---
title: "Tips for Building a High-Performance Sales Team"
description: "Building a sales team with strong execution is crucial for achieving sales targets, collections, brand building, and product promotion. This article outlines three key steps: clarifying the team's position, establishing three personnel systems, and focusing on three execution-boosting points."
author: "张正龙"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-01-22"
language: "en"
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---

# Tips for Building a High-Performance Sales Team

> Building a sales team with strong execution is crucial for achieving sales targets, collections, brand building, and product promotion. This article outlines three key steps: clarifying the team's position, establishing three personnel systems, and focusing on three execution-boosting points.

文 | 远景咨询 张正龙
For all enterprises, building a sales team with super execution is a crucial task among various sales activities. Its completion plays an irreplaceable role in sales tasks, collections, brand building, product promotion, and other sales work. Whether the above series of sales goals can be completed with quality and quantity is closely related to having a sales team with super execution. So, how to build a sales team with efficient execution? I believe enterprises need to do the following three things:

1. Clarify the positioning of the sales team in the enterprise's sales system
For enterprises, the sales team is an asset with huge potential. No matter the era or industry, "people" are ultimately the decisive factor in determining success or failure. Different enterprises have different views on sales teams, which can be summarized as follows:
1. Treat the sales team as a cost investment, because the enterprise bears the salaries and various expenses of the sales team.
2. Treat the sales team as a market investment to gain the trust of partners.
3. Treat the sales team as an asset. Among these views, the first two are undoubtedly wrong and can easily lead to mistakes in decision-making. Treating the sales team as a cost investment may lead to blindly reducing headcount, hiring "cheap" salespeople, and trying to lower benefits. The second view may lead to blind expansion, underutilizing salespeople's potential, and putting pressure on costs and management. Therefore, the correct view is that the sales team is an enterprise asset with great initiative, requiring strengthened management and proper guidance.

2. Establish three personnel systems
After clarifying the positioning of the sales team, it is necessary to establish reasonable personnel systems to maximize the potential of each member and team collaboration. These are: member recruitment and exit system, promotion and demotion system, and reward and punishment system.

1. Establishment of recruitment and exit systems
The entry of new members brings new ideas and may impact the existing team culture, so management must be cautious when screening new members. Due to objective reasons, the exit of existing members is inevitable, so an exit management system should be established. In practice, the principle of "strict entry, lenient exit" should be adhered to, meaning strict assessment before entry. Be cautious with: frequent job hoppers, those with bad habits, and non-local people who haven't settled down. Also, those who are not suitable, idle, or lack execution should be promptly removed.

2. Establishment of promotion and demotion systems
A good promotion and demotion mechanism can enhance team execution and combat effectiveness. In reality, many enterprises have issues where positions can only go up, not down, and grassroots staff find it hard to get promoted. If forced adjustments are made, most people leave, and those who stay may create obstacles. When establishing these systems, note: 1) Have clear promotion paths and methods for grassroots staff; 2) Cultivate a culture where one can go up or down, encourage striving, and promptly remove those who are stubborn or intentionally cause trouble.

3. Establishment of reward and punishment systems
Reward and punishment systems are crucial for enhancing execution. They must be fair, just, and transparent, without arbitrariness or excessive personal feelings. Prevent improper or random rewards/punishments. It is recommended to clearly define potential punishments before management, and once consensus is formed, enforce consistently without mercy. Rewards should be timely; when members complete tasks as required, promised rewards must be delivered promptly and without discount. Note: focus on rewards, with punishment as a supplement, to stimulate initiative and maximize potential.

3. Three key points to enhance team execution
Besides the above systems, enterprises should also focus on: building team values, formulating income growth plans, and establishing training systems.

1. Building team values
Correct team values help members judge what is right and wrong in daily work, guiding unified action. A sales team without values loses direction and cannot form super execution. In building values, highlight core values: 1) Success in sales lies in pragmatism and persistence; 2) Know your strengths and competitors' weaknesses; 3) Sales is a collaborative process; use all available resources; 4) Continuously summarize and improve in sales work.

2. Building training systems
Training is indispensable for building a super-execution team. Focus on: 1) Improving frontline sales skills; 2) Strengthening team leaders' leadership. Note: example is better than precept; leaders should lead by example, teaching members through action, aiming to "teach fishing rather than give fish." Good training boosts execution and combat effectiveness and is vital for forming core values.

3. Member income growth plans
Ultimately, people need to earn money. When building an execution team, enterprises or leaders must seriously formulate income growth plans. This is very important but often overlooked because it's sensitive! Suggestions: ensure income is not below industry average; encourage "small horse pulling big cart," i.e., make work as saturated as possible to ensure income, e.g., by arranging time reasonably and increasing customer service quantity and quality; do not set artificial limits, encourage challenging high salaries, and reward ability; completely break the "big pot" mentality, linking personal income to effort; where possible, encourage sales team contracting.

In summary, team building is like panning gold: remove the dross, keep the good. Establish shared values and goals, provide reasonable development and advancement space, giving each member both a sense of belonging and urgency. Mobilize each member's enthusiasm and maximize their potential. Build a sales team that "can fight hard battles and win."

文来源:远景咨询
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