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For sales, a good process will definitely lead to good results. However, good results do not necessarily come from a good process. For example, some salespeople may complete their liquor sales tasks, but only by forcing inventory onto distributors. Therefore, excellent sales performance depends entirely on process management, which requires a series of management tools and methods.

One Form as the Foundation

One form, namely the daily sales report, is the most basic and important form in liquor sales process management (see attached table). This form displays the following management content:

  1. It reflects the salesperson's work area, the specific reporter, the date of filling, and the weather conditions. By filling in the weather, it can prevent salespeople from using it as an excuse for absence or shirking work responsibilities.
  2. Serial number. The serial number can reflect the number of customers a salesperson visits each day, showing whether the salesperson is performing quantitative work as required by the company.
  3. Visited customers. Specifically, the names of customers or individuals planned for visits. Of course, if the "Other Records" column at the end of the form includes the customer's phone number, it is easier to verify whether the salesperson's work content is accurate.
  4. Visit time. This refers to the specific time of the customer interview. For example, many liquor companies have their own group purchase public relations departments, and group purchase customers can be classified into A, B, and C categories. Different customers have different visit frequencies and specific interview times. Thus, the company can require salespeople to fill in the start and end times of customer visits, making it easier to further check what the salesperson is doing during that time.
  5. Visit purpose. Divided into ordering, collection, development, and service, with explanations (e.g., new products, new policies). This shows the daily work focus of the salesperson, which helps supervisors monitor.
  6. Discussion results. This specifically shows a salesperson's daily work performance, revealing their work skills, and thus determining whether training is needed to improve work efficiency and effectiveness.
  7. Customer category. Includes development, new, and existing customers, showing whether the salesperson's customer structure is reasonable and whether sales growth is guaranteed.
  8. Scheduled revisit time. Based on the interview results, this is the specific time arrangement for a second communication with target customers. According to the four-visit rule, more than 80% of customers are successfully won after four or more visits, so salespeople are required to make skilled and frequent visits.
  9. Other records. Can record customer objections, pending issues, mutually agreed matters, and memos.

Two Methods Used Flexibly

To achieve the desired effect in sales process management, two management methods must be used flexibly. Only then can sales process management be more effective, better promote goal achievement, and better complete sales tasks.

Management by walking around. McDonald's once experienced a decline in performance. Later, they found that some managers were managing from their offices and found it difficult to solve problems quickly and conveniently. So, McDonald's sawed off the backs of all the chairs in the office, leaving managers who preferred to stay in the office without comfortable backs, thus forcing them to go to the field to manage. As a result, they quickly turned the situation around and improved performance.

In fact, for sales supervisors to better manage the sales process, management by walking around is essential. Wahaha Group, as a private enterprise, has maintained growth for many years without decline, attributed to its chairman, Zong Qinghou, who spends more than 200 days a year in the market. He is familiar with the market, customers, and salespeople, reducing the probability of decision-making errors. Therefore, sales supervisors in liquor companies can also learn from management by walking around to make correct decisions and gain the trust of subordinates, not limited to "office management" or "telephone management," thereby grasping the frontline market situation and achieving more effective management results.

On-site management. On-site management is more attractive to subordinates and customers. Both salespeople and customers prefer supervisors who can solve problems on the spot, rather than those who give orders from the office or over the phone. To establish authority and better support subordinates and customers, sales supervisors must go to the field.

  1. Solve market problems on-site. Many problems require supervisors to investigate, gather evidence, cheer, and support on-site. For example, issues like channel conflict and price chaos cannot be resolved by listening to one side's story. It is necessary to go to the field to investigate and trace the root cause, then handle it reasonably.
  2. Train salespeople on-site. Sales supervisors can use on-site management to discover problems in salespeople's work, especially skill deficiencies, and can teach hands-on and conduct immediate drills, making it easier to correct deviations and find fundamental solutions, methods, or techniques to achieve goals.

Three Unconventional Tips

Sales process management plays a crucial role in achieving sales goals. In addition to conventional methods and means, there are three seemingly "unconventional" sales process methods and techniques.

Surprise inspection method. In addition to routine inspections, "surprise" actions are taken in sales process management to check the work status of salespeople. This makes honest salespeople feel more secure and fair, while also exposing those who are absent or off-duty, catching them off guard, and helping sales managers identify typical cases. For example, when a sales supervisor conducts monthly market inspections, they generally do not notify salespeople of their whereabouts. Even the sales support staff in the office are not informed. Upon arriving at the market to be inspected, they first check the channel status, especially terminals, looking at product display, visual merchandising, POP posters, production dates (to check turnover speed), and the work status of terminal staff. Then, as needed, they take photos on-site. After gathering first-hand information, they go to the customer to check whether the salesperson is on duty. If present, it's a win-win; if not, penalties are imposed according to relevant management regulations. Practice has proven this method very effective. It acts like an invisible "sword" hanging over everyone's head, making them feel there is an invisible "eye" behind them, so they dare not slack off and better devote themselves to daily sales work.

Online communication method. In market work, various problems inevitably arise, such as product backlog, slow sales, competitor attacks, price cuts, promotions, etc. Sometimes it is difficult to communicate clearly in a few words, especially for long-distance management. In addition to phone calls, the internet can solve this problem. One way is to send sales management reports and market issues via email within a specified time, allowing sales managers to grasp progress and adjust direction and strategy in time. Another way is to establish a QQ group for regional salespeople, where everyone goes online at a specified time to share work experiences and insights, especially successes and even failures. Good experiences can be learned and referenced by everyone, while bad aspects serve as warnings, avoiding "repeating the same mistakes" and reducing the cost of trial and error. The online communication method is an efficient way to communicate. Many foreign companies use sales management form documents to quickly transmit information, greatly improving the efficiency of sales managers and achieving good management results.

Mid-month meeting method. In sales management, it is found that phone calls, emails, or messages are not enough, especially for salespeople lacking motivation. They need a push or pull from behind, and even some "fuel." This requires a regional sales operation analysis meeting at the midpoint of each month. This meeting, on one hand, summarizes the sales situation of the first half of the month, such as whether sales progress is on track, product structure, new product promotion, new market development, and evaluation of promotional activities. At the same time, it also identifies key factors that can help achieve the monthly target and makes specific arrangements for the second half of the month, such as adjusting plans, strategies, or markets based on the execution of the first half's sales goals. The advantage of this method is that it can promptly review the completion of sales goals, avoiding the phenomenon of "cramming at the last minute." Additionally, this meeting has another important task: training salespeople. Targeted training is provided for deficiencies in their work, and successful salespeople can share their successful practices with others, setting an example and subtly cultivating a learning awareness among salespeople.

In summary, sales process management requires a combination of conventional means and unconventional methods, while paying attention to methods and techniques. Through process management, it stimulates the enthusiasm, initiative, and creativity of team members, making goal achievement solid and ultimately leading to excellent performance.

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