The last generation of the last clerk was "forced"

Interpretation of the "last generation" As the market competition situation continues to intensify and change, looking at the survival status of enterprises and salesmen, you will find that those "business people" or "business representatives" on the business cards are somewhat helpless. The land is saying goodbye to the past "I" and "forced" on the way to the last generation.

Ten years ago, the salesman went to the last generation; 10 years later, the salesman went to the last generation.

We compare the advanced industry with the backward industry. There is no pure salesman in the advanced industry, and the backward industry is still inseparable from the salesman. We compare the enterprises in the industry with the backward enterprises. The company is already reducing the number of singles salesmen. The backward enterprises are still desperately hiring the salesman who works alone; we compare the growth process of a company vertically, and the start-up stage relies on the salesman, and the salesman who cuts off the big stage is the salesman.

Is the salesman incapable? No, it is the intensifying market competition and changes that make the salesman have to go to the last generation. Through the observation of the survival status of enterprises and salesmen, we find that today's salesmen have become the last salesmen who are “forced” to the last generation.

Forced one: channel diversity

At the end of the last century, the rapid rise of modern access channels has enabled the Chinese market to enter a diversified era. On the one hand, the urban market KA, chain supermarkets, and convenience supermarkets swept and changed the network structure of the entire city market; on the other hand, large-scale wholesale markets at the provincial and prefecture levels shrank, and provincial and prefecture-level wholesalers were marketed. And the company is eliminated. Nowadays, with the development of the economy and the construction of “new countryside”, the channel diversification process of the county-level market will also accelerate.

The diversification of channels and the sinking of channels have forced salesmen to operate from the extensive circulation market, to the classified management of channels and intensive cultivation of the market.

Forced two: functional decomposition

In the extensive operation stage of the market, the better salesman is mainly the dealer development champion, and from the job responsibilities of the salesman, it includes the current regional manager, researcher, market development specialist, shopper, tally, promotion. The job responsibilities of the staff and other positions are the full-time all-around sales champion.

The salesperson has to undertake and fulfill the above functions, and requires the salesman to have quite high skills. Such skills are not easily exemplified by the general salesman, nor can the enterprise be trained or recruited in the short term. As salespeople become more and more difficult to take on their responsibilities, companies have to break down their responsibilities that they can't afford and replenish them with new jobs.

The breakdown of the clerk's functions forces the clerk to develop a professional skill, from the all-around champion to the special champion.

Forced three: experience failure

As time went by, we continued to use the experience summarized by the salesman, but found that we could not make new achievements. Is this experience wrong? No, it is these correct experiences that are outdated. It is these correct experiences that imprint the personal characteristics of the salesperson and reflect the personal understanding and skills of the salesperson.

When you hit the market by personal experience, the position is the platform, the market is the stage, and the individual is the director and the protagonist. When relying on the personal experience of the salesperson can not hit the market, the company must constantly extract the standard operating methods and work steps applicable to each salesperson, and urge the enterprises and sales branches to build a system support platform for the frontline personnel. At this point, the market is still the stage, but no one has applauded the salesman's one-man show, and the salesman is no longer the protagonist of the original red.

Forced four: marketing model

Most companies' marketing organization model is to divide a salesperson into a district, and then the salesman is responsible for the entire business of the district.

With the changes in the market and the intensification of competition, enterprises have paid more and more attention to the construction of base markets, hot market construction, hot zone market construction, and strategic regional market construction, and have to explore new marketing models. However, these new marketing models often require companies to use a team to do the market, rather than just relying on a few salesmen to do the market.

When the company's marketing model changes, the salesman must also change, making himself a special person in the new model operation team.

Forced five: information technology

Ten years ago, only elite salesmen could have "big brothers", which was rare; 10 years later, people who did not step into the marketing threshold had mobile phones. Eight years ago, a company could have several computers, which was called advanced. Eight years later, enterprises were talking about ERP systems. Each department had almost one computer. Without a computer, they didn’t know how to work. Five years ago, only elite business managers could have laptops; five years later, people who bought laptops at their own expense were everywhere in the marketing team.

The above phenomenon shows that in the past 10 years, information technology has developed rapidly and has been rapidly applied to the marketing and management of enterprises. With the development of information technology, it provides technical support for enterprises to manage different positions. With the emergence of information technology, such as the mobile information management system, companies can control every job in every marketing job for everyone.

The development and application of information technology has enabled enterprises to control the needs of each link to become a reality, and more forced the decomposition of the functions of the salesman.

Forced six: performance management

In the era when the industry is not concentrated and the company is in high gross profit, the evaluation index of the company to the salesperson is the sales volume. With the arrival of the low-margin era in all walks of life, business people should consider how to create profit contribution to the company while making sales performance, and the company began to change the way of performance management.

The change of performance management of enterprises is mainly based on the profit center of large regions or branches, and at the same time, the profit indicators and sales growth indicators are released, and regional profitable growth is pursued. Performance management reform requires not only the management of the work results of each position, but also the management of the work process of each position, requiring the value of each job to be larger, requiring professionalization and assembly line operations between positions. As a result, performance management forces the salesperson to find new positions in the regional management team and reposition the individuals in the group.

Forced seven: cost control

Before the channel sinks, a salesman can manage several regions or even one province; after the channel sinks and the market is intensive, one salesman manages one to three counties. A salesman's salary, bonus, transportation fee, daily food allowance, accommodation subsidy and other expenses are enough to raise about 5 resident sales personnel.

The reduction of corporate gross profit margins forced companies to adopt effective cost control methods, so a large number of resident sales personnel (salesmen, tally, promoters) were able to emerge and received training and training. For the specific operational functions of the market, the resident sales staff gradually replaced the salesman; the regional manager gradually replaced the salesman for the management function of the resident salesperson. Under the control of the cost control, the salesman was forced to go to the "last generation."

Forced eight: mature enterprise

9 years ago, Baixiang Group was an instant noodle company with annual sales of 100 million yuan. The author was a salesman in the North District of Baixiang Group, and was responsible for Suzhou, Huaibei, Handan, Zhangzhou, Fuyang, Huainan, Zhangzhou, etc. 7 regions. After 9 years, Baixiang Group has developed into a mature enterprise with annual sales of over 3 billion yuan, and has also formed a huge marketing system with more than 3,000 marketers.

The maturity of the enterprise has gradually made the marketing system a powerful support platform. On this support platform, the complex work is increasingly simplified and connected, and the marketing staff in each position is becoming one of the processes on the assembly line.

The maturity of the enterprise does not require the salesman to go to the staking. Instead, the marketers in different positions need to click on the “city” to make gold on their respective “sites”.

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