---
title: "How to Build a Solid Sales Team?"
description: "This article discusses how to build a solid sales team by focusing on retaining experienced employees, sharing benefits, communicating expectations, and using goal management with reminders and rewards."
author: "张峻老师"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-04-05"
language: "en"
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---

# How to Build a Solid Sales Team?

> This article discusses how to build a solid sales team by focusing on retaining experienced employees, sharing benefits, communicating expectations, and using goal management with reminders and rewards.

## Introduction: Sales Team Management I. Effectively Retaining Employees (Summary Below)
**1. Old Employees Leave, New Employees Don't Stay**
In today's knowledge economy, employees are no longer mere manual laborers. Their knowledge, skills, experience, information, and data are the most valuable resources in the market. Once personnel leave, the market loses not just a worker, but a skill, a group of customers, or a whole market. Therefore, market managers must do everything possible to retain experienced employees to reduce losses for both the market and the company.
Because new employees entering a market interact most with experienced employees, not frontline managers, in their daily work and life. If frontline managers neglect the treatment and emotional investment of experienced employees, they will speak ill of the managers, the market, or even the company to new employees. They may vent their work frustrations on new employees, making them scapegoats. As a result, most new employees choose to leave.
Today, many markets face the situation where experienced employees cannot be retained, and new employees cannot be recruited. This is because frontline managers ignore changes in society, the market, and employees. The quality of new employees is declining while their demands are rising. They no longer work tirelessly without complaint like past employees. For post-85s and post-90s employees, they want less work and higher pay. Being mostly only children raised in comfort, they cannot understand hardship. So new employees demand high wages but are unwilling to work. Frontline managers must decide: if conditions are met, they stay; otherwise, they leave. After all, today's students would rather be unemployed than take a job they dislike. They have no sense of crisis; their families support them. They can go half a year or a year without work and still have food and clothing. What do they fear? But frontline managers cannot afford to wait or delay, or profitable business may turn into losses.
Therefore, frontline managers must treat employees like customers, serving them as they would serve customers. Especially experienced employees cannot be neglected; they are the market's fortune gods!
However, some market managers do not value the management of experienced employees, thinking that the grass is greener on the other side or that new employees are easier to manage. As a result, current employees are not retained, and outsiders do not join. Insiders leave because managers do not value them; outsiders do not enter because they see no hope.
If frontline managers change their perspective, deepen emotional connections with experienced employees, and focus on their career development, they can retain experienced employees. New employees will see the growth and income increases of experienced employees and become envious, naturally wanting to join. Thus, only by retaining experienced employees can the market attract new employees.
This is like children being filial to their parents depends on whether their parents are filial to their grandparents. Similarly, whether frontline managers treat new employees well is reflected in how they treat experienced employees!
If an experienced employee does not receive respect and trust from frontline managers, no matter how much good words managers say, new employees will not believe them.
**2. Benefit Sharing and Common Development**
Some market managers, for personal or short-term gains, hoard all the best resources, so that they alone feast while others get nothing. In well-developed teams, it is common for the market to operate as a collective interest group. "A single flower does not make spring." To truly make money or develop, team strength is essential. This way, employees can generate positive energy for work. Therefore, benefit sharing, risk sharing, and common development are fundamental to achieving economic goals and growth.
**3. Notify Employees in Advance of Work Task Changes**
"Iron camps, flowing soldiers" is a true description of sales work. In the market, each employee's work environment and tasks may be adjusted or changed at any time due to the nature of the job. When this happens, market managers should inform employees in advance. This positively impacts market development and shows respect for employees. Conversely, frontline managers may dampen employee enthusiasm, leading to antagonism and serious risks to the market's survival and development.
**4. Make Employees Understand the Division of Labor**
Division of labor should be clear, with each person having a role. Ensure everyone has tasks and every task has an owner. Clear division is the prerequisite for orderly work and development. When new employees join, the first thing is to help them understand what the market does, how it operates, what each position entails, and where these positions fit in the organizational structure, as well as their own position and role.
**5. Let Employees Know the Expectations of Frontline Managers**
As frontline managers, it is relatively easy to implement decisions in all aspects of market management. The challenge is to get employees to proactively align their development and interests with the market's development, ensuring every employee knows what managers are thinking, what they want most, and that they hope for capable assistants to solve sales issues. Frontline managers should give employees opportunities to enhance cohesion, initiative, and proactive thinking for the market, closely linking employee development and interests with market development.
Note: This is not about forming small cliques.
**6. Set an Example**
For the market, frontline managers do not need to spend excessive time and energy improving employees' skills. However, some employees may have low capabilities, and practical problems exist. A good solution is to ask more capable employees to help them. This saves managers' energy, solves problems, and more importantly, makes employees feel valued.
**7. Encourage and Reward**
In daily work, regularly encourage employees. Otherwise, over time, they will lose enthusiasm and initiative.
**8. Help New Employees Quickly Familiarize with Work and Life Environment**
First impressions are hardest to forget and change. Initial impressions lay the foundation for future work harmony and smoothness, giving employees a sense of belonging and warmth.
**9. Maintain Communication with Employees' Families**
A key factor in the market's survival and development is forming team cohesion. Effective communication with employees' thoughts and feelings is a good method. Maintaining contact with employees' families can eliminate barriers between managers and employees, and help families understand and support employees' work.
**10. Help Employees Achieve Their Aspirations**
Everyone has ideals and desires to realize them. To maintain employees' enthusiasm and sense of achievement, frontline managers should help employees achieve some aspirations, fostering self-confidence and a positive attitude.
**Sales Team Management II. Turning Goal Management into a Reminder Mechanism:**
**1. Establish a Goal Bulletin Board**
Set up a work board in the office, divided into corporate culture, corporate policies, and market announcements. Each department has an independent sales bulletin board showing total department tasks, individual tasks, and current completion, using tables or bar charts.
**2. Daily Sales Flower Reminders**
Within departments, use single flowers to remind employees of daily sales gaps, red stars to encourage continued effort, and to remind others who is currently first and their performance, allowing comparison and motivating quick improvement. Use black stars to warn employees that they are currently last and must work hard to catch up. When publishing sales statistics for all employees, use multi-star stickers: first place with ★★★, second with ★★, and last with a black star as a warning.
**3. Award Monthly Sales Dark Horses, Quarterly Golden Eagles, and Annual Gold-Collar Employees**
A. Each month, each market selects one dark horse employee and one dark horse team. At the month-end employee meeting, the manager presents the mobile red flag to these monthly champions, who give acceptance speeches, vowing to keep the dark horse spirit. Winners also receive other rewards from the market office and company headquarters.
B. Each quarter, each market selects two golden eagle employees and one golden eagle team. At the quarter-end meeting, company headquarters leaders present the mobile crystal eagle to quarterly champions, who also enjoy rewards from the market office and headquarters.
C. Annual gold-collar employees are selected based on annual income exceeding 50,000 yuan for grassroots employees, market supervisors, market managers, and company leaders, along with significant improvement in overall quality and image. Through this selection, many employees build self-respect, find honor in work, and eliminate inferiority. When grassroots employees are selected alongside senior and middle management, the supreme honor and equal dignity are the greatest benefits for employees.
4. Frequently remind and warn, but handle carefully: remind with encouragement, warn with examples. Of course, employees with serious misconduct must be dealt with strictly without leniency.
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