How to be an excellent regional manager

The company has developed rapidly all the way, and there are a group of overseas regional sales personnel, most of whom are called regional managers or sales representatives, as a link between manufacturers and distributors. However, there are still some shortcomings in some aspects, and it is necessary to strengthen learning and improve comprehensive business ability in order to truly meet the development needs of the company. To be an excellent regional manager, you should do the following:

Regional managers should be able to "think"

"Think", that is, the regional manager should have certain planning ability. Most foreign regional managers of manufacturers carry out sales work in designated regional markets. All sales work in this area, including basic work such as market research, market planning, customer development, customer management and complaint handling, must be completed by the regional manager.

How should regional managers think and plan to do all this well and ensure the sustained and healthy development of regional market sales?

1. The regional manager must have an overall market plan for the regional market he is responsible for, including phased sales targets, how to lay out the sales network, what kind of dealers to choose, what kind of products and price combinations to cut in, and what kind of promotion methods to adopt.

2. In the process of developing and managing dealers, regional managers often encounter many problems, such as dealers complaining about high product prices, market difficulties, recruitment difficulties, financial difficulties, quality accidents and so on. In order to deal with these problems, the regional manager must use some strategies, and these strategies need careful planning by the regional manager.

3. The regional manager should also act as the consultant and helper of the dealer, find the opportunities and problems in the development of the dealer, provide guidance for the development of the dealer, and help the dealer plan promotional activities and public relations activities.

Only when the regional manager is the chief planner can the sales performance of the market he is responsible for grow faster and more steadily; Only when the regional manager helps the competent dealer to make suggestions can he win the trust and recognition of the dealer, make full use of and give full play to the distribution function of the dealer, and ensure the health and stability of the sales network.

Regional managers should be able to "listen"

"Listening" means that the regional manager should have the ability to listen. In the process of communicating with dealers, many regional managers talk a lot as soon as they come to the door, and whether the dealers want to listen or not, they often fail to achieve the effect of visiting and communicating. In fact, whether communicating with dealers or handling customer complaints, listening is more important than speaking. Why?

First, listening can let you know each other's personality, hobbies and interests;

Second, listening can let you know what the other person is thinking and what the other person's real intention is;

Third, listening can make the other person feel that you respect him and attach great importance to his ideas, so that he can let go of his burdens and concerns;

Fourth, when the other party has a lot of complaints about the manufacturer, listening can let the other party vent and eliminate the other party's anger;

Fifth, listening can give you enough time to think about how to respond to each other strategically.

How does the regional manager listen?

1, eliminate interference, concentrate, actively participate with an open attitude and listen to customer statements;

2. Listen to all the contents clearly, sort out the key points, and listen to the emotional color in the other party's words;

3. Retell the information you hear, record the key words quickly, and improve the memory effect of listening;

4. Respond with appropriate body language, ask appropriate questions, keep silent in time, and let the conversation continue.

The regional manager should be able to "write"

"Writing" means that the regional manager should have the ability to write general official documents. Many regional managers may have this experience: regional managers often call you to report that this competitor is promoting sales and that competitor is reducing prices, asking you to give him policy support.

If you ask him to write a written report, the regional manager can't send it back on time, or the report written back is unclear and unclear. Why is this happening? Because many regional managers can't write reports at all or can't write them well.

How to improve the writing ability of regional managers?

1. When regional managers report their work and request policy support, the sales supervisor should ask them to report in writing as much as possible;

2. For regional managers, hire professionals to conduct official document writing training, or buy relevant books to organize regional managers to study;

3. Ask and encourage regional managers to write more articles on sales experience and publish them in internal publications or some professional magazines, and give appropriate rewards to those who successfully publish articles.

The regional manager should be able to "talk"

"Say", that is, the regional manager should have certain persuasion ability. The regional manager is the permanent representative of the manufacturer, and the basic information, product characteristics and sales policies of the manufacturer are passed on to the dealer through the regional manager.

When the regional manager communicates with the dealers about the manufacturer's policies, some dealers quickly know and understand the manufacturer's intentions, some dealers don't know or understand the manufacturer's intentions, and some dealers are disgusted with the manufacturer or even cut off their cooperation with the manufacturer. Why did these things happen? The reason is that different regional managers have different persuasion abilities.

How can regional managers improve their persuasion ability?

Before the regional manager formally convinces the distributor, he should make full preparations:

1. First of all, please ask the relevant person of the dealer or the dealer himself to understand the needs of the dealer, that is, what he is thinking, what he wants and what he is worried about, so as to prescribe the right medicine;

2. Secondly, according to the needs of dealers, draw up a persuasion plan, write down how to persuade dealers, and touch him from which key points, and keep it in mind;

3. Third, the speech should be vivid, concrete and operable. In the process of sales persuasion, it is necessary to specifically talk about when, where, who, what method to use and what effect can be achieved after implementation;

4. Finally, from the dealer's point of view, help him analyze his own situation, let him understand that the manufacturer's policy can help him improve his own situation, explain the specific operation method of the manufacturer's policy, and describe the benefits and values that can be brought to him after implementing the manufacturer's policy.

Regional managers should be able to "teach"

"Teaching" means that regional managers should have certain teaching ability. The reason why an excellent regional manager can maintain a high sales performance is because he can effectively integrate resources and improve his business level and ability by training and guiding the dealers in his own regional market, the regional managers of dealers and the end customers of dealers, so that they can be as excellent as themselves.

What does the regional manager teach dealers, dealers' second network managers and terminal network customers?

1, product knowledge, teach them the technological process, main formula, main selling points, differences from competing products, features and functions, usage methods, etc. ;

2, business methods, teach them how to do market planning, how to develop offline customers, how to manage offline customers, how to establish a good customer relationship with offline customers, how to deal with offline customers' objections and complaints. ;

3. Guide the operation, and constantly discover the problems existing in the actual operation process of dealers and their second-level network management, such as poor distribution, slow development of regional markets, and low efficiency of effective sales time. And put forward improvement suggestions and opinions to them, so as to improve sales execution.

Regional managers should be able to "do"

"Doing" means that the regional manager should have strong execution ability. Many regional managers may have this experience: subordinate regional managers clap their chests at the beginning of the month to assure you what sales targets will be achieved this month, and they also have a series of strategies and measures to achieve sales targets, but the sales plan is always frustrated at the end of each month.

Why is there such a deviation? The execution of regional managers is not high. Many regional managers are generally free at the beginning and middle of the month. By the end of the month, they are like ants on hot bricks, constantly urging dealers to report their plans and pay back the money.

The distributor's distribution ability is not entirely determined by the distributor, but depends on how many terminal outlets he has and how many of these terminal outlets are effectively controllable. And all this needs the regional manager to sink to the end day after day and year after year to understand it. Therefore, regional managers must have strong execution.

How can regional managers improve their execution?

1. The regional manager should have clear goals, including annual sales target, monthly sales target and daily sales target; Second, the regional manager should form the habit of planning, especially the daily work plan, and determine the sales plan for the next day that evening, and plan when, how long, where to visit customers and what knowledge to reach with customers.

2. The regional manager should get into the habit of reviewing, return to his residence every day, briefly review and summarize the completion of the sales plan, the success or failure of sales, existing problems and matters that need the support of manufacturers, and write them in the sales diary.

3. Regional managers should strengthen business training and learning to improve their sales skills, including customer negotiation ability, communication ability and time management ability.

The value of a good regional manager

Of course, during the business trip abroad, the regional manager experienced great physical, psychological and work pressures, far exceeding what most people saw. If a person can stand the test of working abroad and cultivate himself into an excellent regional manager, then he must be a person worth cultivating. For an enterprise, an excellent regional manager can be said to be a valuable asset.