Daily management plan for telemarketing team

Daily management plan for the telemarketing team

Daily management plan for the telemarketing team. Unity is strength is a truth we have known since childhood. No matter how many people there are, if there is no unity, nothing will be accomplished. Therefore, team management must be good. Let me share with you the daily management plan of the telemarketing team. Daily management plan for the telemarketing team 1

In fact, the most important thing about the management of the telemarketing team is the management of personnel. Everyone knows that telemarketing personnel are the most mobile, and because of their high liquidity, they will also increase the number of employees. It’s difficult for managers, so managers must control the team’s turnover rate.

The management of the telemarketing team must have good training standards, that is, the personnel can be trained into professional telemarketing agents who can be competent in their telemarketing work in a short period of time.

In the management of the telemarketing team, the incentive plan must meet the psychological needs of the telemarketing personnel, that is, it can play a positive motivating role, so as to help complete the performance requirements. .

In the management of telemarketing teams, managers must always pay attention to the emotional management of telemarketing sales staff, which is a key factor in whether they can complete their work with high quality.

In the management of the telemarketing team, managers should always help telemarketers solve any problems that arise online, help sellers complete their performance, and build confidence, so that the team can continue to grow.

It should be noted that the above methods are several methods commonly used in telephone sales team management in our daily life. You can make corresponding references according to your own needs, in order to make your team more efficient. The better come. Daily management plan for the telemarketing team 2

1. Carry out sales planning and management scientifically and rigorously.

In terms of sales planning and management, the sales director mainly has to do four major things: calculation of market potential, determination of the size of the sales team, setting up sales areas and allocating sales indicators. We Chinese enterprises have a common problem. They believe that market potential cannot be calculated and can only be judged based on experience and feeling. They also insist that the market is made, emphasizing the competition for the share of the existing visible market rather than the determination of market potential. Digging. In the design of sales force size, there are two mistakes that are often made:

First, the sales area is frequently adjusted or not adjusted, and the salesperson's marginal margin decreases in the sales area. Add more salespeople, but sales fall.

Second, there is a phenomenon of diminishing marginal management efficiency in sales management. It is common for sales managers to manage 3-5 salespeople. The ratio of officers and soldiers increases year by year. As sales managers are added, the workload increases significantly. And sales performance is not necessarily improving. For the size of the sales force, a strategy of size first and structure second is adopted, that is, the sales organization structure is determined based on market size.

Regardless of the industry, wherever a plan is implemented, there will be a ratchet effect when the plan is distributed. Enterprises should adopt the market potential method, critical point method and dealer purchase intention method to allocate sales indicators, and finally adopt a binary combination or a ternary combination to obtain the final sales indicator. If there is historical data, it is also recommended to use the three-method combination of "market potential, historical data and dealer purchase intention method" to allocate sales indicators.

Among the options of "democracy, freedom and fairness", our citizens are most concerned about fairness, especially the fairness of opportunities or the fairness of methods. The combination method is the fairness of methods, although it cannot eliminate the ratchet effect.

2. Humane human resource management of the sales team.

The management of the sales organization involves the structural design of the sales management team, the selection and training of sales management representatives, and the design of the salary of the sales management team. Many sales management directors think this is a matter for the company's human resources department. In fact, this is a misunderstanding.

Many managers in the human resources department are not salespeople and have little experience in the sales business process and the competence of salespeople.

The sales staff of some ceramic companies are recruited and trained by the human resources department, and their direct managers have no power to recruit.

The sales manager did not participate in the recruitment, which prolonged the running-in time between them in actual work. Since sales representatives are not recruited by them, when performance is poor, the sales manager attributes it to the poor recruitment ability of the human resources department, and conflicts between the two departments arise.

The sales force has the highest turnover rate in the enterprise. Recently, the turnover rate of the sales force in the ceramic industry has exceeded 20%. This has put huge recruitment pressure on the human resources department and sales managers. Sales managers also need to Taking over the accounts vacated by the former departing salespeople also faces tremendous pressure to integrate and train new salespeople. In the process of promotion or selection, people generally like to select or promote people with similar personalities to themselves but with worse abilities than themselves.

This phenomenon is called the Russian doll phenomenon. Why does it happen? Mainly because people will face the dilemma of Parkinson's Law in the workplace. The more frequent the sales department hires, the more the matryoshka phenomenon occurs. Therefore, the sales director and human resources manager need to discuss a system to prevent the matryoshka phenomenon.

3. Carry out the operation and coaching management of the sales team in a scientific and pragmatic manner.

This includes sales team motivation, sales team morale management, sales business ability training and on-site coaching, sales business content management, sales expense management, sales meeting management and sales report management.

The incentive management of China's sales force mainly focuses on changes in incentive methods, while neglecting the establishment of a structural incentive system. Sales incentives in the ceramic industry are prone to the sales hockey stick effect and the Kahneman loss aversion effect.

Due to historical reasons, the professional sales skills of domestic ceramic industry salespeople are very lacking. Modern sales require salespeople to have "three modernizations": professional sales skills, professional sales content and standardized sales behavior. . Regarding sales skills, the Chinese confuse skills with techniques and believe that anyone with sales experience will have sales skills. Sales skills come from understanding and experience, and skills are industry-specific. In fact, this is a huge misunderstanding! Professional sales skills require training, not experience and understanding, nor just training and teaching.

4. Strategically evaluate and manage the sales force.

Sales directors generally attach importance to the performance evaluation management of sales representatives and ignore the performance evaluation management of sales managers. It also focuses on the evaluation of performance results, neglects the use of evaluation for coaching, and neglects to use periodic performance evaluation as a gas station to achieve sales targets.

Generally, those who fail the performance evaluation are dismissed or fined. As a result, the performance evaluation is used as an accelerator for the turnover of the sales team. There is a lack of objective scientific evaluation standards in the performance evaluation of sales managers. They often leave the performance evaluation indicators to the human resources department to formulate. Daily management plan for the telemarketing team 3

Strictly demand yourself, take responsibility and set an example. Throughout the entire department, each pearl is threaded like a rope. Caring about every member of the team in life. Set a clear performance goal, and then break it down based on each person's situation.

1. Treat people first and then others, clarify responsibilities, and have someone responsible for everything.

The purpose of sales team management is to do things well and achieve the company's goals. That is to say, managing things well and allowing sales staff to achieve the goals expected by the company is the purpose of sales team management. Therefore, all goals, including sales goals, must be broken down to responsible persons, and everyone is responsible for their own goals. The purpose of managing people is achieved through the management of things.

2. Result-oriented and quantitative management.

Sales targets are broken down into stores as basic units on a monthly basis, and sales staff at all levels are responsible for their own targets. The shopping guide is responsible for the stores they promote, the sales representative is responsible for the area he manages, the city manager is responsible for the entire city, the provincial manager is responsible for the province, the regional manager is responsible for the sales volume of the entire region, and the sales director is responsible for the whole country. The premise is that sales targets are formulated and decomposed scientifically and are highly executable.

3. You can fully tap the potential of the sales team by setting higher goals.

Carry out target completion rate ranking assessment, punish the downstream, encourage the midstream, and reward the upstream. The other is to set a lower goal. Most people exceed it, which can boost morale. The completion rate is also ranked.

4. The assessment of year-on-year sales growth rate rankings fairly and simply reflects the performance of the sales team.

The biggest taboo in personnel management is unfairness. If the sales target is set unfairly, it will inherently cause instability in the sales team. For example, if the store foundations of the two shopping guides are different, but the target and task settings are the same, it will cause The resignation of shopping guides in stores with poor foundation, etc.

5. For markets that require special rectification, separate target assessments can be set up.

Markets that often require vigorous adjustments are made worse by one-size-fits-all assessments, which are not conducive to the cultivation and adjustment of the market and can only lead to further deterioration and frequent replacement of business teams. This kind of market can be reported separately to the company for approval and independent assessment.

6. Establish a shopping guide training and certification system to create a professional, efficient and stable terminal iron army.

For shopping guides, the improvement of sales ability is the core. The headquarters strengthens the development of promotional words and efficiently delivers them to front-line shopping guides, striving to be spot-on, colloquial, fool-proof and practical. Arrange a "mysterious person" to check the execution of the shopping guide's words as a customer.

7. Arrange national theme terminal marketing activities every month.

The advantage of thematic marketing activities is that they are a game of chess across the country, building mutual momentum and increasing terminal potential. It can also compare the execution effects of various places and conduct national comparisons. Thematic marketing activities can attract consumers' continuous attention to the brand and avoid the stimulation fatigue of long-term special offers and stacking.