专业化营销团队的组建运作与管理培训(PPT 34).ppt

PICC石家庄分公司团险培训专业化营销团队的组建、运作与管理WilsonYeung杨永彪2005年10月19日,TrainingObjectives培训目的,Thegistofsalesmanagement销售管理的宗旨Howtobuildandmanageasuccessfulsalesteam如何建立和管理一个成功的销售团队3.Identifythemosteffectivewaytomotivatestaff运用最有限的方法激励员工,Inflation通货膨胀,1995年，每升汽油2.4元，2005年每升汽油4.5元假如每年通胀是7%10元的一顿饭在十年后大概要20元才可吃到同样的一顿饭,Evolution演变进行时,通讯,手机不的断更新,Youcantchangethedirectionofthewind,butyoucanadjustmysailstoalwaysreachmydestination.-JimmyDean你不能改变风的方向，但是你能够调整航行而最终到达彼岸。,SuccessIsAChoice事成于行（成功是一种选择）,TheBiggestChallengesForSales对于销售人员的最大挑战,Competition竞争Price价格Product产品Commission手续费Customer客户Environment环境Company公司,成功的系统,FormingASuccessfulTeam组建一个成功的团队,Recruit/SelectTheRightPeople雇佣/选择合适的员工DevelopCareerAdvancementBuildTrainingSystem建立培训系统GroomAgentsLeader培养代理人团队的领导人EstablishPerformanceManagement/RewardSystem建立绩效管理/奖励系统RetainPotential/GoodStaff保留有潜质的/优秀的员工,GUIDETOBASICACTIVITYMANAGEMENT,Thisguideisdesignedtohelpallleadersunderstand:设计此指南以帮助所有领导了解,Thebenefitsofmanagingactivityfortheirsalespersons管理活动对于销售人员的益处Thebenefitsofmanagingactivityforthemselves,and管理活动对他们自己的益处，及Thestepsofmanagingactivity管理活动的步骤,Whatactivitymanagementisnot所谓活动管理并不是,Administration行政Complicated复杂的Quick急促的,GUIDETOBASICACTIVITYMANAGEMENT,11StepstoManagingActivity,11StepstoManagingActivity,11StepstoManagingActivity,Step9步骤9Wherethenumberofappointmentsundertakenislessthantheminimumrequired-takeaction!-Donotdonothing.Todonothingistofailthesalesperson.Thisactionshouldstartwithafacetofacemeetingtounderstandwhythenumberofappointmentswaslessthantheminimumrequired.Itmighthavebeen:如果执行的预约少于所需的最少预约时注意！不要什么也不做。什么都不做是失败的销售人员。要面对面的开始分析为什么预约的数量少于所需的最小数量。也许是：Toolittleprospecting潜在客户太少Toofewpre-bookedappointments提前预约太少Toomanycancellations取消预约太多,11StepstoManagingActivity,Step10步骤10Whenyouhaveestablishedtheactualreasons,documentinanactionplanwhatthesalesperson(andyouifnecessary)isgoingtodo.Thismightbe:当你已经找到真正的原因，要反应到行动计划上，说明什么是销售人员（和你必要时）应该做的。也许是：Moreprospectingfornewclients多开发新客户Contactingexistingclients联系现有客户Planningthediarybettertoincreasetheamountofsellingtime.在日志上计划增加总的销售时间,11StepstoManagingActivity,Step11步骤11GobacktoStep3!回到步骤3！,11StepstoManagingActivity,Overtime,therewillbetwomajorbenefits:到此为止，有两个主要益处1.Youwillensurethesalespersonisbusy,achievestheminimumnumberofappointmentsrequiredtoachievehis/hergoal,and,你将保证销售人员工作忙碌，完成所需最少预约数量以达到他/她佣金目标2.Youwillbeabletoestablishatrainingprogramwheretheratiosfallshortofthenorm,e.g.whydoesonesalespersonneedtomake100phonecallsinordertobook10appointmentswhenanothercanmake20callsandbook10appointments,orwhydoesonesalespersonmake5salesfrom10appointmentswhereasanotheronlymakes2sales?当销售量低于标准时你能够建立培训计划，如，为什么一个销售人员为了10个预约要打100个电话而其他人才打20个电话，或者为什么一个销售人员可以在10个预约客户中销售5单而有的销售人员只销售2单？,11StepstoManagingActivity,11StepstoManagingActivity,Asstated,activitymanagement如所述，活动管理requiresdisciplineandthisiswheremostpeoplefail.需要纪律而这就是许多人失败的地方Activitymanagement活动管理mustbedone必须everyday,每天做，everyweekand每周做和，everymonth每月做,TheSecretWeaponsForSalesManagement销售管理的秘密武器,ProducerPremiumisdrivenby5keydrivers:销售人员的保费有5个关键的驱动力,No.ofSalesUnit销售单位的数量No.ofproducers/Units销售人数/单位数Activityratio活动比率No.ofcases/activeproducers活动人均件数Premium/case件均保费,Premium保费,=,No.ofproducers销售人数,No.ofproducers销售人数Salesunits销售单位数,A/R活动率xNo.ofcases件数Activeproducer有绩效的销售人数,PremiumCase件均保费,x,x,x,Whichkeydrivercreatesthegreatestimpact?哪个关键驱动力最有影响力,Keydriver1:Increasetheno.ofproducer关键1:增加销售员的数量,Keydriver2:IncreasePremium/case关键2:增加件均保费,Whichkeydrivercreatesthegreatestimpact?哪个关键驱动力最有影响力,No.ofproducer销售人数,Activityratio活动比率,No.ofcases/activeproducer活动人均件数,Premium/case件均保费,Whatisthegrowthimpact?对增长的影响,Keydriver3:1extracase/month关键3:月均件数,Whichkeydrivercreatesthegreatestimpact?哪个关键驱动力最有影响力,No.ofproducer销售人数,Activityratio活动比率,No.ofcases/activeproducers活动人均件数,Premium/case件均保费,Whatisthegrowthimpact?对增长的影响,Keydriver4:Increaseactivityratio关键4:增加活动比率,Whichkeydrivercreatesthegreatestimpact?哪个关键驱动力最有影响力,No.ofproducers销售人数,Activityratio活动比率,No.ofcases/activeproducer活动人均件数,Premium/case件均保费,Whatisthegrowthimpact?对增长的影响,WhatareEmployeesLookingFor员工在寻找什么,Interesting,Challengingwork59%有趣和富有挑战的工作Companyiswellmanaged48%公司的管理井井有序WorkIfeelPassionateabout45%充满热情的工作Goodrelationswithmyboss43%与上司关系良好Recognized,rewarded,formyindividualcontribution39%个人的贡献能够得到认可和奖励Ilikethecultureandvalues39%喜欢公司的文化和价值观Itrustseniormanagement38%信任公司的高级管理层Substantialwealthcreationopportunity36%不断地创造财富Longtermcommitmenttome35%长期的发展规划和承诺Buildskilltoboostcareer35%增长技能发展职业生涯自：麦肯锡人力资源调查,WhatBuildsStaffEngagement如何使员工更加投入,Iknowwhatisexpectedofmeatwork我知道老板对我的工作期望是什么IhavethematerialsandequipmentIneedtodomyworkright我拥有将工作做好所需的材料和设备Atwork,IhavetheopportunitytodowhatIdobesteveryday在工作上我每天都有机会施展才华Inthelast7days,Ihavereceivedrecognitionorpraisefordoinggoodwork在过去一周，我得到了认可和表扬Mysupervisororsomeoneatwork,seemstocareaboutmeasaperson我的主管和同事很关心我Thereissomeoneatworkwhoencouragesmydevelopment我的工作环境能够鼓励我取得进步,7.Atwork,myopinionseemstocount在工作中我的建议得到重视8.Themission/purposeofmycompanymakesmefeelmyjobisimportant我的工作对达成公司的目标/任务很重要9.Myfellowemployeesarecommittedtodoqualitywork所有员工都很投入他们的工作10.Ihaveabestfriendatwork在工作中我有要好的朋友11.Inthelastsixmon