What is a case assistant and what are the contents of the interview exam ~

The main tasks are: 1) standard process of office daily management 2) file management, data statistics, etc. 3) Making sales documents and statistical reports; 4) Assist in on-site sales. 5) Assist the site manager to manage the site.

Interview questions:

Question 1: What is the position of sales manager and what role should the sales manager play in the company?

Answer: The sales department is actually an executive department, so being a sales manager is a person who can make the executive department run efficiently, including how to complete the sales target set by the company, how to feed back the market information correctly and truly, and how to guide the sales staff to closely cooperate with the company's sales strategy to achieve the same strain. As a sales manager, you should be able to communicate well with other departments of the company. Be able to understand the company's decision-making ideas and correctly guide the sales staff to implement the company's decisions. Be able to collect the real first-hand information of the sales front line and feed it back to the company so that the company can make correct analysis and decision. Can organize training, motivate and manage the team well, so that the team will always have excellent combat effectiveness regardless of the smooth sailing.

Question 2: What is the daily work like? How to give full play to the maximum combat effectiveness of the team?

The daily work is mainly divided into four parts: one is to communicate with all departments of the company to understand the latest trends and arrangements of the company; the other is to conduct daily management of the sales team, including daily attendance, work arrangement, work progress tracking, work meeting comments and targeted training; the third is to manage the sales department, including sales control and on-site crisis handling; and the fourth is market control, including the establishment and update of competing real estate data and the collection and analysis of data at the sales site.

As for how to play the team's combat effectiveness, I think everyone's approach is not necessarily the same. I think the most important thing is to mobilize the enthusiasm of sales staff, and then do every detail of sales work, including understanding the psychology and needs of customers and perfecting their own sales rhetoric, so as to impress customers' hearts better. There is also a team spirit. People who love their team will try their best to make contributions to the team.

Question 3: Take over a team halfway. This team has many problems. How to change after taking over (this is the original question, and there is no mention of the team's problems).

First of all, we should understand the team, find out their problems and, of course, their strengths. We should find out the problems of the team, find out the reasons behind them, and then deal with them according to the situation. (Originally, this question was too general, so we can only say it in the usual way first, and then add a little more. ) I think the most common problem of the team should be that the sales staff feel tired and have no passion. This leads to a vicious circle, such as poor performance, lazy hospitality, lack of discipline and so on. After taking over, you must take yourself as an example, bring them a little vitality vigorously, and then find out the reason why they have no passion, because the sales are not smooth and the income is reduced? Or was the previous sales manager unfair and affected the enthusiasm of the sales staff? Or is there a black sheep in the team? After finding the reason, we should rectify discipline, be serious about discipline, give hope, and make them feel that they will improve their sales strategy and actively improve their sales progress. We should improve the team cohesion of salespeople by expanding training and other positive methods, and try to adjust their psychological state. We should put pressure on the sales staff to let them know that they can't get along here, and finally expel some unchangeable black sheep. I think training depends on the trainees' work experience, which can be divided into the following three types:

1, short-term experience. We should do a thorough investigation first, find out what the sales staff lack (sales skills, property knowledge, national policies and regulations or basic knowledge of real estate), find out the problems and carry out key training. Objective: To make personnel more effective and adapt to work as soon as possible.

2. Have rich working experience. Training is needed from the aspects of corporate culture and personal career development. The purpose is to strengthen the self-discipline of personnel, stimulate personal self-motivation, cultivate people who share the same fate with the company (team), and correct the problems of "glib tongue" and "pretentious" of personnel.

3. I have no work experience and need to start training step by step from the basic knowledge of entry. But these three kinds of people must train their own case management system and emphasize that it will be strictly enforced.