How To Train Salesmen In Small And Medium-Sized Garment Enterprises

Many small and medium-sized enterprises produced and sold by themselves clothing It is difficult for enterprises to find salesmen. Of course, recruiting people from outside is easy and labor-saving. The problem is that the temple is too small to keep people; Or he is willing to stay, but the enterprise is unwilling to want - people who have not performed for a long time do not want to waste even if the basic salary is no less. It seems that it is better for small and medium-sized garment enterprises to train their own salesmen.

People who do not know the product often cannot sell the product. It is better for small and medium-sized garment enterprises to select salesmen from within the enterprise. Everything should be fair and equitable. Since we have decided to seek from the employees, we might as well "test" from the employees and select the salesmen needed by the enterprise through the test. I have used this skill as a professional manager in enterprises, and the success rate is quite high.

How to take the exam?, Of course, it is the employees who register themselves - only those who are interested in sales can register. The HR director of the enterprise interviews to determine the candidates, unifies the time and exam questions, and selects the best after the exam. The enterprise organizes examination and recruitment personnel to carry out marketing knowledge training, and then arranges them to exercise in the market. The market not only cultivates them, but also eliminates unsuitable candidates, so that qualified personnel can grow up rapidly.

There are also job seekers who want to do salesperson Work, but also have no sales experience, do not understand enterprise products, how to do? The reason is the same. Let them know the product first! Arrange them to participate in product assembly or parts production on the production line, so that they can understand each link of product production, understand the product type, and master the basic maintenance skills of the product. Organize a product knowledge exam for one month or three months, and arrange the qualified ones to try to use in the position of salesperson. It is also to train marketing knowledge first, and then to practice in the market.

Once the salespersons trained in this way grow up, they are not only market developers, but also after-sales service personnel. They can often cooperate with enterprises for a long time. On the one hand, because he knows the products of the enterprise, he can often find out the negotiation ideas of the other party, especially for the suppliers who will deal with the procurement for a long time in the later period. In the final analysis, it is the enterprise that fosters him. He has witnessed the development of the enterprise, and also grows together with the enterprise. He is the backbone of enterprise development.

When I say this, it's very simple, but small and medium-sized enterprises It is not easy to implement. Because the selection of talents is a two-way selection process, the prices of some new pattern varieties rose slightly. Strive to maximize their own interests in transactions and cooperation. Third, many strategies in the negotiation were designed and implemented face to face. Test the vision of both the boss and the talent. However, I feel that all aspects of enterprise management are original, which is convenient but not effective. The same is true for talent cultivation. It happened that an enterprise boss asked me for advice on the training and selection of salespersons, so I sorted out my answers for other enterprises in need.