With the support of aircraft and artillery resources, one is air-dropped alone onto a war-torn base, surrounded by ruins and desolation, self-appointed as a 'scout', seeing only the 'old, weak, sick, and disabled' left behind. It can be described as 'Last night the west wind withered the green trees; alone I climbed the high tower, gazing to the end of the world.' I believe that marketing personnel who have been responsible for weak markets will have such feelings and memories: internal and external troubles, with external clients lacking enthusiasm, low cooperation, poor profitability, slow product movement, no click-through rates, chaotic pricing, and internally a stagnant sales team with scattered morale, extremely tricky. To resist external threats, one must first stabilize internal affairs. How to build a wild sales team is urgent? Before provisions move, organization comes first. Characteristics of a weak market sales team:

  1. Effort does not equal reward; more effort, less reward 2. No direction, no goals 3. Not valued by company leaders, few promotion opportunities 4. High personnel turnover 5. No enthusiasm, no combat effectiveness 6. Poor professional skills 7. Serious complaints; being assigned to a weak market is seen as bad luck 8. The capable have long left, the average are still waiting, and the mediocre stay long-term Knowing the cause allows for the right remedy. The marketing team I built is called the 'Crazy Marketing Team'. 'Crazy' literally means alternative or mentally abnormal, but I believe that 'doing sales with religious piety and passionate madness' will surely boost morale and make a decisive effort. Battles are fought on morale, requiring the spirit of the shining sword. I summarize the following points: 1. Composition of a harmonious team environment A drop of clean water in a cup of dirty water results in a cup of dirty water. First, govern and optimize the poor team environment, creating a harmonious and positive team atmosphere. Characteristics of a malignant team environment:
  2. Serious small-group consciousness
  3. Firewall—newcomers cannot integrate
  4. Unfair, unjust, and non-transparent salary treatment
  5. Pretentious people run rampant
  6. Existence of special privileges for special people
  7. Serious scheming mentality
  8. Serious bureaucracy among leaders The team environment I create adheres to the management principle: 'The bolder the person, the higher the yield; the capable rise, the average yield, the mediocre fall; the mind determines the pocket; fairness, justice, and transparency.' Abandon all excuses and reasons that do not produce results, and judge a person objectively and fairly. Perhaps a team member may do or say something contrary to management art due to ignorance, but management should not prevent or stifle such behavior due to personal likes or dislikes. They must proceed from the overall situation: 'Those who do not plan for the whole are insufficient to plan for a part; those who do not plan for eternity are insufficient to plan for a moment.' The slogan of my team is: 'We are special forces, we excel in land, sea, and air operations, and our combat capability cannot be replicated by the enemy.' 2. Building morale On a narrow path, the brave wins. Dare to draw the sword, be good at drawing it, do not believe in tears, and make a decisive effort. Firmly believe that there are no markets that cannot be done well, only people who cannot do them well. As management, you must first have the confidence to win. Even if you encounter objective difficulties in the market, hide them in your heart, and firmly believe: 'When Heaven is about to assign a great task to a person, it first torments his mind, exhausts his muscles and bones, starves his body, empties his frame, and disrupts his actions, thus moving his heart and forbearing his nature, and increasing his capabilities.' Even Tang Seng had to endure eighty-one tribulations to obtain the scriptures, let alone us. Eliminate the spread of negative emotions, and advocate the fighting spirit of 'losing again and again, fighting again and again, and becoming stronger with each setback.' I remember a salesman who had not conquered a specialty restaurant terminal for three months and made a vow: 'If I don't take down a restaurant terminal, I'll die outside.' Sincerity can move metal and stone. As a result, he conquered the terminal, and later his market work was also impressive. 3. Leadership self-cultivation A soldier is brave but a general is brave; a general's cowardice ruins the whole army. As the supreme commander of a team, you must fully exert your personal charm and strengthen self-cultivation. Self-cultivation:
  9. Lead by example, be the first to charge. If the upper beam is crooked, the lower beam is crooked. As the ancient saying goes: 'If the person is upright, orders are followed without being given; if the person is not upright, orders are not followed even if given.'
  10. Professional skills and leadership art. Deep water makes fish happy; old trees attract birds. Build cohesion and centripetal force. The post-80s generation has become the main force of work; their desire is to grow and develop. If management's own business skills are mediocre, it is difficult to lead the post-80s, let alone have followers. Conversely, if they can absorb business nutrition from leaders and grow themselves, even if other aspects are not satisfied, they will always follow.
  11. Overcome bureaucracy. Come from the team, go to the team, go deep into the team, truly understand the life and thoughts of each team member, and solve problems promptly. Refuse to be high-profile, and truly provide a strong backing for team members.
  12. Emotional intelligence self-control. Absolutely do not define a person in the team based on personal gains and losses, likes and dislikes. This requires strong self-control from managers; otherwise, it is difficult to achieve.
  13. Personal integrity and cultivation. Have a proper work style and no bad habits; otherwise, the whole team will be filled with a foul atmosphere.
  14. Establish self-authority. In action, do what you say and follow through. Authority is built from details, from doing things bit by bit, self-discipline, timely fulfillment of promises, and the ability to overwhelm the crowd in times of crisis.
  15. Broad-mindedness. The size of your mind determines the size of your pattern. Do not worry that teaching apprentices will starve the master. I have seen many leaders who dare not cultivate subordinates, do not guide them, or even suppress them, relying on their own understanding. The problem is that they worry about subordinates surpassing and replacing them. Perhaps they do not realize that the number of subordinates promoted is also a manifestation of their excellent leadership. 4. Vision and goals Napoleon said: 'The starting point of all achievements is desire.' If you aim for the best, you get the middle; if you aim for the middle, you get the lower; if you aim for the lower, you get nothing. This shows the importance of goals. Goals are the driving force for a team to charge into battle. I believe that goal setting should follow these points:
  16. Whether the goal task is reasonable
  17. Whether the goal is clear
  18. Whether the goal setting has been communicated and interacted
  19. Whether the measures to achieve the goal are detailed and actionable
  20. Whether the reward and punishment measures for achieving the goal are detailed
  21. Avoid exaggeration and the 'three claps' (clap head before setting, clap chest when setting, clap butt and leave after setting) 5. Personnel management The ancient saying goes: 'Look at what he does, observe his motives, and examine what he is content with.' Knowing people enables good use, so use and cultivate people according to their abilities. Selecting, cultivating, using, and retaining people is not easy. I believe the following points should be noted:
  22. Resolutely do not use salespeople who are incompatible with the team culture
  23. Match the right person to the right market and customers based on personality traits
  24. The art of communication. Everything lies in communication; change according to the person and choose different communication methods
  25. Humanization does not equal favoritism. Do not confuse work and life. A kind general does not lead troops. Do not equate humanization with favoritism because the market is weak or for various reasons, fearing you cannot retain people. In life, you can care like an elder and solve difficulties, but at work, you must act decisively when necessary, because normal criticism is for better growth, to teach him methods and skills to fish, a life skill, and a money-making skill.
  26. Crisis awareness. Flowing water does not stagnate, and door hinges do not get worm-eaten. Once salespeople stay for more than a year, slackness and procrastination become serious. Therefore, continuously inject fresh blood or rotate the markets of salespeople to keep the whole team vibrant.
  27. See more, listen less. For reported market conditions, management should verify and supervise more.
  28. Assist salespeople in career planning so they have something to pursue.
  29. Regarding rewards and punishments. Reward should make the heart bloom with joy; punish should make the heart jump with fear. Timely implement rewards and punishments; make them clear; timely recognize and affirm. Self-satisfaction is placed at the last level of Maslow's hierarchy of needs. If good and bad are the same, why bother working hard? 6. Execution Regarding execution, opinions vary. I believe execution is a repeated process of tracking, implementing, and reviewing until a behavior becomes a habit. I once observed that at meetings, we repeatedly said to do terminal visual merchandising, but the office's merchandising materials had not been touched for half a month. Later, every morning at the door, I required everyone to take a certain number of posters and push-pull stickers, and then every evening I checked the photos of what they had posted. After persisting for a month, everyone developed a habit; if they did not post one day, they felt something was missing. 7. Systems Without rules, nothing can be accomplished. Systems are standards and levers. Systems cannot be changed arbitrarily; they must be followed, violations must be punished, and enforcement must be strict. 8. Cultivation of learning ability Aiming is more important than shooting. On the battlefield, you fight fiercely; after the battle, you cultivate skills and methods. When the upper and lower are of one mind, victory is assured.
  30. Regular meetings and on-site learning. Organize meetings irregularly to discuss the latest market dynamics, review gains and losses in work in a timely manner; learn from markets that have done well in real time and on site, communicate and exchange, and promptly propose improvement plans for the next step.
  31. Training. Stones from other hills can polish jade. Content includes negotiation skills, customer development and management, route visits, etc.
  32. Summaries. For example, each person in the office writes their experiences and insights in a unified notebook, forming a 'Sunflower Manual'.
  33. Drills. Simulate negotiations. Water has no constant form, and soldiers have no constant posture. As long as ten thousand people unite, they are invincible. A weak market will surely become a strong market. Believe in the power of the team. -END- Content selection Click the title below to read directly: **[Line Sales Representative Practical Operation Guide (with full PPT download attached)]