The increasingly fierce market competition and market depression often increase the frustration of sales staff. Different enterprises and different salesmen will have different mentality problems at different times. Usually, the main factor that affects the mentality and morale of salespeople is the incentive mechanism. Insufficient incentives, unclear rewards and punishments, and unfulfilled incentive policies will all affect the morale of salesmen. For enterprises with poor business performance, salespeople are more likely to feel pessimistic and disappointed about the future of the enterprise, and their enthusiasm is not high, which is often manifested as muddling along and poor cohesion.

Managing sales staff has become a big problem for enterprises. Many enterprises mainly track the actions of salesmen by telephone and surprise inspection, and some enterprises also use itinerary verification and customer tracking.

At present, the most puzzling problems in sales team management mainly exist in two aspects: mentality; Sales skills and abilities. ① Mentality: the sales staff in the team are not enthusiastic and active enough; The salesman has a bad mentality and a strong comparison mentality; Salespeople have poor cohesion and loyalty, and the sales team is unstable. ② In terms of sales skills and abilities, it is mainly manifested in the lack of professional knowledge of sales staff, and the sales skills and abilities of sales teams need to be improved urgently.

Sales team management measures.

1, the implementation of sales target management can promote the self-management of salespeople, strengthen self-control, and make salespeople change from passive to automatic, spontaneous and self-control. The sales target should embody the principle of step by step, and the sales staff can create the best sales performance with the least supervision by using the gradual target management system. The so-called gradual progress refers to the formulation of a series of continuous goals. For example, every quarter should achieve a new goal on the basis of the previous quarter, and finally reach the annual final goal at the end of the year. Daily goals include achieving sales, keeping expenses within the plan and increasing potential customers. The creative goal is to increase the pressure of sales staff, improve their goals and urge them to maximize their potential. When setting goals, we should set two goal intervals: realistic goals; Ideal goal. To sum up, the following questions should be considered when setting goals: ① What kind of achievements do you hope to achieve at the end of the year (year-end goals)? All quarterly targets should be subordinated to the year-end targets. ② What obstacles do you face to achieve these results? What are the strengths and weaknesses of your sales area? (4) If the current (quarterly) goal is not successfully achieved, how will this affect the realization of the final goal? ⑤ Which of the goals achieved in the last issue (quarter) are gradual? How did you make such progress? ⑦ Do you have any other ways to make up for the unfinished goal of the last issue (quarter)?

2. Strengthening the training and guidance of sales staff, such as replacing training by meeting, accompanying visits and joint visits, are all effective methods. (1) the sales manager should try to communicate with the salesman one-on-one, and give guidance. He should guide the salesman according to his own advantages and disadvantages and the characteristics of the market and customers. The two sides can discuss and formulate improvement plans and action plans together. (2) The sales manager also needs to track management, regularly check the progress or make the next plan. (3) the sales manager can also accompany the sales staff on a joint visit. In the joint visit, the salesperson plays the leading role and the sales manager plays the supporting role of the coach. After the joint visit, the sales manager should further analyze and check the salesman's performance in visiting customers and point out the areas that need improvement. Only by constantly improving the follow-up cycle can you continuously improve the overall sales ability of the sales team.

3. The improvement of morale and ability should be combined to strengthen the construction of corporate culture and design corporate vision. Managers and salespeople should maintain good and effective communication, formulate effective incentive policies, strengthen team spirit, and ensure that salespeople maintain strong fighting spirit and enterprising spirit. The sales manager should also pay attention to developing the salesman's potential, so that the salesman's ability and performance can grow synchronously.

4. Evaluate the performance fairly and objectively, and try to quantify and standardize the assessment indicators. For example, the following objectives can be set and assessed: ① the achievement rate of sales targets; ② Achievement rate of gross profit target; ③ Recovery rate of accounts receivable; ④ Average daily visits; ⑤ Number of customers; (5) the proportion of products; Wait a minute.

5. Improve the efficiency and effectiveness of sales meetings. There are usually two methods to evaluate performance: one is to evaluate according to the incentive policy of the enterprise, which is a quantitative method; The other is to qualitatively analyze and evaluate the performance of salesmen through sales meetings, discuss the real reasons of performance failure, and study and formulate improvement countermeasures. Holding a sales meeting is a job that the sales manager needs to put a lot of energy into. Any excellent sales manager should attach great importance to this work and devote himself to improving its efficiency and effectiveness.