For sales managers, the hardest task is improving the sales performance of their salespeople. In a previous question, I mentioned that the root cause of unsatisfactory selling prices lies in salespeople's lack of ability and motivation to find new customers. They would rather lower prices than seek more suitable customers. Being inactive in finding new customers is just one of the bad habits of salespeople. Others include:

  1. Complaining only, without taking action;
  2. Talking too much and asking too little;
  3. Not understanding customers' potential needs;
  4. Spending too much time on trivial matters;
  5. Arguing with customers and speaking ill of competitors;
  6. Unwilling to share information or engage in cross-selling. The challenge for sales managers is not to identify these bad habits, nor to find ways to eliminate them, but to get salespeople to change them. Why don't salespeople change their bad habits? Salespeople persist in their bad habits not simply because of resistance to change; the reasons are varied, such as:
  7. They don't see a clear connection between changing habits and improving sales performance;
  8. When they do make changes, they don't receive recognition from their sales manager (managers typically only acknowledge the final result—sales volume—and rarely acknowledge improvements in the sales process);
  9. They have nothing to lose by not changing (if it's not measured, it won't be done!). First and foremost, sales managers should help salespeople understand why they need to do difficult tasks, such as making phone calls to higher-level managers, asking sensitive questions to customers, or building more relationships within customer companies. For some, especially those set in their ways, change is painful. As a sales manager, you should show salespeople a "bright future," such as telling them that change will quickly lead to more deals and higher profits. Give appropriate recognition Traditionally, salespeople are rewarded only after a sales agreement is reached. However, sales volume is the result of the preceding sales process. So, if sales managers recognize that changing bad habits will improve sales performance, they will more actively urge salespeople to change and help them develop good sales habits. An effective method is to give salespeople appropriate recognition, even for small improvements. It's important to base recognition on specific improvements, not just general praise. Consider this example: "Sue, I've noticed you've been meeting with key decision-makers more often recently. I believe if you keep it up, you'll uncover their real needs and close several large orders!" In this example, the sales manager clearly states the reason for recognition, tells the salesperson what to improve further, and what they might achieve. Unfortunately, most sales managers only notice shortcomings and forget to highlight strengths. This doesn't mean sales managers should "coddle" salespeople, but rather that they should acknowledge performance when necessary, letting them know their work is valued. What gets measured gets done Salespeople are smart. They only do what they have to do. Often, those who complain without acting fall into this category. Their complaints include:
  • "Our prices are too high";
  • "If only we did more advertising";
  • "Those important people don't want to see me";
  • "You haven't taught us the 'winning formula' to persuade customers";
  • "I don't have enough resources to provide more information in the proposal";
  • "I don't have time to add customer information to the database";
  • "It's not my job"; and so on. Sometimes they complain just to vent. But sometimes, complaints are excuses for not meeting targets. If the latter happens often, it usually indicates that the sales manager lacks a proper measurement system for salespeople's behavior (not just sales profits). To urge salespeople to develop markets and promote product value, a clear reward and punishment system should be established. Neglect provides no incentive for salespeople to improve their abilities. So, sometimes the reason salespeople don't strive is simple—because sales managers let them. Sales managers should work diligently to help salespeople master correct sales methods and strive to eliminate those bad habits. -END- Content Selection Reply with the following keywords to search and read related articles: Sales Supervisor, Second-Tier Management, Regional Manager, Distributor Management, New Channels, City Manager, Competition, 2015, Manufacturer-Dealer Game, Product Slow Sales, Terminal Visit Management, Route Management, Deep Distribution, Internal Management, Sales Skills, Profit Improvement, Recruitment, Distribution, Daily Management, Team Motivation, Trade Promotion, Sales Misconceptions, New Product Launch, Township Market, New Product Pricing, Sales Target Achievement, Closing Deals, Market Visit Inspection, Baijiu, Beer, Sales Increase, Agency Products, Cross-Region Sales, KA, Terminal Merchandising, New Market, Market Operation, Learning, Book Recommendations, Inventory Management, New Salespeople, Consumer Promotion, Execution, Old Products, Expired Product Handling, Model Market, Franchise Recruitment, New Media, Distributor Development, Performance Appraisal, Assessment, Annual Planning, Merchandising, Morning Meeting, Display, Transformation, Stock Pressure, Holidays, Distributor Cost Control, Channel Operation, Marketing Theory and Laws, Brand Truth, Order Meeting, Team Management, Training, Work Report, Work Report.