Daily management plan of sales team. Unity is strength, which is what we have known since childhood. No matter how many people there are, nothing can be achieved without unity, so team management must be good. Let's share with you the daily management plan of the telemarketing team.

Daily management plan of telemarketing team 1 The management of telemarketing team is actually the most important. Everyone knows that telemarketers have the greatest mobility, and it is precisely because of the great mobility that it will make it more difficult for managers, so managers must control the turnover rate of the team.

The management of telemarketing team should have a good training level, that is, it can train personnel into professional telemarketing seats in a short time and be competent for their own telemarketing work.

The management and incentive scheme of telemarketing team must meet the psychological needs of telemarketers, that is, it can play a positive incentive role and help to complete the performance requirements.

In the management of telemarketing team, managers should always pay attention to the emotional management of telemarketing sales staff, which is the key factor to complete the work with high quality.

In the management of telemarketing team, managers should always help telemarketers to solve any problems on the Internet, help salespeople to complete their performance, build up confidence and make the team grow.

It should be noted that the above methods are commonly used in the management of telemarketing teams in our daily life. You can refer to them according to your own needs in order to make your team better and better.

Daily management plan of sales team. Scientific and rigorous sales planning and management.

In terms of sales planning and management, the sales director should mainly do four major things: measuring the market potential, determining the size of the sales team, setting the sales area, and distributing the sales indicators. Our enterprises in China have a common fault that the market potential is incalculable and can only be judged by experience and feeling, insisting that the market is made, and emphasizing the competition for the existing visible market share, rather than the excavation of the market potential. There are two common mistakes in the design of sales team size:

First, the sales area is often adjusted or not, and the marginal decline of sales staff occurs in the sales area. Increase sales staff, but sales will drop.

Second, there is a phenomenon of diminishing marginal management efficiency in sales management. It is common for a sales manager to manage 3-5 salesmen. The proportion of officers and men has increased year by year, and there are more sales managers, which greatly increases the workload and does not necessarily improve the sales performance. For the sales team size, the strategy of size first and then structure is adopted, that is, the sales organization structure is determined according to the market size.

No matter in which industry, as long as it is where the plan is implemented, there will be a ratchet effect when allocating the plan. Enterprises should use market potential method, critical point method and dealer's purchase intention method to allocate sales indicators, and finally use binary combination or ternary combination to get the final sales indicators. If there are historical data, it is also suggested to use three methods to allocate sales indicators: "market potential, historical data and dealer purchase intention method".

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

Second, humanized sales team human resource management.

The management of sales organization involves the framework design of sales management team, the recruitment and training of sales management representatives, and the salary design of sales management team. Many sales management directors think that 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 they have little experience in sales business processes and salespeople's abilities.

Some sales representatives of ceramic enterprises are recruited and trained by the human resources department, and their immediate managers have no right to recruit. The sales manager did not participate in the recruitment, which extended the running-in time between them in practical work. Because they didn't recruit sales representatives, when the performance was not good, the sales manager attributed the reason to the poor recruitment ability of the human resources department, and the contradiction between the two departments arose.

The sales team is the team with the largest turnover rate in the enterprise. Recently, the turnover rate of sales team in ceramic industry has exceeded 20%, which has brought great recruitment pressure to human resources department and sales manager. The sales manager must take over the customers vacated by the former sales staff and face great pressure to integrate and train new sales staff. In the process of promotion or recruitment, people generally like to recruit or enhance their personality, but their ability is not as good as their own.

This phenomenon is called Russian doll phenomenon. Why? Mainly because people will face the dilemma of Parkinson's law in the workplace. Due to the high recruitment frequency in the sales department, there are many Russian dolls. Therefore, the sales director and the manager of the human resources department should discuss the system to prevent the Russian doll phenomenon.

Third, scientifically and pragmatically carry out the operation and counseling management of the sales team.

This includes the motivation of sales team, the management of sales team morale, the training and on-site counseling of sales business ability, the management of sales business content, the management of sales expenses, the management of sales meetings and the management of sales reports.

The incentive management of sales team in China mainly focuses on the change of incentive mode, but ignores the establishment of structural incentive system. The sales incentive of ceramic industry is easy to produce the effect of selling hockey sticks and Kahneman's disgust loss.

Due to historical reasons, the professional sales skills of domestic ceramic salesmen are very lacking. Modern sales promotion requires salespeople to have "three things": specialization of sales skills, specialization of sales content and standardization of sales behavior. Regarding sales skills, China people confuse skills with skills, thinking that anyone with sales experience will have sales skills. Sales skills come from understanding and experience, and skills are professional. In fact, this is a big misunderstanding! Professional sales skills need to come from training, not experience and understanding, and not just training and teaching.

Fourth, strategic evaluation and management of the sales team.

Sales directors generally attach importance to the performance appraisal management of sales representatives and ignore the performance appraisal management of sales managers. And pay attention to the evaluation of performance results, ignoring the use of evaluation for counseling, ignoring the staged performance evaluation as a means for gas stations to achieve sales targets.

Those who fail the general performance appraisal will be dismissed or punished, and as a result, the performance appraisal will be used as an accelerator for the flow of sales teams. In the performance appraisal of sales managers, there is a lack of objective and scientific evaluation standards, and performance appraisal indicators are often handed over to the human resources department for formulation.

The daily management plan 3 of telemarketing team is strict with self-discipline, brave in taking responsibility and setting an example. Through the whole department, every pearl is put on like a rope. Care for every member of the team in life. Set a clear performance goal and then break it down according to everyone's situation.

1, put things in front of people, clarify the responsibilities, and someone is responsible for everything.

The purpose of sales team management is to do things well and achieve the company's goals, that is to say, to do things well and let the sales staff achieve the company's expected goals, thus achieving the purpose of sales team management. Therefore, all targets, including sales targets, should be broken down to the responsible person, and everyone should be responsible for their own goals. Through the management of things to achieve the purpose of management.

2. Result-oriented and quantitative management.

Sales targets are broken down into stores on a monthly basis, and salespeople at all levels are responsible for their own targets. Shopping guide is responsible for the promotion of stores, business representatives are responsible for their own management areas, city managers are responsible for the whole city, provincial managers are responsible for the whole province, large regions are responsible for the sales volume of the whole region, and sales directors are responsible for the whole country. The premise is that the formulation and decomposition of sales targets are scientific and executable.

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

Rank and assess the target completion rate, punish the downstream, encourage the midstream and reward the upstream. The other is to set a lower goal, and most people will overfulfil it, which can boost morale and rank the completion rate.

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

The taboo of personnel management is unfairness. If the sales target is set unfairly, the sales team will be unstable. For example, if the shop foundation of the shopping guide is different and the target and task settings are the same, the shopping guide with poor foundation will leave.

5, the special need for rectification of the market, you can set up a separate target assessment.

It is often necessary to adjust the market and participate in a one-size-fits-all assessment. Worse, it is not conducive to the cultivation and adjustment of the market and can only lead to further deterioration and frequent turnover of business teams. This market can be reported to the company for approval and independent evaluation.

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

The core of shopping guide is the promotion of sales ability. The headquarters strengthens the development of sales promotion words and efficiently delivers them to front-line shopping guides, striving to be in place, colloquial, stupid and practical. Arrange the "mystery man" to check the implementation of the shopping guide speech as a customer.

7. Arrange national theme terminal marketing activities every month.

The advantage of theme marketing activities is that the whole country plays a game of chess, creating momentum for each other, enhancing the potential energy of the terminal, and comparing the implementation effects of different places and making national comparisons. Theme marketing activities can stimulate consumers' continuous attention to the brand and avoid long-term special price and pile-up stimulation fatigue.