keysuccessfactorinmanagingasalesorganization銷售管理(編輯修改稿)
2025-06-17 20:37 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 s buy from you and what tasks are essential for success. Load manpower to match needs. Account teams are necessary for large distributors and key accounts. – For geographical territories insure that they are arranged for maximum coverage with minimum travel. Look at numbers of customer visits and determine if they are too small or worse to large. Your coverage may not be sufficient to maximize sales. Account/Territory Planning ? Keys to Account Planning – Use different levels of Account Managers for dealing with different levels of distributors and customers. – Account Manager beginning level, new hire – Advanced Account Manager After one year of good results – Senior Account Manager determined by customer responsibility – Key Account Manager Natl. accounts and large distributors. Usually leads a team and has people responsibility. Pay them accordingly and expect more out of them. Use training as one indicator of when they ready for advancement. Account/Territory Planning Questions you should ask yourself before planning!! ? What do I need to do to increase customer satisfaction in my growth accounts. Will human resources make a measurable difference. ? What are my biggest distributors and customers telling me that they want from HengAn. Will human resources make a difference. ? What can I do to increase customer value by planning my account coverage more scientifically. ? Use expense to revenue to measure how successful you are Sales Planning Process Quota Driven Plans for Sales WHAT IS REQUIRED TO CHANGE THE CULTURE OF THE SALES ORGANIZATION? ? ? INSTALL QUOTA (REVENUE BUDGET) AS AN IMPORTANT MEASUREMENT AS FAR DOWN IN THE ORGANIZATION AS CAN BE MANAGED AND MEASURED. ? ? ? MAKE REWARDS BASED ON ACHIEVING SALES QUOTA BUDGET. ? ? INSTILL” GAP MANAGEMENT” MINDSET. IT IS . TO NOT BE AT 100% OF QUOTA YTD, HOWEVER IT IS NOT OK TO NOT HAVE A PLAUSIBLE PLAN TO GET THERE BY YEAREND. ? ? ? ESTABLISH ACCOUNTABILITY AT EVERY LEVEL IN THE ORGANIZATION. ? MAKE FORECASTING A PRIORITY. ESTABLISH STANDARDS FOR ACCURACY AND REQUIRE AN EXPLANATION IF FORECASTS ARE NOT MET. ? ? ? MONTHLY ONEONONE QUOTA MANAGEMENT MEETING WITH EVERY DIRECT REPORT BY ALL LEVELS OF SALES MANAGEMENT. Common sales measurements ? Sales Revenue ? Product Revenue ? Gross margin ? Profit ? Numbers of sales calls made ? Account growth year over year. ? Number of new account
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1