グローバルリーダー協会の齋藤信幸です。
営業の目標設定というと、売上目標いわゆるノルマがあげられます。
これは数値目標であり、管理手法は計数（ノルマ）管理となります。
計数管理の問題点は、以下のとおりです。
・間接管理であり実態管理ではない
・計数は操作性があり、単純計算管理の弊害、実態からの遊離の可能性
・入手容易性の点から財務データに依存する割合が高くなる
・計数管理は非情
計数管理だけでは営業の行動が見えなくなり指導もできなくなります。このため実態管理も用いて管理すべきです。
個人個人の売上目標（および新規開拓など）を立て、『理詰めの営業』（下記ブログ参照）で案件を可視化してしっかり管理し、スタッフの指導を行います。
さて、Ronさんの指導方法は？
<Handling deviations>
目標を達成できない部下がいる場合の指導方法
What should a sales manager do if someone is not performing to the minimum standard? I recommend these steps:
1. Set up a private meeting after the first deviation
2. Pinpoint deviations and express how it makes you feel
3. Tell the salesman why you feel that way
4. Ask the salesperson how he feels about the deviation
5. Have discussions as to how to overcome the deviation
6. Once an agreement has been reached, praise the salesman
<Management Objectives and Management Support (Seminar Closing)>
The more a sales person helps customers get what they want, the more the sales person himself will get what he wants.
The more a sales manager helps his sales people get what they want, the more the sales manager himself will get what he wants. Too often sales managers look at sales results, but do not look at his sales people’s activities. I think it is the activities, which the manager should look at and manage the closest.
The above are highlights of one of the most enjoyable seminar I have ever given. I have used it and believe in its contents. It is a seminar I have loved giving.
This material I taught over my years in Isuzu Motors. Once I left Isuzu Motors and started working in the hardware and construction material industry, I apply this content to develop national distributors for cutting tools, which I sold to. It has been fun and very profitable. For some reason, sales management seems to be the weak link in most sales organizations. It is not the salesman but his manager that is not performing his job professionally. In many cases, there is no sales manager at all, and the sales people have to figure out how to sell on their own.
Interestingly, these management skills of helping sales people achieve their goals have no national boundaries. They are international and could be successfully applied anywhere. Sales management training has contributed to my goals better global understanding and bring the world closer together.
私は外資系の営業をしていましたが、正直なところ数値目標は好きでした。
自分の成果を客観的に評価して欲しいというのがその理由です。
皆様の会社では、どのようにセールスをマネージしていますか。
***************************************************************************************
齋藤信幸の生産財の営業『理詰めの営業』はここ。
齋藤信幸のロングステイはここ。
***************************************************************************************
営業の目標設定というと、売上目標いわゆるノルマがあげられます。
これは数値目標であり、管理手法は計数（ノルマ）管理となります。
計数管理の問題点は、以下のとおりです。
・間接管理であり実態管理ではない
・計数は操作性があり、単純計算管理の弊害、実態からの遊離の可能性
・入手容易性の点から財務データに依存する割合が高くなる
・計数管理は非情
計数管理だけでは営業の行動が見えなくなり指導もできなくなります。このため実態管理も用いて管理すべきです。
個人個人の売上目標（および新規開拓など）を立て、『理詰めの営業』（下記ブログ参照）で案件を可視化してしっかり管理し、スタッフの指導を行います。
さて、Ronさんの指導方法は？
<Handling deviations>
目標を達成できない部下がいる場合の指導方法
What should a sales manager do if someone is not performing to the minimum standard? I recommend these steps:
1. Set up a private meeting after the first deviation
2. Pinpoint deviations and express how it makes you feel
3. Tell the salesman why you feel that way
4. Ask the salesperson how he feels about the deviation
5. Have discussions as to how to overcome the deviation
6. Once an agreement has been reached, praise the salesman
<Management Objectives and Management Support (Seminar Closing)>
The more a sales person helps customers get what they want, the more the sales person himself will get what he wants.
The more a sales manager helps his sales people get what they want, the more the sales manager himself will get what he wants. Too often sales managers look at sales results, but do not look at his sales people’s activities. I think it is the activities, which the manager should look at and manage the closest.
The above are highlights of one of the most enjoyable seminar I have ever given. I have used it and believe in its contents. It is a seminar I have loved giving.
This material I taught over my years in Isuzu Motors. Once I left Isuzu Motors and started working in the hardware and construction material industry, I apply this content to develop national distributors for cutting tools, which I sold to. It has been fun and very profitable. For some reason, sales management seems to be the weak link in most sales organizations. It is not the salesman but his manager that is not performing his job professionally. In many cases, there is no sales manager at all, and the sales people have to figure out how to sell on their own.
Interestingly, these management skills of helping sales people achieve their goals have no national boundaries. They are international and could be successfully applied anywhere. Sales management training has contributed to my goals better global understanding and bring the world closer together.
私は外資系の営業をしていましたが、正直なところ数値目標は好きでした。
自分の成果を客観的に評価して欲しいというのがその理由です。
皆様の会社では、どのようにセールスをマネージしていますか。
***************************************************************************************
齋藤信幸の生産財の営業『理詰めの営業』はここ。
齋藤信幸のロングステイはここ。
***************************************************************************************
