通过激励销售团队以提升销售业绩

ImprovingSalesProductivitybyMotivatingtheSalesForce通过激励销售团队以提升销售业绩AnalysingYourSalesForcePerformance分析你销售团队的业绩•Top20%salespeopledelivering80%ofyoursales;or顶尖20%的销售人员为你产出80%的业绩；还是•Top4%salespeopledelivering64%ofyoursales?顶尖4%的销售人员为你产出64%的业绩？TopSalesPeopleDon’tNecessaryBecomeGoodSalesManagers.Why?卓越销售员不一定就是优秀的销售经理。为什么？Lessthan15%ofsuperstarsalespeoplesucceedinmanagement少于15%的顶尖销售人员能够成为称职的经理IfSalesPeopleDon'tPerformtoExpectations,WhoisResponsible?如果销售人员业绩欠佳，谁该负责？WhoistheBestSalesPerson?哪位是最优秀的业务员？No.OfClientMeetings客户会面次数SalesmanA191SalesmanB78SalesmanC63No.OfClientMeetings客户会面次数ProposalsSent提议书数量No.ofSalesClosed成交数量SalesmanA19112334SalesmanB787843SalesmanC633025WhoistheBestSalesPerson?哪位是最优秀的业务员？No.OfClientMeetings客户会面次数ProposalsSent提议书数量No.ofSalesClosed成交数量SalesValue销售金额SalesmanA19112334340,000SalesmanB787843500,000SalesmanC633025360,000WhoistheBestSalesPerson?哪位是最优秀的业务员？No.OfClientMeetings客户会面次数ProposalsSent提议书数量No.ofSalesClosed成交数量SalesValue销售金额GrossProfit毛利SalesmanA19112334340,000100,000SalesmanB787843500,000200,000SalesmanC633025360,000200,000WhoistheBestSalesPerson?哪位是最优秀的业务员？WhatwillbeYourAdvicetoSalesmanA,BandC?你会给业务员A、B及C什么建议呢？ChallengesinSalesManagement销售管理遇到的挑战•Only19%ofeffectivenewbusinessdevelopersareeffectiveatmaintaininglong-termcustomerrelationship只有19%的新客户开拓人员能够与客户保持长远良好关系•Lessthan15%ofkeyaccountmanagersarecomfortabledevelopingnewbusinesses只有15%的客户经理对发展新客户感到适意ChallengesinSalesManagement销售管理遇到的挑战•Nearly65%ofsalespeoplewhofailcouldhavesucceededintherighttypeofsalespositionfortheirskills将近65%的表现欠佳的业务员能在更合适的销售岗位上创造更优越的业绩•Nearly70%ofstrongcustomersupportandservicestaffareabletomaintaincustomerrelationships将近70%的客服人员能够与客户保持良好长久关系•60%ofsalespositionfailuresarerelatedtoindividualswiththewrongskillsfortheposition60%的销售人员无法胜任其职是因为个人技能与岗位不匹配WhatisMotivation?什么是激励？Motive+Action动机+行动Motive=ChancesofSuccess+AmountofEffort+ExpectedPayoff动机=成功概率+所需精力+预期回报MythsAboutMotivatingSalesPeople激励销售人员的误区•Salespeopleareprimarilymotivatedbymoney销售人员最基本的激励是金钱•Salescompetitionscanmotivatesalespeople销售竞赛能够激励销售人员•Bigjobtitlesareneededtoretaintopsalespeople如果要留住顶尖销售人员就需要给他们职位较高的职衔WhydoSalesPeoplebecomeSalesPeople?销售员为何成为销售员？•Autonomy自主自由•Directlylinksefforttosuccess能够看到付出所产生的结果•Likestodealwithspecificobjectives喜欢目标明确的工作WhydoGoodSalesPeopleLeave?卓越销售队员为什么会离职？ReasonsWhySalesPeopleLeave销售人员离职的主要原因•Lackofcareerdevelopment欠缺职业发展•Unfairtreatment不公平的待遇•Togetapromotionsomewhereelse到他处升职•Havingtheirautonomyrestrained自由受到约束•Didnotfeelappreciated没有受到重视•Lackofsystematictraining&coaching欠缺系统式的培训与辅导BalancingbetweenNewandOldSalesStaff在新、老销售人员之间取得平衡•OldSalespeoplecan老销售能够:–Shareexperience分享经验–Provideguidance给予辅导–Berolemodels成为榜样BalancingbetweenNewandOldSalesStaff在新、老销售人员之间取得平衡•Butoldsalespeoplesometimes但老销售却有时会:–Hoardthebestleadsandterritoriesawayfromnewsalespeople将最好的销售线索及地域隐藏，不给新销售员–Usetheirclouttoresistchangesormakeunreasonabledemands使用他们的影响力抵制改革或漫天要价–Makethingsdifficultforpromisingnewsalespeople排挤有潜力的新销售人员WaystoDealwithErrantExperiencedSalesPeople如何处理跋扈的老销售•Compareyoursalesteamwithyourcompetitors'那竞争对手的销售团队与自己的团队进行对比•Gettingnewsalespeopletosetgoodexamples让新人树立好榜样•Nevergiveintounreasonabledemands针对不合理要求不作出妥协•UseagoodCRMsystem使用良好的CRM系统WhatElsetoMeasureBesidesSalesTurnover除了销售业绩以外的评估标准•GrossProfit毛利•NewBusinessesBroughtIn挖掘新客户•StrategicCustomersBroughtIn获得的战略客户•RetentionandGrowthofExistingCustomers现有顾客的维护与增长•AbilitytoWorkAsaTeam团队合作能力•BeingAbletoProactivelyUnderstandCustomers’BusinessIssues能够主动地了解客户的商务需求•MakingSustainableImprovementsandProgressinSalesResults/SalesActivities推动持续的销售增长、业绩改善WhatareSomeBehavioursthatWinningSalesPeopleHavethatOthersDon't?成功销售人员会有哪些行为是一般销售人员没有的？WinningWaysofWinningSalesPeople成功销售人员的制胜法则•Theyaskquestionsregardingtheircustomersproblems,implicationsandwhatwillhappenifthoseproblemsaresolved他们针对顾客所面临的问题、问题产生的影响以及“如果那些问题能够被解决会发生什么？”来进行提问•Theyarepersonallyaccountableforcustomers'resultsandunderstandcustomers'businesses他们会为客户所想达到的结果负责到底，并深入了解客户的商务情况•TheyreachtoALLpeoplewhocaninfluenceovertheoutcomeofthesale他们会接触、联系所有会影响销售结果的人士WinningWaysofWinningSalesPeople成功销售人员的制胜法则•Theymatchtheirsalesprocesswiththeircustomers'buyingprocess他们会把注意力放在顾客的采购步骤，并将自身的销售流程配合客户的采购步骤•Theyseektobuildarelationshipwithnoagendafirst,ratherthanaimingthecustomers'pocketseverytime他们在初期与客户建立关系的时侯不期待任何销售结果，而是围绕顾客自身的情况开始谈话•Theycreatevaluebyprovidingadviceandinsightstothecustomer他们以提出建议、见解的方式创造价值，而不只是一个充当“会说话的宣传手册”39%ofacustomer’sdecisiontobuyfromyourcompanyisbasedontheeffectivenessofthesalesrepresentative39%的顾客是因为销售人员的表现而决定购买的TheR4oftheCustomer'sExperience客户购买经历的R4•Reliability可靠性•Relationship交情与关系•Responsiveness积极性•Resourcefulness资源整合行千里而不劳者，行于无人之地也Ifyoucanmarch1,000milesandnotfeeltired,youwillbeundefeatableQ&[e-mail],ORlogonto:://cydj001.blogbus.comfortheChineseupdates