4-1专业化营销团队的组建运作与管理

PICC石家庄分公司团险培训专业化营销团队的组建、运作与管理WilsonYeung杨永彪2005年10月19日TrainingObjectives培训目的1.Thegistofsalesmanagement销售管理的宗旨2.Howtobuildandmanageasuccessfulsalesteam如何建立和管理一个成功的销售团队3.Identifythemosteffectivewaytomotivatestaff运用最有限的方法激励员工Inflation通货膨胀1995年，每升汽油2.4元，2005年每升汽油4.5元假如每年通胀是7%10元的一顿饭在十年后大概要20元才可吃到同样的一顿饭Evolution演变进行时通讯飞鸽传书BP机的出现手机的诞生（大哥大）手机不的断更新Youcan’tchangethedirectionofthewind,butyoucanadjustmysailstoalwaysreachmydestination.-JimmyDean你不能改变风的方向，但是你能够调整航行而最终到达彼岸。SuccessIsAChoice事成于行（成功是一种选择）TheBiggestChallengesForSales对于销售人员的最大挑战Competition竞争Price价格Product产品Commission手续费Customer客户Environment环境Company公司成功的系统你的事业计划寻找准客户接洽寻求事实设计方案演示方案销售结尾处理异议递送保单FormingASuccessfulTeam组建一个成功的团队Recruit/SelectTheRightPeople雇佣/选择合适的员工DevelopCareerAdvancementBuildTrainingSystem建立培训系统GroomAgentsLeader培养代理人团队的领导人EstablishPerformanceManagement/RewardSystem建立绩效管理/奖励系统RetainPotential/GoodStaff保留有潜质的/优秀的员工Thisguideisdesignedtohelpallleadersunderstand:设计此指南以帮助所有领导了解•Thebenefitsofmanagingactivityfortheirsalespersons管理活动对于销售人员的益处•Thebenefitsofmanagingactivityforthemselves,and管理活动对他们自己的益处，及•Thestepsofmanagingactivity管理活动的步骤Whatactivitymanagementisnot所谓活动管理并不是Administration行政Complicated复杂的Quick急促的Whatactivitymanagementis所谓活动管理是Effective有效的Sophisticated熟练的Professional专业的Whatactivitymanagementrequires活动管理需要的是Discipline纪律•Regular1:1meetingswithsalesperson•通常与销售人员进行一对一会谈•Goodunderstandingofsalesperson’sgoal•很好地了解销售人员的目标Step1步骤1Usingtheforwardplanningdocument,calculatethenumberofappointmentsrequiredeachweekforeachsalespersoninordertoachievetheirgoal.为了达到他们的佣金目标运用促进计划表计算每周每个销售人员所需预约的数量Step2步骤2Documentthenumberofappointmentseachsalespersonneedtocompleteeachweek.记录每个销售人员每周需要完成的预约数量Step3Convinceeachsalespersonthatallotherthingsbeingequal,iftheyundertaketherequirednumberofappointmentseachweek,theywillachievetheirgoal.付出总有回报，如果他们执行每星期需要的预约数量，他们就会得到相应的手续费Step4步骤4Issueaweeklyactivityplanner/monitoringtool(e.g.theweeklySalesPlannerforSuccess)toeachsalesperson–everyweek.每周向每个销售人员公布一周的活动计划/监督工具（如，每周成功销售计划）Step5步骤5Ensureeachsalespersonhassufficientpre-bookedappointmentsintheirdairytoachievetheminimumnumberofappointmentsrequired.Itmaybenecessarytobookmorethanthenumberrequiredinordertoallowforcancellations.保证每个销售人员日志中有足够的预约以达到所需的最少预约数量。有必要做多余所需数量的预约以备某个预约的取消Step6步骤6Insistthateachsalespersoncompletesandthenhandsacopyoftheweeklysalesplannertoyouattheendofweek.强调每个销售人员完成并在周末交一份每周销售计划给你Donotdelegatethisactivitytoaclerk/secretary.不要将此项活动交给员工/秘书代理Step7步骤7Reviewthenumberofappointmentsactuallyundertakenwiththenumberrequired(asperyourlist).回顾实际执行和所需预约的数量（你的每一张清单）Step8步骤8Wherethenumberofappointmentsundertakenequalsorisgreaterthantheminimumrequired,praisethesalesperson.如果执行预约的数量等同于或超过所需预约的最小数量，表扬销售人员Thisisparticularlyimportantifinanyparticularweek,thesalesispoor.如果在任何一周销售很低，对销售人员的表扬就更加重要了Step9步骤9Wherethenumberofappointmentsundertakenislessthantheminimumrequired-takeaction!-Donotdonothing.Todonothingistofailthesalesperson.Thisactionshouldstartwithafacetofacemeetingtounderstandwhythenumberofappointmentswaslessthantheminimumrequired.Itmighthavebeen:如果执行的预约少于所需的最少预约时－注意！－不要什么也不做。什么都不做是失败的销售人员。要面对面的开始分析为什么预约的数量少于所需的最小数量。也许是：•Toolittleprospecting潜在客户太少•Toofewpre-bookedappointments提前预约太少•Toomanycancellations取消预约太多Step10步骤10Whenyouhaveestablishedtheactualreasons,documentinanactionplanwhatthesalesperson(andyouifnecessary)isgoingtodo.Thismightbe:当你已经找到真正的原因，要反应到行动计划上，说明什么是销售人员（和你－必要时）应该做的。也许是：•Moreprospectingfornewclients多开发新客户•Contactingexistingclients联系现有客户•Planningthediarybettertoincreasetheamountofsellingtime.在日志上计划增加总的销售时间Step11步骤11GobacktoStep3!回到步骤3！Overtime,therewillbetwomajorbenefits:到此为止，有两个主要益处1.Youwillensurethesalespersonisbusy,achievestheminimumnumberofappointmentsrequiredtoachievehis/hergoal,and,你将保证销售人员工作忙碌，完成所需最少预约数量以达到他/她佣金目标2.Youwillbeabletoestablishatrainingprogramwheretheratiosfallshortofthenorm,e.g.whydoesonesalespersonneedtomake100phonecallsinordertobook10appointmentswhenanothercanmake20callsandbook10appointments,orwhydoesonesalespersonmake5salesfrom10appointmentswhereasanotheronlymakes2sales?当销售量低于标准时你能够建立培训计划，如，为什么一个销售人员为了10个预约要打100个电话而其他人才打20个电话，或者为什么一个销售人员可以在10个预约客户中销售5单而有的销售人员只销售2单？Asstated,activitymanagement如所述，活动管理requiresdisciplineandthisiswheremostpeoplefail.需要纪律而这就是许多人失败的地方Activitymanagement活动管理mustbedone必须everyday,每天做，everyweekand每周做和，everymonth每月做TheSecretWeaponsForSalesManagement销售管理的秘密武器ProducerPremiumisdrivenby5keydrivers:销售人员的保费有5个关键的驱动力No.ofSalesUnit销售单位的数量No.ofproducers/Units销售人数/单位数Activityratio活动比率No.ofcases/activeproducers活动人均件数Premium/case件均保费Premium保费=No.ofproducers销售人数No.ofproducers销售人数Salesunits销售单位数A/R活动率xNo.ofcases件数Activeproducer有绩效的销售人数PremiumCase件均保费xxxProducerDevelopment增员Recruitment&retention招聘&保留Productivity生产力Skilltraining&development技巧培训&发展Whichkeydrivercreatesthegreatestimpact?哪个关键驱动力最有影响力Keydriver1:Increasetheno.ofproducer关键1:增加销售员的数量No.ofproducers销售人员数量Activityratio活动比率No.ofcases/activeagent活动人均件数Premium/case件均保费Whatisthegrowthimpact?对增长的影响200435%3$5002,000$12,600,0002,20035%3$5002005$13,860,000110%