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Micro model of sales talent training
Chen Wenxue-Cultivating sales talents into micro-model. The sales performance problem of an enterprise is essentially a talent problem, and the management of talents is a systematic project. We need to be able to look at the company's sales talent training from a global perspective.
Edited at 2023-10-23 22:25:58
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Micro model of sales talent training
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
Sales talent training
Corporate sales performance issues
In essence, it is a talent issue, and talent management is a systematic project.
Talent training issues
No clear goals: There are no clear goals for talent development.
Lack of scientific standards: What is talent? Many companies do not have specific standards
The talent training cycle is too long: it takes one year, two years or even longer to train mature talents. Example: Our goal is to train qualified sales personnel within 1 month (within 1 week).
Efforts have no effect: A lot of time, energy and money have been spent, but the desired results have not been seen.
How to study the course
Watch it several times
Design according to your own situation
Communicate more
Implementation and deepening
Table of contents
Chapter 1: Sales talent training requires an overall view
Section 1: Common misunderstandings in the talent training process of enterprises
Training is talent development
Why simple training is so difficult to be effective
Training recipients are unwilling to receive training
The training content is not systematic enough
Training content cannot be applied in actual combat
Let employees grow themselves through education
Why is it difficult for pure education to be effective?
path too long
Conflict of starting points between the two sides
Realizing talent cultivation through elders leading newcomers
Why does the old and the new bring no results?
question of will
The old man doesn't want to take him
Waste time and affect your business
The cognitive foundation of new people is not enough, and it is too tiring to lead new people.
There is no benefit in bringing in new people, and the old people have no motivation.
Bring out the apprentices to beat the master, bring out your own competitors
matching problem
The experience of the elderly may not be suitable for newcomers
The elderly have a lot of experience, but they do not necessarily have a systematic way of thinking, so learning and transformation will be more difficult.
ability issues
Old people may not necessarily be good at bringing in new people.
Talent cultivation through experience sharing of outstanding talents
Why experience sharing is so ineffective
Experience is not systematic enough
Everyone may not like to hear it
Lack of supporting implementation measures
Section 2: Six major factors affecting the results of talent training
(1) The importance of the enterprise
What does it mean to pay attention to talent cultivation?
Strategic emphasis: Among corporate business goals and annual goals, there are talent training goals.
Pay attention to investment: The company has a special talent training budget every year and supports it in terms of resources.
Have a dedicated person in charge: The implementation of goals must be specific to a specific person, so that there will be no push-over.
Have a clear plan: Only when the goal becomes a plan can it be implemented. When will you do something, plan it first.
Linked to salary: Are all the requirements of the company linked to salary?
(2) Ability of talent cultivator
What capabilities do talent cultivators need?
Fully understand sales work
Sales Talent Assessment Ability
Standardized design capabilities
Work process control ability
(3) Quality of training targets: There is a problem during recruitment
Misunderstandings in Recruitment
Industry experience
Professional background
Past performance
talent
Controllability
(4) Design of training goals
Time period requirements: How long does it take to train qualified talents that meet the requirements?
Quantity requirements: How many types of talents should be cultivated?
Quality requirements: What kind of qualified talents should be cultivated?
(5) Salary performance system
For managers: Are the results of a manager’s talent training linked to his performance appraisal? Are year-end bonuses related to the results of annual talent training? Are promotions related to the results of talent training?
For salespeople: Are there any relationship between a salesperson’s personal knowledge and ability level and his salary and performance?
(6) Talent training model
Scientific training model: Oriented to improve corporate sales performance and reduce dependence on people.
Section 3: Systematic ideas for cultivating sales talents
Part One: Three levels of logic for achieving sales performance
The first level: Execution logic: From the perspective of team stars, what conditions do everyone need to meet to ensure the achievement of sales performance?
Job saturation: quantifiable, assessable
Work effectiveness: working methods are correct
Second level: Management logic: How can we ensure that everyone has both job saturation and job effectiveness?
Incentives: positive incentives, negative incentives, controlling the direction of people's efforts. Everyone who advocates high will like to sell; if you go east, you will be praised, if you go west, you will be criticized;
Empowerment: empowering employees
Control: After empowering employees, you still need to keep an eye on them, control them, and correct their mistakes.
Without an incentive mechanism, it is difficult to implement empowerment.
Managers are unwilling to empower
Low-level employees have insufficient motivation to improve their capabilities
Without effective empowerment, incentives may be counterproductive
Without an incentive mechanism, it is difficult to implement control
Controllers have no reputation and managers are unwilling to do it
Without institutional constraints, it is difficult to implement control
Without effective control, incentives will be difficult to implement
Without empowerment, control cannot be achieved
The premise of control is standard procedures
Managers also need to be empowered to manage and control well
Without effective control, empowerment has no effect.
The third level: strategic logic: What does the company need to do to ensure the achievement of long-term performance goals?
Talent planning and reserve
Improved management maturity
Part Two: Three Steps to Talent Development
The first step: preparation for talent training
(1) Standard design: What conditions do talents need to have? How to design a job description? What are the requirements in terms of knowledge, ability, work performance, and performance?
(2) Goal planning: What requirements do we place on the organization? How many people are we going to train? What kind of person?
(3) Method design: What methods do we use to cultivate talents? How to adjust your mentality? How to improve knowledge and ability? How to optimize work performance?
(4) Standardized design: Employees and managers are required to master what content should be formed into text, icons, PPT, videos, etc.
(5) Salary performance design: What are the benefits of managers cultivating talents? If the training is not good, what will be lost? What is the impact of whether employees improve themselves or not?
Step Two: Systematic Training
Systematic Talent Assessment: Assessment Model
Develop a talent development plan: When will something be done? Make a time plan
Implementation of talent training plan
Training exams and rewards and punishments
Step 3: Work process control: keep an eye on the process and make corrections at any time. Check, communicate, control.
Chapter 2: Setting of Talent Training Goals
Section 1: Overall strategic goals of corporate talent training
business strategy
Talent Strategy
Quantity: How many talents does the company need to achieve its strategic goals?
Quality: What kind of talents does a company need to achieve its strategic goals?
Method: How should the company match the quantity and quality of talents with the company's strategic goals?
Formulation of corporate strategic goals (short version) "Sales Performance Navigation"
1. The development direction of the enterprise
2. Business goals (annual goals, medium and long-term goals)
3. Organizational development goals of the enterprise
4. Management maturity improvement goals
Formulation of corporate talent strategic goals
Time period requirements
How many talents are needed
What are the standards for talent?
job requirements
knowledge and abilities
working performance
work performance
Job description
Position Grading Strategy "Sales Team Salary Performance Design"
Section 2: Talent training goals for sales team managers
Assessment of talents: name, mentality assessment, knowledge and ability level, work performance, key points to be developed
Talent training goals: training objects, training content, training goals, assessment strategies
Section 3: Self-improvement goals of sales staff
Self-assessment of talents: projects, specific requirements, self-assessment
job requirements
Value requirements
Knowledge requirements: product knowledge, industry knowledge, customer needs, tool use, learning ability
Ability requirements: communication skills, service skills
Self-improvement goals of talents: learning content and completing standards
Chapter 3: Standardization Construction
Section 1: Talent Standard Design
Job description
Value requirements
Knowledge requirements: product knowledge, industry knowledge, customer needs, tool use, learning ability
Ability requirements: communication skills, service skills
Job Responsibilities
Job content: Regular work, business development, customer management
Job Requirements Design for Managers "Nine-All-Around Cultivation for Excellent Sales Managers"
team building
Team development
Team motivation
Business Support
Sales control
Customer management
System
Communication and coordination
Section 2: Process Design: Position work requires a process
Three elements of process
Work steps: What steps is the work divided into? Example: Customer visit process
Working methods: What methods should be used to achieve each step? How to do?
Completion criteria: What needs to be done in this step to move on to the next step?
Consultative communication strategy
Traditional version: Understand the current situation -> Identify the problem -> Dig into the pain -> Provide solutions
Micro version: Attract interest->Build trust->Set guidelines->Understand the current situation->Identify the problem->Uncover the pain->Provide solutions
Section 3: Design and Import of Tools
sales tools
Be more expressive
Reduce sales capability requirements
Significantly shorten the training cycle for new employees
Common sales tools
Business cards, brochures, product samples
vehicle, outfit
Professional technicians working with sales staff
Pictures, video materials, PPT, projector
A collection of frequently asked customer questions and solutions
Mind map file material package
Sales management tools
Standardize the sales actions of sales staff
Standardize management actions of managers
Reduce the difficulty requirements of sales work and sales management work, and increase the speed of talent training.
Common sales management tools
CRM
Chapter 4: Targeted Pay Performance
Section 1: Overall principles of salary performance design
The overall principle: Use competitive salaries to attract outstanding talents to join us, and hold them to higher standards.
Two different salary design ideas
result-oriented
High salary will breed lazy people (lack of control measures)
Low basic salary will stimulate the desire to win in sales staff (the problem of mixed basic salary and part-time work arises)
The company is paying for the results of its employees (employees have to pay wages if they have no results; how much results are the money given worth?)
Two-pronged approach (micro-consultation)
High salaries are more conducive to companies recruiting outstanding talents
High salaries help companies put demands on talents
The company is paying for the efforts and professionalism of its employees
Salary structure design
first part
Base salary without responsibility: slightly lower than the local average salary
Ability performance: calculated based on monthly test scores
behavioral performance
Pay attention to job saturation
Focus on work effectiveness
Pay attention to the implementation of the system
Assessment every day
the second part
Business commission: related to the accounting of sales performance
Year-end awards
Relevant to the achievement of annual goals
Relevant to the final result of team PK
Dividends: related to the achievement of the company’s annual goals
Section 2: Salary performance design related to managers and talent training
Manager compensation structure
Assessment points for managers
Personal business and management abilities
Whether daily management actions are done properly
Whether the results of talent training meet the requirements
The overall performance of the sales team
Deeply bind the results of talent training to managers' year-end bonuses to encourage managers to pay attention to talent training.
Talent training goals
10 A-level salespeople: 30% weight
3 A-level sales executives: 30% weight
5 A-level distributors: 20% weight
A-level logistics: 20% weight
Section 3: Salary performance design related to sales personnel and talent training
Salary structure for salespeople
Chapter 5: Systematic training
Section 1: Training is a systematic project
Evaluate before training
job requirements
Value requirements
Knowledge requirements: product knowledge, industry knowledge, customer needs, tool use, learning ability
Ability requirements: communication skills, service skills
Assessment must be reported
Section 2: Training of professional knowledge
How to learn professional knowledge: The Eagle Mode (everyone in a group must pass the test)
Those who pass the training can no longer participate in the training.
If there is training, there must be examinations, and if there are examinations, there must be rewards and punishments.
Pass the level in teams, and the team manager is responsible for passing the level (everyone must pass the level, otherwise the manager cannot leave)
Section 3: Business Ability Training
Learning business abilities: In addition to giving methods, we must also find ways to improve the internal skills of sales staff. Pure methods may not necessarily solve the problem. Boiling Eagle Mode
If there is training, there must be examinations, and if there are examinations, there must be rewards and punishments.
Eat the process first, then think about the jokes
Business review and analysis are important training actions
Chapter 6: Normal communication and control
The importance of control: If you don’t control the work process, you don’t know how their performance is, or whether their abilities are up to standard.
Section 1: Without control, there will be no implementation
What is implementation: Real implementation is when the team can meet the company's requirements with quality and quantity.
If there is no control
The manager’s management actions are not adequate
Salespeople’s job saturation is insufficient
Sales staff are not effective enough
Section 2: Promote "Sales Regular Army Actual Command" in process control
actions in control
Check the work of subordinates
Communicate on key issues
Make targeted corrections