How do companies in the agricultural input industry (such as fertilizers and pesticides) assess marketing managers?

What should I use to assess you---my fertilizer marketing manager?

How to assess marketing managers has always been a headache for HR in fertilizer companies. Recently, in the face of the complicated sales situation in the fertilizer market, Fertilizer at a Glance reporter Maomao interviewed HRD Director Ma of a listed fertilizer company in Henan. As a senior human resources expert in a fertilizer company, he introduced to the reporter some of the things he summarized A set of assessment indicators for fertilizer sales personnel. This set of experience has been applied to companies such as fertilizers, pesticides, seeds, and feeds, and is quite well-known in the industry.

1: The number of customers in Mobai

Without strangers visiting, how can we get customers? Everyone knows this. Our cooperative customers or potential customers are found and selected from the vast ocean of strangers visiting us. The more customers we visit and the more customer information we have, the more likely we are to find cooperative customers. This requires sales staff to have a professional spirit, work tirelessly, not be afraid of rejection, and be sincere and sincere. It's understandable that new salesmen are afraid of strangers and timid, but you can't condone it. An ugly daughter-in-law always has to meet her parents-in-law, and you can't be shy when it comes to selling. Enterprises must make strict regulations in the assessment and set a minimum number of customers that sales personnel must meet in a day or a week. Looking at the overall situation in the fertilizer industry, if a good salesperson does not meet with three to four customers a day, he will undoubtedly fail. Some sales staff do not make sufficient preparations in advance when visiting customers. They do not make appointments or collect information about the people they want to visit, and rush into the battle. As a result, the gatekeeper at the customer's door gets rid of them. I once heard a salesperson from an insurance company say that when he visits a customer, he is happiest when the customer is not at home. This can not only comfort the soul, but also provide excuses for failure. Some salespeople always rant in their work reports that the road is difficult to navigate, the factory is difficult to find, the face is ugly, the people are difficult to see, and they cannot get out with the first kick. Such salespeople may have the same mentality. Therefore, no matter what tactics our sales staff adopt, whether they are superior or inferior, the first rigid indicator for evaluation is to meet people, meet people, and bring back the information of the people they met and the status of the interviews. If a salesperson always complains about not being able to meet with customers, do you still expect him to sell the company's products?

2. The number of new customers developed

The number of new customers developed is the most basic indicator to measure a salesperson and is a full reflection of the professionalism of a salesperson. If an enterprise wants to develop, its market size must continue to increase. Without new customers, how can sales increase? The company must stipulate the number of customers that sales staff can develop every month or every three months. Of course, the determination of this indicator must be scientifically determined based on the background of the salesperson, and cannot be a one-size-fits-all approach. The indicators for new salespeople can be lower, while the indicators for senior salespeople must be higher. Of course, what the company needs to do is to support new salespeople. Even if they develop a small number of customers, or the early sales volume is not enough to maintain sales expenses, the company must give them recognition. After all, flies are also meat. , who can say that it cannot become an eagle-level customer in the future.

Some companies promote sales lists, and monthly sales results are posted directly on the wall. At each sales meeting, outstanding sales staff are given awards and certificates with great fanfare, in order to encourage sales. personnel effects. Because of the particularity of the fertilizer industry, a salesperson's performance cannot be outstanding in a short period of time, so we must give the salesperson a certain amount of time to transition. Of course, we are assuming that the salesperson wants to do something. But if a new salesperson fails to meet the target of new customers for three months or more or has no new customers at all, or if a senior salesperson only maintains the same few old customers as before, then this salesperson Something must be wrong. The former may be due to slacking off at work, or there may be problems with sales methods and techniques; the latter may be contemplating job-hopping, and the heart is lost in Cao Ying; of course, it may also be that the company's incentive mechanism is not in place. In short, companies must address these issues. Take measures to deal with the situation.

3. The number of lost old customers

Old customers are an inexhaustible source of happiness for sales staff. When a salesperson has several old customers, his life is quite comfortable.

Old customers know their roots well, have cooperated with them for a long time, are familiar with the products, have deep brotherhood, and their sales have always been stable. Therefore, some sales staff have neglected the management of old customers. If you have a yellow-faced woman at home, if you ignore her for a long time, she will suddenly rebel against you, let alone a customer. When a salesperson has something to do, he might as well go to an old customer often and give him a few small gifts. If an old customer has a wedding or wedding, go to him or send him an invitation letter for any event held by the company. These are small things, but they cannot be ignored. After all, humans are emotional creatures, and truly maintaining a cooperative relationship often involves factors beyond the product itself. Sales staff should treat old customers with the same enthusiasm and passion as they treat new customers. Some sales staff suddenly find that one day the sales volume of old customers begins to decline, or the product is discontinued or even not used at all. At this time, he calls in a hurry. So the customer has no choice but to tell you: bird flu, swine fever, raw materials are rising. These are all reasons for formula adjustment. Do you believe it? If you believe it, it means you are missing a string in your head. Why do you need to be operated on to adjust the formula? It's obviously because you're not good at tricks and you haven't been working diligently during this period.

For the loss of one old customer, we may not be able to make up for the loss of two new customers. The loss of old customers not only causes us to lose stable sales, but also has a negative impact on the company's products and reputation. Competitors took advantage of the situation and we lost this market. Are you sad? If a salesperson loses customers one after another, not only him, but as a responsible company, we all need to calm down and write a "diagnosis" for him.

There is no eternal feast, but why can’t we keep this feast going longer?

4. Sales growth rate

Is sales growth easier said than done? But if a company's sales don't grow, what's the point of hiring a group of salespeople every year? Where do the sales staff's huge business expenses come from? In the long run, the most important indicator for sales staff evaluation is the sales growth rate. The growth of sales can be broken down from two aspects. One is of course that the development of new customers brings new sales, which needs no elaboration. What about the other one? Everyone may have overlooked the sales growth brought by old customers. Many salespeople are just satisfied with the stable sales volume of old customers and snicker on the sidelines, but forget that old customers will bring them new performance growth points. Some sales staff take the initiative to seek answers for old customers. They have already used it and cannot add more. Think about it from your perspective. If your company is developing, won't your customers be developing? Even if customers are already saturated with this product, can’t you try another product? When we buy a pot in the supermarket, the smart salesperson will definitely recommend a spatula, bowls and chopsticks, or even a rag. I don't believe it. If he can use multi-dimensional, can't he try multi-mine? Business opportunities are everywhere. On the basis of the company's current product sales, a salesperson expands the scope of transactions and recommends other products or new products of the company, which is a reflection of his dedication and wisdom. Some salespeople are only satisfied with selling one product to customers for a long time, so how can their sales increase? We must clearly understand that it is ten or a hundred times easier for us to recommend a new product based on good interpersonal relationships with old customers than it is for us to recommend it to an unfamiliar customer.

5. Return rate

When a salesperson sells a product, his sales behavior does not end. If the payment is not recorded in time, the so-called performance will still be on paper; if it cannot be recorded in the accounts for a long time, it will bring a nightmare to the company. Therefore, companies need to assess the payment collection rate of sales staff. Sales staff should strengthen their assessment of customers' creditworthiness and payment ability, and increase efforts to collect payments. The payment will be recovered within the time limit specified in the contract. If the payment for goods is not recorded in time within the agreed time, the sales staff must clarify the reasons and cannot leave it alone. From what I know, some companies have their sales staff directly follow up on the payment, while some companies are afraid that the sales staff will have a difficult time, so the company's financial staff or other full-time personnel collect the payment. But I think a good way to collect money is: in the first stage, the salesperson will follow up. After all, the salesperson is one of the parties, understands the situation, is familiar with the personnel, and can be easier to talk to; in the second stage, the company's financial personnel will follow up the goods. payment, applying pressure. In short, every payment must be carried out in a standardized manner within the agreed period. While salespeople develop the habit of timely reminders, they are also helping customers develop the habit of timely payment.

Facts have proved that if we strictly follow the contract, customers may be a little unhappy at first, but over time, we will win the standardization of sales behavior and the respect of customers. That kind of contract is just a formality, based on human feelings, and if you ignore it when it expires and treat customers submissively, it will only accumulate more and more payment, and it will become increasingly difficult to collect it in the future. To be honest, if you are not in a hurry to get it, of course I will use it first. These days, no one is stupid. When you change your mind one day and pursue the matter again, it's hard to say that it won't be the time to fall out. Do you think the salesperson's repayment rate is important as a rigid indicator for assessment?

6. Whether the filling in the sales log is standardized or not

I believe that every company will require sales staff to fill in the sales log and a series of forms designed around the sales log. The sales log is a necessary tool to comprehensively record the sales staff's work throughout the day. When filling in the sales diary, in addition to writing down the work situation of the day, it is also necessary to indicate the detailed information of the customers visited. It is also necessary to make a brief summary of the sales situation of the day. What is the reason for the transaction and what is the reason for rejection? What questions did customers ask? Which ones can be answered by oneself, and which ones need to be clarified to customers in the next communication... All of these must be written seriously, truly, and clearly in the sales log. These must be reviewed by the sales manager and CEO, and the corresponding reimbursement documents must be confirmed to be true and correct before relevant reimbursement procedures can be handled. But in fact, the sales logs of many companies are just a formality and are not strictly implemented. Some companies even have sales log management and reimbursement out of touch, resulting in loopholes in management. The consequence is that a certain month of a certain year may be One day, the salesperson was meeting classmates and netizens; playing games in an Internet cafe and traveling to scenic spots. As a result, transportation, accommodation and other expenses were all paid by the company.

The standardization of filling in the sales log is a rigid indicator for the evaluation of sales personnel. It should start from the daily basis, assign a person to be responsible, and work unremittingly until the end. In this way, the sales behavior of the sales staff can be standardized, and sales management It won't fail.

7. The level of sales expenses

Enterprises cannot be stingy in the management of sales expenses of sales staff, but they cannot blindly issue as much as they apply for. Some salespeople will accept orders worth three thousand or five thousand. They go out on a business trip and place few orders. When they come back, they have a lot of bills and they have to use them all. Under normal circumstances, the sales expenses of sales personnel are relatively proportional to their performance, but the situation is often the opposite. The majority of sales expenses of many companies are spent on sales personnel who have no performance; while those sales personnel have stable customers and stable sales. The sales expenses are not much. This also applies to the "2080" rule: that is, salespeople who spend 20% of the company's sales expenses bring 80% of the company's sales performance. Salespeople who spend 80% of the company's sales expenses only bring 20% ??of the company's sales performance. However, if an enterprise wants to develop in the long term, reserve sales talents, and form a sales team, it has to bear this seemingly disproportionate expenditure. But once this expenditure is paid, it must be implemented in practice. Enterprises take the level of sales expenses of sales personnel as a rigid indicator for assessment, which is to let sales personnel plan scientific routes when traveling, save when they can, spend less if they can, and spend less if they can, and develop a hard-working and hard-working attitude. The professional habit of being diligent and thrifty also prevents individual sales personnel from misappropriating sales expenses, committing fraud, and enriching themselves. Enterprises must have a principle in the management of sales expenses: neither allow sales staff to be timid outside, nor allow sales staff to be lavish outside.

8. "Bad debts, bad debts, dead debts" ratio

As the person in charge of an enterprise, I really don't want to mention these six words. However, in sales behavior, as long as the sales behavior exists for one day, these "three accounts" may exist. Many companies clearly stipulate in the system the "dividend" ratio between sales personnel and the company in the "three accounts", but this is only a literal constraint, and it is difficult to implement it. If "three accounts" do appear, the company must strictly pursue them. That is the time for the sales staff to walk away and part ways with the company. That being the case, why can't we nip the problem in the bud and nip these "three accounts" in the bud as much as possible? Judging from my many years of sales experience, a small part of the "three accounts" does not exclude force majeure such as company bankruptcy or fraud from the beginning. Most of them are caused by the sales staff's irregular sales behavior.

There is no contract, no delivery and customer receipt vouchers, no evidence to check, no basis; there is no timely payment and collection, which leads to nothing; there is no timely follow-up and handover of personnel changes, resulting in the successor's account being ignored. ; Blindly shipping goods, the backlog of payment is increasing, exceeding the customer's ability to pay, so they simply cheat, refuse to accept the account, etc.

From the perspective of process control of sales behavior, if the salesperson signs the sales contract from the beginning and clearly specifies the time of payment, the payment will be promptly recovered at the time of payment, and the payment will be adjusted based on the progress and amount of payment. As for the delivery progress and quota, once there is any trouble with the customer, we will increase the intensity of payment collection, which can completely reduce the risk to a certain range. We must clearly tell the sales staff not to be blindly optimistic when the goods are shipped and the payment is not recorded in the account. In business, that may be a pie or a trap.

The occurrence of "three accounts" is related to the sales staff's inability to follow orders, slackness in collecting payments, and lack of responsibility and professional ethics. Even if a good salesperson cannot get the payment back on time, at least he can get the product back. In this way, wouldn't the company bear less losses?