Incentive For Salesmen

According to the company's existing staff, the employees are divided into:

1. Sales staff at the basic level: including salesmen, cashiers, security guards, etc.

2. Junior management: including assistant, supervisor, functional officer, sponsor, etc.

3, intermediate management personnel: manager, assistant manager, head of functional department.

4. Special staff: highly skilled salesperson, supervisor with special expertise and Assistant Supervisor (such as display, replenishment, merchandise analysis, etc.), and company recruited college students.

     Two, the core three general rules of employee motivation:

1, the front-line Salesperson: emphasizing collective performance, focusing on more work and more pay, is mainly reflected in the position of salesmen. They demand that the higher the sales volume, the higher the bonus, the more work they do, the higher the remuneration they deserve, under the premise of guaranteeing the basic work and life.

Our existing problems: according to my preliminary understanding, at present, the sales commission of Fujian branch is quite evenly distributed, which is a very important reason for not motivating employees' work enthusiasm; secondly, our front line salesmen have done a lot of so-called "homework" without giving them corresponding remuneration, and more than 60% of these assignments should be It was done by our assistant supervisor, supervisor and even manager.

2, for managers; emphasis on collective performance, focusing on career development. For managers, their deepest desire is career development. They look forward to the career development route from an ordinary clerk to a senior supervisor. Under this premise, they want to have clear job responsibilities, clear vocational skills requirements and clear positions. Industry development direction.

Our problem is: the responsibilities of managers are not clear, overlapping and duplication are common. (this is the voice of many managers). They feel that there is no goal in their work, they do not know what they are doing all day, they can not see their prospects for development, their work is busy, their goals are blind, and their career development is slim.

3, for highly skilled staff: emphasize collective performance, focusing on value recognition. For skilled employees, they are eager for their research and development projects to be correctly applied and can be recognized by people.

4, about college students: at present, in our front-line staff (including some managers and supervisors), the exclusion of college students is still very strong. This exclusion mainly comes from two aspects: first, they believe that the entry of college students to a certain extent has limited their career development, and their chances of promotion are less than originally. On the other hand, college students have brought a great impact on their thinking and behavior, and their original ways of doing things have been constantly changing. Under the pressure of this change, they are unconsciously confronting psychology. This point is mentioned in the interview of students who left office.  

     Three, about health factors, I think.

1, part of the solution can be achieved through wage reform.

2, do social security for the above assistant staff, because the company's development objectively requires a relatively stable management team. In the protection of future life, the role of social security is attracting the attention of most employees.

     Four, about incentives:

1, to solve the problem of selling prizes with average prizes and big meals.

2, for employees with outstanding sales performance, performance bonuses can be considered, and the top three employees of each cabinet can be considered to give performance bonuses based on their sales performance. (to achieve more work and more needs for employees)

3, in the promotion of employees in the assessment project sales performance as an assessment index. (meet employee career development needs)

4. In group communication, we will open up an excellent staff column to introduce the advanced deeds of excellent employees. We should use the role of the media to publicize good styles to meet the fourth level needs of employees.

     Five, specific ideas.

1, according to the employees at different levels, they can understand their main needs and ideas in the form of employee seminars or sample interviews, and ask for their own opinions and suggestions on their own concerns.

2, specific problems should be selected first to two shops for trial, and the improvement will be promoted in the pilot process.

3, the key point is to let our managers have a unified understanding of their corporate culture so that they can genuinely care about our employees, rather than unprincipled manufacturing problems.