Managers often make three mistakes in meetings: 1. Being too 'sexy'. 2. Liking to 'call bed'. 3. Being too democratic. The so-called 'sexy' manager—the two most critical words in a manager's speech are: 'sex'—necessity, importance, long-term, arduousness, complexity; and 'sense'—sense of mission, responsibility, crisis, urgency, and honor. The so-called 'call bed' manager—the high-frequency vocabulary in a manager's speech is: 'must...', 'must...', 'must not...', 'and also must...'. Also, managers are too democratic. A common scenario is the manager saying kindly: "Alright, I've said what I need to say. Does anyone have any problems?" Once that's said, the meeting can't continue. For details, see below. The morning business meeting always includes a segment: employees report to the manager. [Scenario Simulation]: "Okay, I've finished my report. Now I'd like each of you to report to me." The retail store supervisor stands up and reads the 'performance ranking' of retail sales reps from yesterday: "Yesterday, Zhang San visited at what time, closed a deal at what time, what was the closing rate; Li Si visited at what time, what was the closing rate, what was the transaction amount..." He reads them one by one. Whoever performs well is immediately reflected in the numbers, letting the retail reps compete among themselves. [Commentary & Analysis]: Didn't the Party say to 'promote healthy trends'? Our sales team should too! What healthy trends do we promote? Employee reports should be standardized and track performance daily: 1. Standardization: Employee reports must specify time, results, and steps: A sales rep reports: "Yesterday I went to Trust-Mart in the morning and Carrefour in the afternoon." Is that okay? Definitely not! The rep's report must first specify the time: "Yesterday from 9:00 to 11:00 AM, I went to Carrefour." Second, specify the result: "Yesterday from 9:00 to 11:00 AM, I went to Carrefour to discuss adjusting the shelf display, and I increased the display from 11 to 15 shelves. In the afternoon, I went to Trust-Mart to discuss the entry of a sales guide into the store. That matter still needs internal approval, so it hasn't been fully settled." Is that okay? Still not. Discussing a sales guide entering a large supermarket can't be completed in one visit, right? That's true, but for such matters, the employee must specify the steps: how many steps are involved, which step has been reached, and when the final result will be known. For example: "Report: Yesterday from 9:00 to 11:00 AM, I went to Carrefour to discuss adjusting the shelf display, and I increased the display from 11 to 15 shelves. In the afternoon, I went to Trust-Mart to discuss the sales guide entry. I've already obtained the purchasing department's approval for the guide to enter. Next, our guide will bring their ID to the supermarket for training, take an exam, pay a deposit, and receive a work badge and uniform. It's expected that they can officially start next Friday." 2. Promote healthy trends: Employee reports should be performance-oriented, not problem-oriented: First, let's review the concept mentioned earlier: what is performance? Definition: The antonym of performance is routine. Routine is work repeated every day. Performance means that after today's work, the state and results have achieved a breakthrough, different from before. Examples: Routine | Performance Hotel sales rep gets statement at month-end | Collected 100,000 yuan in overdue accounts, negotiated with store owner to shorten payment terms from 30 days to 10 days Regional manager places order for distributor, replenishes old product inventory | Regional manager persuaded distributor to replenish according to safety stock levels, and ordered 200 cases each of two new products Regional manager visits XX market to communicate with distributor | Regional manager visited XX market, assisted regional manager in persuading distributor to stop selling competing products and exclusively sell our products, and added 2 delivery vehicles. Also checked the progress of the township distributor development assigned last month, and set a schedule and reward/punishment table for next month's tasks. Periodic visits, store staff are familiar with me | The store owner's wife married me (that's a big performance!... just kidding, don't blindly imitate) Do we want employees to do routine or performance? Of course, we want them to do performance. So every terminal sales rep should have a face-to-face meeting with the supervisor in the evening to discuss the day's 'performance'. Employees should report 'performance' at the morning meeting. Before leaving each terminal visit, the employee should reflect on 'performance'. Now I'll explain what 'performance-oriented' and 'problem-oriented' mean: We often hear leaders say at meetings, "Comrades, does anyone have any problems?" From now on, don't say this casually! Once said, the whole meeting atmosphere changes. When the leader says "Comrades, does anyone have any problems?"—the subordinates think, "Haha! You asked for problems." Then one after another: "Our green tea bottle caps are hard to open; retail store owners curse at us; this job is impossible; what are those people on the production line doing?" "My travel expense reimbursement hasn't been processed for over a month; I've advanced my salary to travel expenses. I don't bring money home and have to ask for money from home; I can only tell my wife we're paid annually now." "Why are our gifts always worse than competitors'? We can't fight this battle..." When leaders hold meetings 'problem-oriented', the whole meeting becomes a complaint session. Everyone rushes to come up with a problem, and the meeting becomes chaotic. Can problems be discussed? Of course, but at the morning meeting, you shouldn't start by asking if they have problems. You should first be 'performance-oriented': "Okay, I've reported my work from yesterday. Now it's your turn to report to me. Stand up one by one and report yesterday's performance." Don't underestimate this sentence; the atmosphere changes immediately! If you ask "What problems?", everyone looks for problems. If you ask what performance they had yesterday, then everyone thinks about yesterday's performance. The meeting becomes a performance review meeting, completely different. (We'll cover problem-solving in step five of the morning meeting.) 3. How do sales reps for large stores (large supermarkets, hotels) 'track performance daily'? Without any intention of personal attack, sales reps covering large supermarkets and hotels tend to 'spin around like a shrimp'. Small store owners are easy to talk to; small store reps visit dozens of stores daily, posting posters, organizing shelves, managing inventory FIFO, writing price tags, taking orders, doing in-store promotions... They're busy all day. What about reps for large supermarkets and hotels? Do you need to place orders for Carrefour? No—the supermarket orders via computer. Can you go into Walmart and post posters or organize shelves yourself? Can you go to Carrefour and set up a display yourself? Can you write promotional posters or change price tags? Try it; the security guard will beat you! Large supermarkets, hotels, and star-rated hotels have many rules: you don't place orders, you can't touch displays, you can't post posters, you can't change price tags, and you can't enter the warehouse freely. If you can't do anything, what do large store reps do? If they're not sharp, they easily become 'county magistrates'—only getting off the sedan chair when someone blocks the road to appeal. Every day they carry a small bag, comb their hair, go to the supermarket to check the goods. "Oh, the goods are all there! No stockouts, no abnormalities, all safe? What to do? Find someone to chat and joke around." Then go to the next store. How to make these 'county magistrates' produce performance? I have large store reps report performance goals at the morning meeting. Scenario simulation: Supervisor: Zhang San, stand up. Tell us your work plan for today. Rep: I plan to go to Carrefour in the morning and Trust-Mart in the afternoon. Supervisor: What do you plan to do there? Rep: I plan to go to Carrefour from 9:00 to 11:00 AM... Supervisor: Hey, hey, I'm not asking about the time. What do you plan to do there? Rep: I'm going to visit customers. Supervisor: Nonsense. What do you plan to do when visiting customers? Rep: #¥%&* I plan to do customer visits (confused). Supervisor: My god, am I stupid or are you? I know you're going to visit customers. I'm asking what you plan to do. Performance goals!!! Rep: ·#¥%& I... I'll go see what there is to do! Supervisor: Faint! You're something! I'm asking about performance goals. As a large store rep, you should think about your performance goals before leaving in the morning, understand? What are performance goals? For example, today I'm going to Xinyijia Supermarket to confirm the promotional schedule for this weekend with the buyer. My god, 'go see what there is to do', you really dare to say that! Rep: Oh, you trained us before, I know. My performance goal #¥%&... I just couldn't remember it all of a sudden. Supervisor: Fine, if you can't say it today, forget it. When you go out today, think about it. I'll ask you again tomorrow morning. If you still can't say it, go reserve a spot at Babaoshan in advance! ...... No exaggeration, in actual work there are many reps like this who 'go see what there is to do' or 'step on watermelon skin like Zhu Bajie, sliding wherever it goes'—not using their brains. My method is to have them report performance goals every morning and report achievement in the evening. Scenario simulation: Second day morning meeting: Supervisor: Zhang San, stand up. Tell us your work plan for today. Rep: I plan to go to Carrefour in the morning to discuss adjusting the shelf display, planning to increase from 11 to 15 shelves. In the afternoon, I plan to go to Trust-Mart to discuss the sales guide entry, striving to get the purchasing department's approval. Supervisor: Hmm, much better than yesterday. Now you know what a performance plan is? Rep: Yes, yes. I memorized it all night yesterday, afraid that if you didn't ask this morning, I'd have practiced in vain... Supervisor: Great, congratulations. But don't be too optimistic. Write down what you just said and put it on the table. Second day evening meeting: Supervisor: Zhang San, you're back? Rep: I'm back, I'm back. Supervisor: Bring the paper. Rep: Confused #¥%&* What paper? Supervisor: The performance goals you wrote this morning. Didn't you say 'go to Carrefour in the morning to discuss adjusting the shelf display, planning to increase from 11 to 15 shelves, and in the afternoon go to Trust-Mart to discuss the sales guide entry, striving to get the purchasing department's approval'? Tell me, what were the results of these two things? ...... Before leaving in the morning, large store reps should have today's visit performance goals. In the evening, they report on the achievement of those goals. It's best to write the daily performance goals and reports on a board for public display—for the same reason, large store reps tend to 'spin around like a shrimp', so we have them go out with goals and come back with results, shortening the settlement cycle and adding pressure daily! Supermarket KA Rep Daily Performance Board Office: Date: Year Month Day Rep Name | Responsible KA List | Today's Visit Performance Goals | Today's Achieved Performance | Difference Explanation | Supervisor's Comments 4. How do small store reps 'track performance daily'? Small store reps visit 30-50 stores daily. It's impossible to have each one stand up and report performance goals and achievements for every store. But they still need to be performance-oriented:

  1. Terminal small store reps shouldn't be evaluated solely on sales volume. Evaluating terminal reps solely on sales will inevitably force them to 'visit large stores instead of small ones, visit wholesalers instead of terminals, visit familiar old stores instead of new ones, sell old products instead of new ones'. This has nothing to do with morality; it's purely a mechanism issue. Employees always do what you assess, never what you hope. Who's dumber than whom? Everyone picks the biggest bun.
  2. Common indicators for terminal staff reporting and performance evaluation: Sales report: Yesterday's sales, cumulative sales, cumulative sales vs. time progress. Visit and closing report: Number of stores visited, number of stores closed, closing rate... Item management: Number of new items added, number of items lost among stores visited yesterday... Key indicators: Recent company priorities (e.g., new product distribution, model stores) progress for yesterday and cumulative. [Simulation]: Report: Yesterday I was supposed to visit 42 stores, but actually visited 40. Two stores on Dade Road were demolished and closed. Yesterday's sales were 45 cases; this month my cumulative sales are 966 cases. Time progress is 69%; as of yesterday, my cumulative sales progress was 75%, leading time progress by 6 points. On yesterday's route, I added 5 new items, lost or reduced 2 items, and plan to recover them next week. This week's focus is new product A. Yesterday, A was distributed to 4 stores; this month, A has been distributed to 105 stores cumulatively. The distribution task for A is 82% complete, leading time progress by 13 points. Today's plan is to visit 45 stores on Wednesday's route, with a distribution goal of 5 stores for A. Today's item management goal is to add 7 new items. Report complete. Tip: Another key point for small store reps' reports is 'review the past, look to the future, and drive performance'. We'll detail this later when discussing the 'morning meeting performance cycle'. Small Store Rep Daily Performance Board Date: Year Month Day Time Progress: Excerpted from Mr. Wei Qing's bestseller "Terminal Sales Secret Manual" Editor's PS: The editor has selected 1,067 articles from nearly 1,900 published on this official account, divided into 14 categories and 57 knowledge points, systematically organizing frontline marketing management content into a library for everyone's learning. From market to customers, practical and management-focused, all are valuable. Follow the official account and reply with the number "1" to browse related content.