8 Tough Indicators For Clothing Salesmen

In private conversations with many CEOs, it is agreed that sales staff assessment is a headache.

Because the Sales Department of a company is a special one.

1 number of strangers visiting customers

No stranger to visit, where to deal with customers, this point, we all know.

Our cooperative customers or potential customers are looking for and screening from a sea of unfamiliar visits.

The more the number of customers we visit, the more information we have, the more likely we are to find cooperative customers.

This requires salesmen to have a dedicated spirit, take pains, refuse to be afraid of rejection, and be honest and sincere.

The new salesperson is understandable but afraid of being shy.

Ugly daughter-in-law always sees her in law, and sells the bowl of rice.

Enterprises must make mandatory provisions for visiting strangers in the assessment, stipulate the minimum number of customers to be seen in sales staff in 1 days or 1 weeks.

In the overall situation of feed industry, if a good salesperson does not meet 3~4 customers in 1 days, it will be a failure.

Some salesmen did not make full preparations in advance when they visited strangers. They neither made reservations nor collected customers' data to visit, and hurried into the battle. As a result, the security guards at the doorway of the customer had settled him.

I once heard an insurance salesman say that when he visits his customers, he is most happy that his customers are not at home.

This can not only comfort the soul, but also make excuses for failure.

Some salespeople always say in their work reports how to make roads difficult, how difficult to find factories, how ugly faces are, how difficult people are to see, and how first feet can't kick out.

Therefore, we do not care about the means and methods adopted by salesmen. The first hard targets of evaluation are to see people, see people, and bring back the information and talks of the people they meet.

If a salesperson always complains that the customer does not give you the opportunity to meet, do you expect him to sell the company's products?

2 number of new customers development

The development quantity of new customers is the most basic index of a salesperson, and it is the embodiment of a salesperson's dedication spirit.

If the enterprise wants to develop, the market quota will increase constantly. Without new customers, how can the sales volume be improved? The enterprise should stipulate the number of sales people who develop every month or every 3 months.

Of course, the determination of this indicator should be based on the background of the salesperson and scientifically formulated.

New sales staff indicators can be low, Senior Salesperson indicators must rise.

For new salesmen, enterprises must carry out and support them, even if their development is small customers, or the volume of early sales is not enough to maintain sales expenses, enterprises must give affirmation.

After all, fly meat is meat, not to mention, who can claim that he can not become an eagle class salesperson in the future?

Some enterprises make great efforts in selling billboards, and their sales results go directly to the wall every month. Each sales meeting gives awards to outstanding salesmen in a big way, issuing certificates, in order to achieve the effect of motivating salesmen.

Because the particularity of the feed industry, the performance of a salesperson is unlikely to show water in a short time, so we have to give salesmen a certain time pition.

Of course, it is the premise that the salesperson wants to do something.

However, a new salesperson will not be able to reach the target of new customers or have no new customers for 3 months or even longer, or if a Senior Salesperson merely keeps the old customers in the past, then the salesperson must have a problem.

The former may be slack in work, maybe the sales methods and skills are problematic; the latter may be in the camp of Cao Ying, in the Han Dynasty, in the wake of job hopping; of course, it may also be that the incentive mechanism of the enterprise is not in place; in short, the enterprises should do well in response to these situations.

3 loss of old customers

Old customers are the source of happiness for salesmen.

A salesperson has several old customers on hand, and the days are still moist.

Old customers have long years of cooperation, high familiarity with products, and steady sales. Some salesmen neglect the management of old customers.

Salespeople should also visit their regular customers frequently, listen to some suggestions, eat a meal together on holidays, and have activities to send him an invitation letter. These are minor matters, but they should not be ignored.

After all, people are emotional animals, and those who really maintain cooperative relationships are those that exceed the product itself.

To treat old customers, salesmen should be enthusiastic and passionate like new customers.

Some sales staff suddenly discovered that one day, the sales of old customers began to decline, or the products were discontinued or even simply used.

So the client told him helplessly: the bird flu, the raw material is rising, the pig is very hot.

These are the reasons for prescription adjustment.

Did he believe it? He believed it.

Why do you need to adjust your prescription? It's clear that you are not concerned enough about customers.

The loss of an old customer may make up for two or three new customers.

The loss of old customers will not only cause us to lose stable sales volume, but also have negative effects on products and word-of-mouth.

When competitors enter the market, we lose this market in vain. If a salesperson loses his customers in a row, not only himself, but also a responsible company, we must calm down and open a "diagnostic book" for him.

4 sales growth rate

Sales growth is not easy? But if an enterprise does not grow in sales, how many salesmen will be recruited every year? How does the salesperson spend huge business expenses? From a long term perspective, the most important index of sales personnel assessment is the growth rate of sales volume.

The growth of sales volume can be divided from two aspects: one is, of course, the development of new customers brings new sales volume.

Another one? You may have overlooked the increase in sales generated by regular customers.

Many salespeople are only satisfied with the steady sales volume of their old customers. They laugh on the side, but forget that the old customers will bring him a new growth point.

Some salesmen take the initiative to find answers for their old customers: they have been used and added to them.

Think about it, do you think customers will not develop if you are developing? Even if customers are saturated with this product, can't you try another product? When we buy a pot in the supermarket, a clever salesperson will definitely recommend spatter, chopsticks or even a piece of cloth.

Business opportunities are everywhere. A salesperson, on the basis of the existing product sales, expands the scope of the paction, and recommends other products or products of the company, which is the embodiment of his dedication and wisdom.

Some salesmen are only satisfied with selling a product to customers for a long time, so how can they get the sales volume? We should clearly know that on the basis of good interpersonal relationship between our old customers, we recommend a new variety, which is ten times and 100 times more than that recommended to a strange customer.

In addition, shortening the use cycle of products and increasing the number of customers are also a good way to increase sales.

5 the rate of refund.

A salesperson sells products, and his sales behavior is not over.

If the payment is not recorded in time, the so-called performance is still on paper; if the long-term can not be accounted for, that is a nightmare for the enterprise.

Therefore, enterprises should examine the rate of return of salesmen.

Sales personnel should strengthen the evaluation of customer credit and payment ability, increase the intensity of the payment, and return the goods within the time limit stipulated in the contract.

The payment is not timely, and the salesperson must make clear the reason and not let it go.

Some enterprises are sales personnel directly follow up the payment, some enterprises are afraid of sales personnel difficult to do, by the enterprise's financial or other full-time personnel to collect money.

But the author thinks that a good way to collect money is to follow up the sales staff in the first stage. After all, the salesperson is the party concerned, the situation is familiar, the personnel is familiar, and the words are easier to say; the second stage is followed by other employees of the enterprise to put pressure on them.

In short, every payment must be standardized within the agreed time limit.

Salesmen are developing the habit of prompt money raising, while helping customers develop the habit of timely payment.

Facts have proved that if we strictly follow the contract, customers may just start to feel a little unhappy, but for a long time, we won the standardization of sales behavior and the respect of our customers.

That kind of contract is formality, and it is not a matter of feeling, nor is it due to maturity. The salesmen who are obedient to customers will only accumulate more money, which will become more and more difficult afterwards.

6 do you need to fill in the form of sales log and other related forms?

I believe that every business will require salesmen to fill in the sales log and a series of forms around sales behavior.

The sales log and other related forms are the necessary props to record the whole day's work of the salesman.

In order to fill in the sales log, in addition to writing a day's work, and showing the detailed information of the customer, we should make a brief summary of the day's sales: what is the reason for the deal, what is the reason for the rejection, what are the effective markets and the information of the same product, what are the problems that the customers have asked, which are the answers to which they can answer, which need to be explained to the customers in the next communication...

All these things must be conscientiously, truthfully and clearly written on sales lists and other related forms.

These are also audited by the sales manager and the marketing manager, and the relevant reimbursement documents must be determined after the authenticity of the reimbursement documents.

But in fact, many enterprises' forms such as sales log are formality and have not been strictly implemented. Some enterprises' sales log management is even divorced from financial reimbursement, resulting in loopholes in management.

The consequence is that one day in a certain month, a salesperson will play games in the Internet cafes and travel in scenic spots. The result is that the pportation fees and accommodation fees will be paid by the enterprises.

The form of sales log is standardized as a rigid index for salesmen's assessment. It is necessary to start from the daily routine, to be responsible for the task, to hold on to the end, so that the sales behavior of salesmen can be standardized, and sales management will not become a vacuum.

7 selling expenses

Enterprises should not be stingy in the management of sales expenses of salesmen, but they can not afford to apply as much as they want.

Some salesmen, three thousand or 5000, did not refuse to make a bad trip. They did not make a few orders. When they came back, they spent a lot of bills.

Generally speaking, the sales cost and performance of salesmen are directly proportional to the actual sales situation, but the actual situation is often the opposite. The sales expenses of many enterprises are mainly used in the sales staff who do not have the sales performance.

This applies exactly to the "20/80" rule: that is, the salesperson who spends 20% of the company's sales expenses brings about 80% of the sales performance of the enterprise, and the salesperson who spends 80% of the company's sales expenses brings only 20% of the sales performance to the enterprise.

However, if enterprises want to develop in a long-term way, they have to reserve sales personnel and form a sales team, so they will have to shoulder the disproportionate expenses.

The sales cost of the salesperson is the rigid index of the examination. It is to let the salesmen plan their routes scientifically, save the provinces, spend less, spend less, spend less time and spend less time on them, develop a habit of hard work and thrift, and prevent individual salesmen from encroachment on the sales expenses.

Enterprises must have a principle in the management of sales expenses: they can neither let salesmen shrink from the outside nor allow salesmen to be careless outside.

8 do we have bad debts, bad debts and bad debts?

As the person in charge of the enterprise, I really don't want to mention these 6 words.

However, in the sales behavior, as long as the sales behavior exists for a day, the "three accounts" will exist.

Many enterprises clearly stipulate the "bonus" ratio of salesmen and enterprises in the "three accounts" in the system, but this is only a literal constraint. It is difficult to carry out and difficult to get into the blue sky.

Indeed, the "three accounts" have emerged, and enterprises must be investigated strictly. That is the time when salesmen throw their arms around and leave their businesses.

That being the case, why can't we take precautionary measures to eliminate this "three accounts" as far as possible? In a small part of the "three accounts", we do not exclude the force majeure factors such as enterprise failure or fraud from the beginning, most of which are caused by the irregular sales practices of salesmen.

No contract, no delivery and customer receipt certificate, can not be dependent on, no evidence can be found; no timely refund, chase the money, let it go, resulting in nothing; personnel changes, did not promptly follow up handover, leading to the past regardless of the previous account; blind delivery, the more the backlog of goods, more than the customer's ability to pay, so customers simply play, do not acknowledge accounts.

From the point of view of the process control of sales behavior, if the salesperson signed the sales contract at the very beginning, he made clear the time to return the money, and promptly recovered the payment to the time of the refund. At the same time, he adjusted the delivery schedule and the amount with the progress and amount of the money back. Once the customer had a trouble, we would increase the intensity of the payment, so that the risk could be compressed to a certain extent.

We must tell the salesperson clearly that the goods are sent out and do not blindly optimistic when the accounts are not accounted for.

In business, it may be a pie or a trap.

The emergence of "three accounts" is related to the poor merchandising of salesmen, the slack of pursuing money, the lack of sense of responsibility and the lack of professional ethics.

A good salesperson even if he can't catch the money on time, at least he can recover the product.

In this way, enterprises do not suffer a little loss?

The above are 8 rigid indicators for sales personnel assessment, and enterprises can quantify the sales system and assessment system.

After writing, we do not stick it on the wall or in the office cabinet. What we need is execution, execution and re execution. If a good assessment system is not enough, it is just an empty word.

In short, the sales staff must be long-term assessment, and the sales personnel who have withstood the hard index assessment are often trained well enough to win the battle and win the battle.

Otherwise, a group of scattered salesmen is only equivalent to the recruitment of a number of professional killers, they will only "kill" the business customers, profits to hand over to competitors.