Misunderstanding Of Dealer Business Personnel Assessment

I have worked for six years, and I have contacted many dealers. But I find a problem. There is a common misunderstanding in the assessment of salesmen's business personnel: most dealers are responsible for their own salesmen (at the same time, drivers or drivers plus salesmen) in charge of a region. They deliver their own products and collect their own money. Their wages are base salary plus royalty, and whether the dealer's boss checks whether the work of the salesperson is qualified is mainly based on the sales volume reached by the salesperson in charge of the area.

The assessment of salesmen to salesmen is actually a result oriented assessment, which ensures the enthusiasm of salesmen through salesmen's sales commission, and provides a certain amount of bonus to salesmen through the year-end sales or year-end sales. This kind of assessment system has played a certain role in promoting the early development of salesmen, but this assessment system also has its drawbacks.

Because the dealer's qualification is relatively low, and the dealer has few targeted training to the salesperson, resulting in poor overall quality of the salesperson, and the salesman in order to be able to work here for a long time will also work around the boss's assessment, that is, the sales volume around his own area.

Over time, when the salesperson can achieve sales volume or bonus to meet his psychological expectations, he will slowly relax his work, resulting in shrinking customers and declining customer quality. Besides, the global brand network is due to improper handling of terminal customers' returns and customer complaints, thus affecting the relationship between salesmen and certain terminal stores, and giving up customers who can create sales volume for dealers without affecting their sales volume.

Therefore, in addition to the examination of sales volume, the dealer's assessment of the business should be combined with the maintenance of customer numbers, the development of new customers and the vividness of customers.

The maintenance of the number of customers is the loss of the main responsible customers and the corresponding negative assessment of the loss rate.

The development of new customers: according to the number of new customers and the sales volume of new customers, they will be rewarded.

Customer's vividness: the boss can reward the salesperson's vividness according to the customer's vividness standard through the monthly irregular market check.

The reason why a dealer can make profits is to be realized by the manufacturer's approval through his own high quality sales network. In order to maximize profits, dealers should not only allow salesmen to achieve their due sales, but also make full use of comprehensive assessment to maximize their network maintenance and optimize their quality, so as to maximize profits by implementing multiple brand agents through their own high-quality network.