How to be an excellent sales administrator

Lead: How to be a good sales manager? Management is inseparable? People? And then what? Things? And enterprise management is? Manager? And then what? Director? Two things. ? Manager? The core is that managers let subordinates recognize you, trust you and obey you, so that a group of people working together in Qi Xin can truly form a combat team; ? Director? The core of the team is to greatly improve the operational efficiency of the team by establishing team objectives, division of responsibilities and workflow.

How to be a good sales manager (1) should have a good understanding of his own industry characteristics and work nature, and have practical clothing sales experience. Clothing sales work is both realistic and demanding. As the sales director of Aishang Lepin Clothing, if you don't have the strength, you can't be competent for your position. Supervisors have different styles and leadership styles, but they cannot do without strength. In the field of clothing sales, strength is a magic weapon.

(2) Confident but not arrogant. In the training course of clothing sales, it is found that some clothing sales executives are complacent despite their remarkable achievements, thus causing dissatisfaction or dissatisfaction among their subordinates.

(3) Independent and decisive. Many times, clothing sales team training will talk about this phenomenon. Sometimes the clothing sales team often has some urgent things that need the clothing sales supervisor to make a decision immediately. Then the clothing sales supervisor should have the courage to make a decision at this time, without flinching or delaying. A supervisor who is good at shirking will make people feel timid or incompetent, and at the same time lose the charm of a leader.

(4) Being able to fight for the rights and interests of subordinates, in general, people in the clothing sales department often have different positions and views on themselves from those in the finance and transportation departments. Because of the different nature of business, it often leads to contradictions between clothing sales personnel and logistics personnel. Especially when clothing sales encounter twists and turns, such as logistics personnel criticizing or accusing clothing sales personnel, it will be a great blow to clothing sales personnel. At this time, the clothing salesman often hopes that his supervisor can uphold justice or get angry. As a supervisor, you should be able to find out the facts at this time. If you are sure that your subordinates are right, you should fight for their rights and interests and should not do anything to avoid offending others. Supervisors can benefit subordinates, and subordinates are willing to fight for supervisors. "A scholar dies for his bosom friend", which is a very simple truth in clothing sales management training.

(5) It is a fact that most people are passive and emotional and tend to avoid difficulties and responsibilities. However, the clothing sales manager should be different, be brave in taking responsibility, not shirk his mistakes to subordinates or the objective environment, and bear the unintentional mistakes of subordinates when necessary.

How to become a sales manager? First, set an example.

? His body is upright and he is not allowed to do it. His body is not upright. He was ordered, but he couldn't do it. Often the style in the team is gradually influenced by the personality and acting style of the team leader, and a positive energy supervisor must bring out a positive energy team; For example, an outgoing and capable boss often brings out team passion and works quickly; An introverted and steady boss often brings out the lack of team passion, but he works steadily and methodically. Therefore, as a team leader, you need to keep the style of loving your work, being brave in taking responsibility, keeping your word and acting quickly, pay attention to your words and deeds, consciously cultivate a good working atmosphere of the team, and influence your subordinates through your words and deeds.

Second, fairness, justice and openness.

Although the principle of "three publics" seems to be a slogan, it is very important in the process of leading a team and is the criterion for an excellent manager to act! Often the brain drain of a team has a lot to do with the direct supervisor of the team. Many team members leave because they feel that the supervisor of the team is unfair and too eccentric. Therefore, it is very important to create a fair, just and open cultural atmosphere within the team. When dealing with work problems, the team leader should only grasp this principle, do not take sides with anyone, talk about the facts, be different from others, and do not deal with them privately. Only in this way can everyone in the team be convinced, thus increasing the positive views of team members on your boss and being willing to follow them attentively.

Third, ability evaluation.

To do the third point well, the first premise is that you must be familiar with and deeply understand each member of the team. If you are a new team, your first job is to learn from the former manager, personnel department and team members as soon as possible, and understand the ability and personality of each of your subordinates through one-on-one communication, meeting performance and dinner activities. And pay attention not only to judge the ability in the work, but also to include it. Only when you are familiar with the staff can you help you sort out the subordinate team members.

The overall team evaluation is divided into two aspects:

1, the basic situation of each team at present, where are the biggest advantages and problems, the capacity of the whole team, the strength of combat power, etc. And what methods can be used to train and promote personnel.

2. Make a four-quadrant matrix analysis of the attitude and skills of each member of the team, which can be divided into four types: a, good skills and attitude, focusing on use, and post adjustment can be made according to the situation; B, good technology and poor attitude, pay attention to communication, save the mentality of personnel, and strengthen the result management and daily communication of such personnel; C, poor skills and good attitude. Generally, most new employees lack guidance and need to be equipped with senior business personnel for routine guidance, and the direct supervisor will conduct regular follow-up guidance and training; D, poor skills and attitude, optimize it before recruiting new people.

Fourth, the system and standards.

With the in-depth understanding of team members, managers will usually gradually become familiar with the personnel situation and problems of each team. Through observation and practice, many people's problems in the work process are gradually reflected. Therefore, it is necessary to reorganize the company's previous systems and standards. If the company already has it, it needs to be rectified and emphasized immediately and implemented. If it is not set in the management process, it needs to be set again. You can refer to the suggestions of superiors, senior managers in other regions and subordinate team members, and actively involve front-line personnel in the suggestions of the system, so that it will be more practical and convenient to promote later and the implementation resistance will be less. ? No rules, no Fiona Fang? After the system and standards are formulated, everyone in the team must abide by them. As team managers, they should set an example and abide by these rules. Only in this way will team members agree and be willing to abide by it.

Verb (short for verb) goal setting

Any team, without measurable monthly, quarterly and annual assessment targets, team members work like headless flies and have no sense of direction. Only when the goal is recognized can we work hard in this direction! As we all know, goal setting needs to follow the SMART principle: concrete, measurable, achievable, relevant and time-limited. This is a basic principle of goal setting. However, in the process of management, goal setters sometimes do not follow this principle, and many times it is selfish to set goals. If the goal is set lower, people can get more bonuses. For a long time, the following people have developed it into a matter of course and there is also a problem of setting it, giving people a very high goal, and no matter how hard they try, they can't reach it. It will only weaken people's enthusiasm for work, and finally simply ignore the goal and let it go. Therefore, in the process of setting goals for personnel, it is necessary to grasp a principle that a given goal can be achieved by team members through their best efforts, and once completed, it can meet the expectations of supervisors and increase their sense of self-identity and accomplishment.

In addition, managers need to set the goals of ability development and position promotion according to the abilities of different supervisors, and supervisors need to set the goals of development and position promotion according to the abilities of subordinate business personnel. Only when there is a goal can there be requirements, only when there is a requirement can there be efforts, and only when there is efforts can there be good results!

Sixth, personnel training.

Talent is the core of each team's high performance. In the process of team operation, we need to pay attention to the cultivation of team members' echelon. Suggestions can be seen from three aspects:

1. The evaluation of people's ability gradient shows that the salespeople in the team can be divided into three categories: elite salespeople with strong work ability and good industry and practical experience, who are generally informal leaders in the team, can undertake certain team management and work supervision when the supervisor is absent, and have certain appeal in the team. The second category is: high performance type. This kind of sales staff is dedicated, and their monthly performance can be well completed. They can be used as elite candidates, and they can also be the objects for new employees to emulate and learn. The third category: ordinary employees, such salespeople have average performance, and their work performance is at the middle or below average level in the team, so they need more ability training and promotion plans. The team leader can become the reference standard for annual salary adjustment and monthly bonus or extra reward according to the three types of personnel assessed.

2. Training of high-potential personnel. According to the personnel structure of each team, managers should pay attention to cultivating successors, and team leaders should also pay attention to cultivating successors and important positions. By constantly cultivating elites and high-performance personnel, we will form an echelon of sales talents, and at the same time increase the self-motivation and combat effectiveness of the team. Once there is a vacancy, there will soon be a suitable candidate to replace it, thus reducing the sales loss caused by the turnover of personnel.

3. Pay attention to training, and make annual personnel training plans according to the ability structure of different team members, so that people in different positions can improve themselves through various trainings. Don't wait for company training. After all, the company has limited training opportunities for front-line personnel; Many times, it is necessary to organize internal training. You can invite some excellent directors, managers, front-line supervisors and sales staff to carry out training and share relevant work content, which can not only improve the team members' summary and speech ability, but also achieve real practical training.

Seven, healthy competition

Every sales team needs healthy competition. A team without competition is a stagnant pool without cohesion and team passion. Therefore, team leaders can formulate different reward items according to different off-season time periods, and let each team move through the mechanism of personnel competition, for example, through the good performance of new colleagues, to stimulate and stimulate the work morale of old employees; Or encourage excellent teams to compete for the first place. The basic principles of competition are fairness, justice and openness, but we need to pay attention to one key point. The promised rewards must be fulfilled in time, and can't be defaulted, so that team members can trust you and be willing to participate in various reward projects with you to achieve the goal beyond expectations!

Eight. Follow-up and guidance

There are more and more sales team members, and the supervisor's personal management energy is limited. Two tasks need to be done well:

1, follow-up, all the work objectives you released need to be evaluated and followed up regularly, because it is impossible for all business personnel to achieve the expected results according to your requirements, and everyone has different understanding of the work objectives. Therefore, you need to supervise the work process regularly, listen to the work reports of subordinates regularly and follow up the work progress of subordinates in time to correct the problems in the work progress in order to achieve good results. A good follow-up process will generally bring good results.

2. guidance. There are many ways to guide personnel, such as work skills and mentality adjustment. Most supervisors pay attention to the guidance of their subordinates' work skills in order to improve their work ability and achieve good performance results. But don't ignore the guidance of people's mentality. At the same time of work guidance, supplemented by heart-to-heart communication, deepen your relationship and recognition with subordinates, give encouragement and praise, and make personnel work more passionate and get twice the result with half the effort.

Nine, team activities

Bringing the sales team is to make brothers willing to follow you! * * * Work together for the same goal! Therefore, in addition to normal work communication, I also hope that the supervisor can always show the humanistic side, organize some team activities such as team gatherings, tours and expansion projects on a regular basis, and strengthen communication among team members. Through team activities, I can also understand the other side of each team member and increase more knowledge and tacit understanding!

How to be a sales manager 1 Establish personal prestige and improve team centripetal force.

To build a fighting and cohesive marketing team, in addition to having a perfect management training system and ensuring good execution, the personal charm of managers is also a very key factor. Ning, the chairman of COFCO, is a person with strong personal charm. An article in China Entrepreneur magazine once commented on Ning. The execution of central enterprises is generally not strong enough. Only people who are persistent and enterprising like Ning? Can you play? Only people with personal charm can correct the defects of the system. ? We don't advocate that enterprise management depends entirely on the personal prestige and charm of managers, so that the enterprise team will be led by a superman? Demonize the team. However, it is undeniable that the prestige and personal charm of managers play an important role in team building. So how do managers establish personal prestige?

(1) Enhance personal charm

A responsible leader, a leader who keeps his word, a leader who is practical and realistic, and a leader who cares about his subordinates can all be loved and respected by his subordinates. Therefore, as a manager, we must pay attention to our words and deeds, be cautious in what we say and do, and establish a good personal image for ourselves.

(2) Establish your expert brand image.

We don't deny that there are many successful cases in which laymen lead professionals. But as a sales manager, even if you don't start as an expert, you should make yourself an expert in this industry as soon as possible. Problems that your subordinates can't solve need your timely guidance, and even many times a sales expert is taught by his supervisor.

(3) Appropriate restrictions and good management.

As a supervisor, you can't be so high as to give people the feeling of rejecting people thousands of miles away; You can't be unreserved to your subordinates and have no hierarchy. For example, when the supervisor is in a meeting, the employees' cell phones are ringing, and the people answering the phone are in a mess, your prestige is immediately swept away. The principle must be merciless, and after eight hours, it must be integrated with subordinates.

2. Perfect management system and strictly implement it.

Words? No rules, no Fiona Fang? The perfect management system provides the basic code of conduct and program of action for employees' words and deeds. If everything is casually said by the manager, the team will eventually become a loose gang that only listens to the leadership, disobeys the official and is inefficient.

As a sales manager, we must establish basic management systems such as attendance system, business management system, financial system and meeting discipline. The system should be constantly revised and improved with the actual changes.

With the system, it must be strictly implemented, otherwise it will turn the system into a piece of waste paper put in a filing cabinet and pasted on the wall. Evade the implementation of the system? Look at the menu? It must be treated equally, and whoever violates it will be punished.

3. The manager should be a qualified sales coach first.

Many managers fantasize about quickly establishing their own sales through external recruitment? Dream team? I hope that industry representatives can win, but it often backfires. Some? Old fritters? Although children are experienced and capable, you will find that they have too many problems that you can't accept; Although some business novices are full of energy and passion, they lack experience and skills.

? Training is always the highest return on investment? This sentence has been recognized by more and more enterprises. Many trainers hired by high-input enterprises are often just to instill some ideas, and most of them are just general. Therefore, external training cannot replace managers' own training and team training. As a manager, you should be a qualified sales coach. Through your training, employees can accept correct concepts, improve their skills and identify with team culture.

4. Reasonable authorization: knowing people and being good at their duties

Some managers want to intervene in big and small matters, do everything themselves, and finally get exhausted, but the following is still a mess. This is a common problem of many managers: distrust and worry about the ability and quality of subordinates, and even worry about not letting go of power. What is the manager's duty? It's about dummies working as a team. Managers should learn to delegate reasonably.

(1) As a manager, you must first understand the character, ability and potential of your subordinates. Be clear about the direction and scope of each person's authorization.

(2) Management should have a sense of hierarchy. Don't stick to everything at the end. If there is a problem that needs the supervisor's responsibility, ask the supervisor. You have to understand that when you delegate power to him, he also shoulders the responsibility of reciprocity.

(3) There should be supervision after decentralization. Authority can only play an active role under necessary constraints, otherwise rights can only become a tool for some people in power to seek personal interests. Someone said? Suspicious people should use it, and people should be suspicious? I don't mean to teach you not to trust your subordinates completely after decentralization, but to ask you to have a reward and punishment system to check, supervise and restore their specific implementation.

5. Correct motivation: Stimulate the potential of employees.

The motivation of employees' enthusiasm, initiative and creativity is influenced by many factors, and the effective use of incentive strategies to mobilize employees' enthusiasm is one of the keys to successful management. As a sales manager, how to motivate employees?

(1) gives a clear, reasonable, quantitative and scientific description of job responsibilities and work objectives, which is a compass for employees. You should tell him what to do and how to do it, and have a clear evaluation index for your work effect in a period of time. This is the basis of employee motivation.

(2) Establish a scientific salary distribution mechanism, so that employees can get what they want. The design of salary mechanism should achieve the effect that excellent employees get benefits and positive incentives, while backward employees get spurs and moderate encouragement. It is not an ideal incentive mechanism if it becomes a pot of rice because of blind consideration of fairness, or if the enthusiasm of some people is dampened because of unfair distribution.

(3) In addition to material incentives such as salary and welfare, we should also combine spiritual incentives to help employees find a sense of belonging and accomplishment. Shaping the atmosphere of a big family, having regular dinners and traveling, giving corresponding honors and encouragement to outstanding employees and caring for employees' lives are all effective spiritual incentive measures.

6. Managers should also become masters of communication.

We see that many enterprises have this phenomenon: the boss's task is arranged, but the subordinates don't know how to do it, and finally they do it stupidly, and the effect can be imagined. The biggest reason for this is that communication is not done well. So how do we communicate?

(1) When assigning tasks to subordinates, the tasks should be broken down into specific measurable goals, and the process of achieving the goals should also be broken down one by one, so that subordinates can see at a glance.

(2) Provide necessary resource support for the completion of subordinates' tasks, and solicit opinions from subordinates on resource support.

(3) Effect evaluation and rewards and punishments. Management should follow up the effect of task execution from beginning to end, make corresponding effect evaluation and audit according to the stage of task completion, and give corresponding rewards and punishments according to the completed effect.