we have conducted a survey of the reasons for the voluntary turnover of sales staff. The results show that among the ten possible voluntary turnover factors, the salary related factors rank first, and the factors related to work stress rank second, and the factors of individual development (entrepreneurial and organizational development opportunities) are ranked third.

For the first three categories of voluntary turnover elements, it is also the most critical part of personnel management in the daily sales team.

The goal of all organizations is to enhance the value of enterprises as the core, and achieve the goal through the superposition of shareholder value, customer value and employee value.

The management of customer value promotion is usually directly related to the management of sales business and the performance management of salesmen. Therefore, the assessment index at the customer level is inseparable from the sales function.

To enhance customer value, we should first start with enhancing employee value. The positive correlation between the two will enhance shareholder value and bring about enterprise value improvement.

Thus, it is of great significance for the organization to do well in motivating and retaining salesmen.

So how can we improve the job satisfaction of salesmen?

Here, we focus on the three important factors contributing to the voluntary turnover of salesmen, and provide suggestions for avoiding each departure factor.

First, effective competition and diversification.

In view of the reasons related to the salary related voluntary turnover, it is suggested to build a wage structure system with a certain competitiveness, and make the sales staff get a good value reward and incentive experience through a simple and clear accounting method.

In the current market environment, the competition faced by sales posts is the most direct and the pressure is most obvious.

The simple "low base salary and high commission" wage structure is no longer the mode adopted by most enterprises.

In the design of salary for the salesmen, who are in charge of the team and create value directly for the enterprise, it should reflect the mission and management philosophy of the enterprise, provide the salesmen with the basic salary that accords with the market rules, satisfy their safety requirements, and pursue higher level performance incentive.

The "low base salary and high commission" is originally a representative of the salary structure in the two part of the salary structure. But in practice, it was once copied by many companies pursuing cost control. The low base salary has completely ignored the basic premise of its operation -- the benchmark market level.

Changing the concept of structural design to the extreme is: no base salary, high commission, let employees wrongly think that salary structure is the tool of checks and balances of enterprises.

In addition, this salary structure is like a double-edged sword. Although the cost of sales staff can be controlled, it is not conducive to the recruitment and attraction of senior sales personnel, and at the same time, it will lead to lower employee loyalty and higher wastage rate.

Therefore, it is suggested that, combined with the structure and level of the salary market, we should establish a competitive sales remuneration structure that matches the stage of enterprise development, so as to avoid the simple pursuit of cost, resulting in the loss of human resources management and the dilemma of recruitment.

After establishing effective competitive sales compensation structure, how to calculate and use performance linked bonus has become the second issue related to salary.

Sales commission should be an important means to stimulate salesmen. Different companies have different sales patterns because of their different formats. The calculation method of royalty is quite different. For example, sales of large customers, because the amount of contract is large and the account period is very long, the commission calculation of salesmen is often related to two important factors: one is sales revenue, the rate of return, and the other is sales cost and profit.

The structural model of "base salary + bonus + Royalty" is adopted by many companies. They take some basic duties, daily requirements and other related parts of the post from the base salary, and score and distribute according to daily performance. Besides, it reflects the incentive and sales performance linked part of the accounting method.

This kind of operation is used more in some private enterprises and companies that pay less.

In this way, we can say that the importance of sales management is emphasized unilaterally without taking account of the individual feelings of the sales crowd.

As mentioned above, sales staff are the direct participants in the first line competition, and the pressure and competition are the strongest.

In the details that can embody people, this way of operation has made the sales group experience a plight of difficulty. Undoubtedly, they have not played an incentive and retention effect on them, instead, they have increased their tedious and interest oriented feelings.

Let's directly identify the differences between the two sales commission calculations.

Example 1: the sales manager of a company's major account sales commission formula:

F= (B * X1+C) x X2 * X3+D-N

Among them: B price deduct; X1 sales coefficient; C cost; X2 area sales volume completion coefficient; X3 new market development coefficient; D interest recovery interest; N old market lost.

Example 2: the sales manager of a company's major account sales commission formula: F=B * X1-N

Among them: B price deduct; X1 sales coefficient; N old market lost.

Example 1 is a commission calculation formula that the financial manager helps to formulate. The result of the Commission takes into account the complex factors of the new market development, the location, interest on the loan, and the cost of the calculation. Although it fully embodies the financial logic and management logic, it is necessary for the sales Commission to use a lot of training and explanation to make the salesmen understand.

Most salesmen are very disgusted with the complicated formula, and by the end of the month, they can not easily calculate the amount of commission they should take.

Because of the complexity of calculation, the pparency of calculation results will be poor, and employees will be deceived.

Example 2 is the revised formula after the communication between the company's human resources department and the sales department. In the process of revision, the management principle of the large number principle has been unanimously achieved, and at the same time, the result of the simple calculation is added and reduced as much as possible.

This method avoids subjective scoring in the calculation of royalty, and reduces the influence of human factors on objective calculation.

Practice has proved that although the revised calculation formula is simple, it makes most salesmen feel pparent and understanding, and the enthusiasm of the work has been improved unprecedentedly.

The explicit royalty calculation is more suitable for the sale of normal business and products, and the promotion of new products and services in the same way can hardly achieve quick results.

For the new product and new business salesperson's experience curve, we can use the accelerator's incentive mode, that is to calculate the bonus on a regular basis.

In this way, sales staff can be helped to spend the time and win market recognition at the same time.

The specific application of accelerator should depend on the level of business, product financial cost and profit accounting, and should not be applied simply.

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Two, the "down 28" of assessment standards and offline communication with team culture.

In view of the reasons for working pressure related voluntary turnover, it is recommended to adjust the assessment principles, and at the same time, play the role of flexible management, and provide the sales staff with the opportunity to release pressure and communicate with each other through the culture of the sales team.

When setting up the staff's performance evaluation standard, according to the "20/80" principle of management, 80% sales tasks are created by 20% sales staff.

In order to pursue performance improvement, the organization will assess the performance that someone can achieve. The index is set in the face of elite people, most of whom are already outside the examination.

Reflected in the distribution of incentives, as most enterprises are deducted from sales revenue, the higher the sales, the higher the income. Meanwhile, the company's policy inclining to more than 20% of the sales staff, resulting in a stronger situation.

In terms of long-term development, this 20% situation is of no benefit to motivating salesmen and even brings huge crises to the company.

The assessment should be a team oriented fairness system. It is recommended that the target value be set as 80% performance indicators that sales staff can achieve.

In order to give prominence to the incentive of high-ranking sales personnel, we can give incentives through three sets of values, namely, accepting value, target value and challenge value.

Only by enabling more people to complete their tasks can we effectively mobilize the enthusiasm of more people and maximize the efficiency of incentives. Many enterprises fear that too many sales people will be completed, which will make sales staff feel too easy to produce lazy feelings.

In fact, a number of studies have shown that the feeling of complacency and laziness of the salespeople is not in the majority of the average performance, but more concentrated in the top 20%.

Most people affirm the firm's system and directionality when they finish the task, so that they have a firm belief in hard work.

If only 20% of the staff are completed, more people will feel that such a policy has major drawbacks.

This requires us to aim at 80% of the majority of people in designing indicators and encouraging policies.

In addition to setting up a performance management assessment system suitable for sales, the stress factors can also be established through the culture of the sales team, providing informal communication to employees and providing opportunities and situations for employees to speak their minds.

Team culture construction is one of the necessary abilities of managers. Many professional managers have their own experience and tricks in this respect.

5 years ago, I consulted the regional manager of the Sales Department of a 500 strong company. Except for the team management required by the company, everyone had their own team culture management methods.

One regional manager organizes everyone to a place every two months according to his group's youthful, active and loving interest in tourism.

I remember being invited to a weekend trip organized by them and feeling that the team completely quit work during the tour. In the itinerary, the salesmen at the grass-roots level were the whole guide, deciding the schedule and the time; the others were specially responsible for choosing the restaurant, and the whole journey was well organized, and everyone enjoyed the whole scene. Although we had to rush home from the train station on Monday morning, we had to appear in the office directly after the washing, but after many years, this has been an unforgettable experience for me since.

During the tour, the regional manager will communicate with his team members in the next stage. This communication is natural and sincere. At the same time, he can also understand your true thoughts, including some difficulties in work and solutions.

Now, many employees of the team have been promoted, and the team at that time has always maintained good stability and outstanding performance.

Such a relaxed team culture makes management and management more trust and affinity, less opposition and suspicion, which can be regarded as a healthy and positive way.

Three. Career path matching team capability and individual development.

In view of the reasons for individual development related voluntary turnover, team building and team members' individual career development can be combined to plan their abilities, projects and training areas at different stages of team members, and timely help and result evaluation. Through on-the-job training and challenging projects, employees can grow and improve their personal values.

1., avoid the phenomenon of "old people look at familiar land, new people cultivate wasteland".

Many companies opened their market quickly by relying on highly motivated sales commission at the beginning of the company's establishment.

However, with the strength of the company itself, the proportion of the company's brand and resources in the sales is increasing, and the company's customer resources are concentrated in the hands of the old employees. The disadvantages of the simple sales commission are gradually revealed.

The old employees who have joined the company for more than two years have done well in the past. They concentrate on managing several relatively good customers. Relying solely on the Commission of these clients, they can maintain a decent life, so they will no longer bother to develop new customers.

This is a great loss for the company, because these salesmen are rich in experience and have relatively high capabilities. If they develop new customers, they will have a higher success rate than the new salesmen. However, in the company, most of the new customers are new salesmen. In the absence of form, the company will lose many potential customers and lose the opportunity to expand the market share.

At this point, we should adjust the way of encouragement and the distribution of work in a timely manner so as to reverse the lack of experience in "reclaiming new markets", the lack of knowledge in the market and products, and the pessimism and depression resulting from it.

2. keep people in business and highlight the inspiring culture.

Management reserves and succession plans become the necessary development items of sales team due to the characteristics of sales.

Therefore, the establishment of corresponding evaluation mechanism can enhance the management quality while broadening the channel for individual development.

First of all, the core competency of the core group should be evaluated scientifically. Secondly, on the basis of evaluation, a clear training plan should be set up, so that salesmen can have management development channels beyond professional experts, and effectively integrate personal growth with team growth.

There are usually three ways to develop salesmen in the organization: first, the senior salesperson, through the improvement of business management, constantly enriches and accumulates business management and personnel management experience, and becomes a career sales management talent. Secondly, senior salesmen are constantly teaching new and other colleagues through industry experience, product and service knowledge, constantly improving teaching contents and teaching methods, and becoming professional sales trainers. Third, the Senior Salesperson has been the top sales consultant or expert through the diversification of sales products, the improvement of business negotiation experience and skills, and the accumulation of customer types.

In practice, this kind of talent is difficult because of its long growth cycle and its success.

It is suggested that the corresponding personnel development platform should be established according to the specific management and business characteristics of the organization. At the same time, the development mechanism of such personnel should be combined with the configuration and development of the team, so as to minimize the voluntary turnover intention.

We must recognize that effective incentives and retention of sales staff to help them improve job satisfaction not only guarantee business stability, but also improve customer service quality and customer value, which is a key means to realize shareholder value and realize enterprise value added.