using JPKZ rule can make sales team management more simple and effective. JPKZ is the abbreviation of Chinese Pinyin: J- motivation, P- training, K- assessment and Z- system. Let's talk about the specific application of JPKZ in sales management. 1. Motivation -J Purpose of Motivation: The most important point of motivating the management of the sales team for the sake of motivation is constant motivation. Imagine a sales team full of energy, self-confidence and strong desire for success every day. Do you still need to take care of it? Motivation is nothing more than material motivation and spiritual motivation. The main emphasis here is the latter, that is, spiritual encouragement. Because material incentives depend on the reward system of the whole company, which is beyond the control of team managers. However, spiritual motivation can be completely grasped, and it is also the most effective and lowest cost way. Spiritual encouragement is the easiest and the hardest to do, because it depends on the mood and patience of management. Sometimes a small praise can stimulate the enthusiasm and fighting spirit of members more than a few hundred dollars. Managers should first be able to control their own emotions, and should be able to show a confident and enthusiastic attitude in front of team members for a long time. Emotions can be influenced, which can be seen everywhere in our life and work. If you are with a passionate person, you will naturally become enthusiastic, and if you are with a person who is often depressed, your own emotions will also be affected. By the same token, if a team manager wants to motivate team members, he must first motivate himself and infect team members through his own self-confidence and enthusiasm, which is to passively motivate subordinates through the manager's own quality. Secondly, managers need to actively motivate the following members all the time. We can constantly stimulate and encourage team members' desire for success through daily regular meetings, work breaks, training time, personal experiences, etc., so that members' emotions can maintain enthusiasm and confidence in their work for a long time. Finally, when a team member fails, loses, or is frustrated, as a manager, he can put himself in the position of analyzing the reasons for the failure for the members and find out the solutions instead of blindly judging. Managers at this time are more like teachers and parents, because proper care is also part of motivation. 2. Training -P Purpose of training: It is essential to train salesmen for actual combat, not for training, and the effect of training comes from members' continuous practice of training content, thus becoming spontaneous knowledge and skills. Salesman training should be based on internal training. If conditions permit, we can consider hiring some professional teachers. Training should be long-term and systematic. You can't expect to hire a salesman to use it immediately. Even a senior salesman needs training, but the training in skills can be less, but the training in company philosophy and teamwork is essential. The training process is actually an incentive process. For new members, first of all, it is necessary to conduct simple training on the necessary company systems and concepts. Remember that it is a necessary system, not a complete system, because a company's systems are all aspects. In order to make him integrate into the team as soon as possible and start work as soon as possible, the system most closely related to his work is trained first, and other aspects are gradually systematic training in daily work. This is not to say that there is no need for other systems, but the goal of sales is to create performance. New members can grasp the system related to this goal and start their work as soon as possible, which is called spending time on the cutting edge. The necessary system training includes: work and rest regulations, regular meeting system, sales system, business trip system, price strategy, etc. This training only takes a short time, such as about 2 hours. At the end of the 2-hour training, you should be assessed immediately, such as written assessment or oral assessment. Secondly, product training. This training is based on the different product characteristics of each company. The key of product training lies in the following points: product characteristics, product price, product competitive advantage, product competitive disadvantage, product comparison in the same industry, etc. Among them, the competitive advantages and disadvantages of products are the key to product training. The advantage training of products can improve the confidence of salesmen, while the disadvantage training of products can show the company's open attitude. Often many companies only train the advantages of products, but in fact all products will face competition in the market, and products in competition will inevitably have their advantages and disadvantages. Even if companies avoid talking about it, salesmen can still get feedback from competitors or customers. When training, we should pay attention to the formality, and we should check and ask questions at any time during the training process, so as to effectively ensure the training quality. At the same time, each training topic, if there are conditions and time, it is best to conduct actual combat drills. For example, after training the product features, each salesman is required to speak the training content independently, and after the product training, each salesman should be able to express all the training contents skillfully and completely, and can also simulate an environment for members to conduct training assessment. Finally, skills training. There are many ways to learn from this, so I won't say much here. Remember, the purpose of training is for actual combat. If training is just for the sake of training, it is better to send some information for everyone to see. There is no need for special training at all. 3. K- Purpose of assessment: Assessment for performance is the key. As an enterprise, there is no doubt about the requirement of performance, but for the management of the sales team, the process is the key, and the process ensures whether the sales performance can be achieved. Sales performance is a change from quantity to quality. The number of potential new customers every day comes from the number of new customers visited every day, the number of intended customers comes from the number of potential users, and the number of clinched customers comes from the number of intended customers. Project sales, direct sales and online sales are all inseparable from a quantity. In order to make achievements, there must be a number of users, and the number of users must reach the number of daily visits by each salesperson. There is no doubt about it. The assessment of sales should be flexible. Poor performance, in addition to the salesman's problems, there are also the company's overall cooperation, strategic objectives, positioning, market cooperation, product factors and so on. We can't simply blame the salesman for poor performance. At this time, the performance appraisal must be flexible, or human nature. We should be able to judge the real problem of poor performance. Of course, this requires the cooperation of the company's top management. Therefore, in JPKZ law, sales assessment is an assessment of the process, not a simple assessment of the results. If the process is not done well, there is no result at all. Z- system system is the key to ensure the effective implementation of the above three items: J (motivation), P (training) and K (assessment). By setting up a suitable system, motivation, training and assessment become the daily work of sales team management, and become the work content that managers must abide by and always implement. According to JPKZ law, the management of sales team is actually very simple, that is, long-term continuous encouragement, continuous and effective training, flexible assessment of the process, and appropriate system guarantee. In fact, we all know that these things have been used, and these contents are nothing new, but if you can completely follow this rule and stick to it for a period of time, you will definitely find a good change. This change comes not from this old content rule itself, but from yourself. Second, the five strategies of marketing team management editor's note: For the grass-roots marketing team, if it can't be managed in place, even if the team has the best team members, it will also fall apart in a very short time. How to avoid this phenomenon? With this question, we specially invite Mr. Xu Yingyun, the author of the actual combat school, to express his views on the management of the marketing team. Mr. Xu believes that the marketing team management in place must do a good job in five aspects: basic management, performance management, humanistic management, logistics management and ideological management. From this issue, this edition will serialize some of the contents, so please pay attention. Basic management is a practical management form. The more basic daily management work, the more related to the growth of the entire marketing team. Learning communication, mentality adjustment, information feedback and work arrangement among marketing team members are basically completed through daily management. Generally speaking, daily management mainly has the following forms: meeting management meetings generally include: daily morning meeting, weekly regular meeting and monthly summary meeting. Different marketing teams will have different meeting cycles. For example, the marketing team of Hearts K has implemented a meeting management system of "clear day, high day, weekly training and monthly promotion". The contents of the meeting mainly include: team members summarize the implementation of the work in the previous stage, plan the work objectives and contents in the next stage, and propose the problems existing in the work; Team leaders make overall analysis and comments on the marketing work in the previous stage and make arrangements for the marketing work in the next stage; Announce the performance of team members in the previous stage, reward those who are advanced in their work, and put forward rectification suggestions to those who are backward; Conduct marketing seminars or training to help team members improve their skills, adjust their mentality and inspire the morale of the whole team. Meeting management should pay attention to the following points: the purpose of the meeting is to let people ask questions, analyze and solve problems, not to provide opportunities for people to complain; Have a clear theme and conclusion, don't ramble; No absentee meetings, no postponed meetings, and serious meeting discipline. Form management A well-designed and properly used marketing form is not only an important means for team members to manage customers and self-management, but also an important tool for team leaders to carry out daily management. Form management can make employees' work clear and their performance clear at a glance, and also allow the team to dynamically supervise customers. Commonly used marketing management forms are: work report forms: such as working day report, weekly report, monthly report, etc. The main contents of this kind of form usually include the summary contents such as the delivery settlement of the reporter, the feedback of market information, the suggestions of customers and salesmen. Payment Cashier's Summary Registration Form: This is a form for team members to make statistics on the goods distribution and money collection at a certain stage, which is mainly used to monitor accounts receivable. Customer file table: a table established by team members according to their work objects after detailed, timely and true investigation. Besides the most basic information such as customer name, address, contact person and telephone number, it should also include more detailed contents such as its business characteristics, industry status and influence, distribution ability, financial strength, business reputation and cooperation intention with the company. Place management The place mentioned here mainly refers to the place where the marketing team usually gathers for office and has a short rest, such as meeting rooms and offices. These places should be not only places for team members to work and study, but also harbors for team members' hearts: after returning to the team, team members can sort out business information, carry out amateur study and exchange market experience here; When you encounter setbacks and difficulties in an affair, you can also get guidance from your superiors and encouragement from your colleagues here; When they are exhausted, they need to take a short rest here, adjust their mentality and start again.