Marketing activities to increase sales. Promotions to attract customers: what to come up with, examples

For the last six years I have been selling myself and teaching others how to sell.

At one time, I was lucky to develop a sales department at IPS (Isaac Pintosevich Systems), close space checks in the Amazon Chamber of Commerce, and now I build sales in the LABA educational platform.

We sell our products in Ukraine, Russia, Belarus, Kazakhstan, Germany and the Baltic countries. It's pretty difficult process which requires the coordinated work of the entire team.

What happened in those six years?

In the first week of work as a sales manager, I signed 3 contracts for a total of $23,000

Year held the first place in sales among thirty people

Personal record - 372% of the plan

For a year of work, he went from trainee to acting. head of the IPS sales department with thirty sales managers subordinate

Signed contracts with thirty unfamiliar clients in one day of the conference

Doubled the turnover of the LABA educational platform in the first month of operation

I am constantly learning, I have been trained by the best specialists: Belfort, Adizes, Cialdini, Ferrazi, Gandapas etc.

Another personal record - sales of a product of a budget price category for $62,000 per month

I sold a lot, experimented with different schemes and made enough mistakes until I came up with the formula for the perfect sale. This formula can be used to increase the turnover of the ENTIRE sales department, not an individual manager.

Myths that are often found in novice sales managers.

A salesperson needs to be born

That's what most people think people, especially those who are just starting their journey this direction. In fact, selling is an accessible formula that anyone can master.

If you're juggling or driving a car for the first time, chances are you'll make mistakes at first.

But if you have good teachers, over time, you will learn how to do it easily and with minimal errors. Sales are no exception!

Selling is selling

You are unlikely to distinguish 97% of salespeople from each other. These inept managers from the very beginning of the conversation are trying to tell as quickly as possible that they are the best, they have best company, best delivery, conditions etc.

They do not know and do not try to find out what the client needs at all. With this approach, it is really vparivanie. What benefit does such a salesperson bring to the client and what is the probability that the client will buy your product and be satisfied?

Selling is bad

Every day we all sell something. Going to the cinema, what dish to eat for dinner, an idea for clients or management, services, etc.

When selling a quality service or product that can help the client, this cannot be bad. If you help a person, what's wrong with that?

In fact, selling high-quality, sought-after goods is prestigious, and most importantly, they pay very well for it.

Myths of Sales Executives or Business Owners

A good sales manager is easy to find

Now I'll probably upset you. Good sales managers don't look for work - work finds them. There are practically no good sales managers on the market. It's not enough to just post a job and sales geniuses will come to you.

A good sales manager has long since sold his competencies and of course has highly paid commissions. Not in your company.

Practice has shown that it is necessary to look for potential employees who are ready to learn and grow real “sales wolves” out of them. It is difficult, requires certain knowledge and effort. But it definitely works.

Sales managers will actively sell themselves, as they want to earn more

Alas, no matter how well-thought-out system of material motivation you have, it is not enough to keep the fuse of your employee at the highest level.

A sales manager is a person with his own inner beliefs, fears, interests and priorities. Only thanks to the right approach to the management of each employee, you will be able to keep your sales department at a high motivational level.

The most terrible myth that can destroy your sales team

Once everything is set up, everything works fine and it will always be so.

I think each of you at least once thought or hopes that this is possible.

The sales department is the link that should bring most finance to the company. And it should be constantly worked on and improved.

Once every three months, it is necessary to improve and revise the strategy in the sales department.

Set new bonuses for certain indicators, change teams or projects on which they worked, set plans for a month, three and six months.

Sales managers are storm troopers by nature and the usual routine affects them negatively - motivation is lost, indicators begin to fall, there are fewer satisfied customers.

Therefore, you must constantly keep your finger on the pulse of your sales team and, if it begins to weaken, take prompt action.

7 tips to increase the turnover of your sales force

RIGHT PEOPLE

The right people are the backbone of any sales force.

How often do you conduct interviews? How often do you manage to find a good sales manager?

Most companies conduct face-to-face interviews. This approach works in the selection of top management, but not for the sales department.

Competitive interviews are required. So you can save your time and, no less important, emphasize the value of the vacancy in the eyes of the applicant.

If your new employee has not just passed the interview, but openly fought for his position with competitors, he will appreciate it much more.

One of the most important skills of a "salesperson" is purposefulness. Make the competition so that it can show this quality. The selection process should take place in several stages.

It is important that each stage is much more difficult - so you can understand how goal-oriented a potential employee is.

ADAPTATION SYSTEM

In many companies, in the first days of work, an employee in the sales department encounters such problems:

• they do not know what and how to do, so they walk, drink coffee and interfere with other employees;
• they try to sell before they have all the tools and just burn leads or, even worse, ruin your reputation.

You must have a clear system of adaptation. It is necessary to equip the employee with all the knowledge about the product and scripts for working with the client. This will allow you to get rid of the turnover and quickly introduce the manager to the position.

NEW TECHNOLOGIES

Surprisingly, most companies do not use the most important tools for the work of the sales department, even though they are quite easy to master - CRM, IP-telephony, voice recording system, etc.

Implementing a CRM (Customer Relationship Management System) will help you see the picture of your relationship with each client. Here you can enter the customer's phone number, full name, position, city and many other data into the database.

With the help of such a system, it is convenient to keep track of invoices, prepayments and completed transactions - this will allow you to quickly respond to any changes in sales.

The introduction of such a system usually increases turnover by at least 15%. And cloud solutions do not require large budgets.

In the LABA educational platform, we write our own software product that meets all our sales analytics needs. We will definitely devote a separate article to this product, it is worth it).

SALES TOOLS

Many people know what scripts are (algorithms for talking with a client), but few people use them. Managers understand that such a toolkit increases sales in the company, but for some reason they give their managers the opportunity to improvise in a conversation with a client.

Improvisation is the worst case scenario in a conversation when a manager needs to understand the needs of the client and correctly explain all the benefits of the product.

The script needs to be developed, and this, believe me, is not the easiest task you have encountered. It constantly needs to be tightened up and tested in conversations - this is a permanent process.

However, the game is worth the candle - the introduction of such a tool can increase the manager's sales by 30% after the first month.

Don't forget the food book. This is your company's product catalog, which every manager should know by heart. Every detail and detail, every feature of your product. A seller who knows his product perfectly, customers consider a professional - this is an axiom.

AUTOMATION

At this point, it is important to note that your sales department should work automatically. How Swiss Watches- without interruption.

To do this, you need a technical specialist - administrator. This employee will monitor overdue tasks from managers, unloading potential customers. It is also his task to ensure that telephony accounts do not run out of money.

It is very important to constantly work with the customer base. The administrator of the sales department will be able to control clients that take a lot of time. At the same time, the result from such clients is zero.

Create a black pool where you will bring in customers who have not bought anything for a long time or a lot of contact with them.

The acquisition of goods is a process that obeys certain psychological stereotypes of customers. Some things are bought spontaneously (a sudden inner impulse plays a dominant role here), and some - only after a rigorous analysis of the available information about the product.

Making plans

How to increase sales in a retail store? This is a question that worries most store managers. Unfortunately, a miracle cure has not yet been invented that allows you to quickly and effectively raise revenue to the skies. Many obstacles will have to be overcome on the way to prosperity. And it's up to you to decide if you can do it.

Real steps

According to experts in this field, there are the following ways to increase sales:

Ensuring a stable flow of customers and frequency of purchases.

An increase in the average check, that is, the sale of goods for a large amount.

Which path is best to follow? How to increase sales in the most efficient way? To answer these questions, consider each method separately.

Increase in the number of buyers

To make as few mistakes as possible by deciding to stick to this plan, you need to be a competent marketer. Special knowledge will help answer the question of how to increase sales compared to the previous reporting period.

According to retail statistics, at least one in ten visitors will definitely buy something. Therefore, the more visitors, the more buyers. How to increase sales in a retail store?

The most effective options

• Place all kinds of promotional materials on the so-called shopping trail next to the outlet. To do this, it is necessary to determine exactly where the customer flow passes near the store. Advertising materials are designed to make people remember the existence outlet and visit her.

• Distribute promotional information of an information-stimulating nature. Decide which channel will be the most appropriate for spreading the word about your store - glossy magazines, radio, television, directories, Internet advertising, leaflets in mailboxes, etc.

• The most advantageous option is the so-called cross-events. They are joint promotions with other firms. the main objective is to attract as many customers as possible with the help of partner companies. As an example, the following event can be cited: a store selling perfumery and cosmetic products distributes discount coupons on the territory of a nearby office center. The people who come to the store are the attracted customers of the partner. Another option is an event aimed at the exchange of flows. So, on the territory of a clothing store, customers are provided with bonuses for jewelry, and in a jewelry store - vice versa. Such cross-promotions allow you to increase sales in a retail store, spending a minimum amount of money for this purpose. This covers the most loyal audience.

• Place ads at the boundaries of the outlet coverage. It is no secret that each store has its own reach of customers, that is, people who are ready to go or go there to purchase the necessary goods. For example, a grocery mini-market has a shopping area limited to a couple of residential buildings, since few people decide on a half-hour walk for matches or salt. If we consider a large store household appliances, then we can talk about the whole area. The “warmest” circle will be made up of buyers living closest to this outlet. The working coverage is average in "warmth" group, located a few stops from the store. This is where the bulk of potential buyers are concentrated. It is on the border of this particular circle that an advertisement for a retail outlet should be placed. This option will allow step by step to expand the coverage of territories.

Increase in the number of purchases

Here in the first place is thoughtful work with the existing customer base. This entire array can be divided into regulars, the main mass and the so-called ballast. Let's consider these types in more detail:

Regulars are active and most loyal customers. The share of such clients should ideally be from 20 to 40% of the total audience.

The bulk. These people visit the store from time to time, they are capable of “treason” if, for example, a sale is held at another outlet.

- Ballast. Customers who are outside the target audience of the store, or visitors make up this layer.

If you are wondering how to increase sales in a retail store, you should work most closely with the second type of customer. Professionals know that it takes less money to retain customers than to attract new customers. It's time to launch a loyalty program, which is a system of events aimed at encouraging and retaining customers. An important pattern: 80% of profits are provided by 20% of buyers.

The loyalty program has several strategic goals:

Stimulation of constant appeals of buyers;

Increasing the amount and frequency of purchases;

Building a client database;

Formation of a solid reputation of the company in the eyes of customers;

Attracting new customers.

The mechanisms of cumulative discounts and bonuses work very effectively.

Increasing the conversion of the outlet

How to increase sales in a retail store, taking into account this indicator? First, we note that conversion refers to the ratio of buyers to visitors. It is quite natural to strive to ensure 100% conversion. However, even 50% will be acceptable.

There are two most common reasons for low conversion. This is unsatisfactory merchandising and unproductive work of the staff.

Increasing the average amount in a check

To increase this indicator, you can sell either an expensive product or more units of a cheap product. The second option is considered the simplest. What steps to take in this case?

Competent duplication of the most popular goods at additional points, filling the checkout area with useful little things, and laying out sets will help in achieving the goal. Equally important is the constant work with the staff: trainings, seminars, lectures, etc.

Above was presented general information. Now let's look at how to apply the acquired knowledge in certain areas.

Simple tricks will help you understand how to increase wholesale sales or succeed in retail. Strive to ensure that every step you take is aimed at improving the quality of services and forming a good image of the company.

Florist business

How to increase sales of flowers? To do this, here are some examples of effective tricks:

• Building a sales system. Did the client buy a bouquet? Excellent! Ask him what kind of ribbon it is better to twist the flowers (at the same time, offer the most advantageous option for you), what toy he will choose for the bouquet (“These flowers are usually taken with teddy bear…”), what kind of chocolate does the recipient prefer - black or white?

• Formation of the client base. Try to get the contact details of each buyer. Run lotteries. For example, each person who bought a bouquet before a certain date gets a chance to win ten thousand rubles on account of buying flowers.

• Stimulation of sellers. An employee who sells bouquets for a large amount receives, for example, a certificate for spa services. Holding such competitions regularly, you will think less and less about how to increase the sale of flowers: the employees will do everything for you.

• Anticipating customer expectations. Very effective in this regard is the presentation of cute trinkets with purchases made. A successful example of one of the flower shops: on Valentine's Day, store employees launched butterflies, which delighted all customers.

Second hand

In order to succeed in this business, it is very important to choose the right location for the outlet. To sell used items, it is not necessary to rent space in elite business centers. Perfect place in residential area or close to the market.

How to increase second-hand sales using an air freshener? In fact, this means of household chemicals can help in the formation of a positive image of the company. The fact is that all second-hand goods are disinfected with a special gas before being sent from Europe. Such chemicals have an extremely unpleasant odor. That's why a couple of spray cans of air freshener will come in handy. In addition, it is important to provide natural ventilation of the room.

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From time to time sites arrange advertising promotions to attract customers. Even if the company offers the consumer some kind of discount, it is not at all a fact that this action will attract the attention of the client. Why? How do stores usually reason when giving a customer a discount? A simple example. Gave a 10-15% discount to visitors and sit and drink coffee and do not forget to count the money from sales. But it was not there.

In fact, if you follow this principle, then the store's sales will tend to zero. The competition is growing every day. And there is less and less creativity, and promotions are no exception. They all give a 10-15% discount as for selection and are waiting for something, working at a loss. But the discount! What promotions are then needed to increase sales?

Promotions to attract customers

1. Express savings as a percentage and in rubles

Consider an example, a company decided to hold a promotion to attract attention: “Gives a 15% discount on a product that costs 7,590 rubles.” It may seem that the prospect of saving 15% will help attract a customer and increase sales.

What is real? The client does not see his own benefit: 15% is how much in rubles? Correct answer: 1138.50 rubles. But do you think customers will calculate this themselves to understand how much they are saving? Most won't bother with it. Rather, they will look for another store that clearly and specifically indicates how much you can save. Fortunately, the choice is now large.

The solution is obvious: To attract, indicate exactly how much the customer saves when buying some product in the store. Agree, "savings - 1138.50 rubles." sounds clearer and more interesting than "some kind of 15% discount."

2. Short deadline

The shorter the duration of your promotion, the better for increasing sales. What does the client think when the company decides to hold a promotion that is valid for 1-1.5 months? “I have time, where to hurry. I have a whole month ahead of me." It is not difficult to guess that the client will simply forget about an interesting promotion. And the company will wait until he remembers the great offer and rushes to place an order.

Promotion to increase store sales

This promotion is very popular among car dealers to increase sales. An example of an attraction method: On the last day of the month, car buyers can receive a discount of 5,000 rubles. True, there are no cars in a cheap configuration, but there is one in a more expensive one. With a discount, it will cost as cheap without a discount.

And another interesting condition of the action: the sale must be made today, until the last day of the last month has ended. Many customers are aware of the tricks of the sellers, but still fall for these promotions.

Share example: Today is SALE! TODAY ONLY... Bring this car home for dinner. The keys are in the ignition, the tank is filled, she is waiting for you!

Time is a tool for creating scarcity. Phrases like "Offer is valid for a limited time" creates the effect of lack of time. What helps to attract customers to the store.

3. Prepayment

Does the company provide prepaid services? A client who is ready to immediately pay 100% should be given a discount.

4. Pre-order

Another situation: soon some new goods or services should go on sale in the store. But you can start actively promoting them now. Warm up the interest of your customers in upcoming novelties, including with the help of interesting promotions. Example: take and provide a discount to those customers who placed an order for a new service/product before the start of sales.

5. Rationale

Any promotion that a company launches must be "transparent". “In honor of what such generosity,” the buyer might think. Perhaps he is getting rid of another product that is stale or not in demand? And no one wants to be a donkey.

To prevent this from happening, it is important to justify your interesting promotions. Example: "In honor of the holiday", "On the company's birthday", "Opening a store", "Seasonal discounts" or something else.

6. Gift

A discount is good, but a gift is better. It is more tangible and understandable for the client.

Marketing campaign for stores

Example: “When buying in our store in the amount of 6,900 rubles. one of four exclusive shower gels as a gift” (Fig. 1)

Fig. 1 Discount is good, but a gift is better

7. Club cards

Pamper your loyal customers. Don't forget about them. They are your devoted fans, fans. They must be treated with care. Come up with some special, interesting promotions for them. Available only to them. Show that they belong to a privileged, private club.

8. 1 purchase = 10 gifts

Be creative in sales. Come up with new formats for promotions.

Promotions for stores

Example: Provide a discount for larger volume purchases (Figure 2). Or make not one gift, but several - a sort of set. “For any purchase in the amount of 3,000 rubles. between June 1st and June 10th, you will receive 10 gifts.”

Fig. 2 Volume discount encourages shoppers to purchase a larger “batch” of goods

9. Cumulative discounts

This type of promotion will help attract new customers and form a base of regular ones. It will be more difficult for the client to leave and make a purchase not from you. You thus “softly” tie him to your company.

10. Related products

Make an interesting promotion not on the main product, but on some related product. Thus, the sale is no longer one product, but a complete set. Increasing the sales of the store.

11. Only one pair left in your size

An artificial shortage in the store is created very simply. When we see the phrase “Only one pair left in your size” or “Last set left in stock”, we subconsciously feel that we better hurry up and make a purchase. Artificial scarcity is good for attracting attention and increasing sales.

An example of a promotion for travel agencies

“Buy now! Only 2 tickets left at this price!

Thus, if there is a shortage of any product, its value in our eyes grows and we want to get it even more. The product becomes more valuable and desirable for us.

12. Expensive cannot be bad

The action is that the more expensive the product (and therefore less affordable), the higher its quality. We subconsciously prefer expensive goods. Our subconscious tells us: expensive means good!

13. Sorry, but you can't get it

Another promotion is to introduce restrictions from time to time. When something cannot be obtained, then the real scarcity begins. The more unreachable the goal, the stronger the desire to achieve it. As a result, the stricter the prohibitions in promotions, the more we will strive to circumvent them.

Bottom line: The value and desirability of any item often depends on how difficult it is to obtain. Limited product or promotional periods cause visitors to subconsciously fear that they may be late. And it makes them act.

Promotions to attract customers: 3 important rules

• The promotion must justify your costs. Don't work at a loss.
• Don't bulk sell discounted items. On the one hand, you will get more attracted customers, but you are sure that they will buy your product without a discount. Introduce promotions proportionally - only for a limited set of products.
• Make new promotions on different products at different intervals. And watch for customer feedback.

Efficiency of conducted actions

Take a look at your stocks and tweak them based on the recommendations outlined. Using 13 examples the best options set out in the article.

Successful promotions!

P.S. Want to increase sales without increasing your advertising budget? Then you are here - Increase Conversion

The article was written for the magazine "Marketologist"

Read other helpful articles

Ilyukha Sergey

For a year now, all sellers feel that there are crisis phenomena. Customers come to the store less often, buy fewer and cheaper products. Sales and revenues are falling, while expenses are rising. And the reason for this is not only sanctions, the depreciation of the ruble, the complication of access to loans and their rise in price. The reason is that all these factors act simultaneously. Let's consider technologies for increasing sales in such a situation.

In this article you will read:

• What technologies to increase sales work effectively
• Step by step algorithm unique strategy sales

Technologies to increase sales, which are used today by all market players, have become ineffective. The reason is that the conditions of the game in the market have changed. And those who understand the new rules earlier and learn how to work effectively in a new situation will be able to grow into a crisis.

What has changed in the market?

1. Decreased incomes of buyers, increased operating costs (utilities, gasoline, tuition fees)
2. Sanctioned imports from traditional markets
3. Deliveries of goods from new markets have not yet been established
4. Significantly increased prices for imported goods
5. Due to the rise in the cost of loans and the decrease in revenue, almost all companies had financial difficulties.

The situation is similar to saving drowning people after a shipwreck. If you wallow in place and wait for help, you can drown. We must swim to the shore! "The salvation of the drowning is the work of the drowning themselves."

A company in a crisis must fight and move forward. At the same time go faster than others. We need to use new technologies.

1. We are moving from process management to personnel management. In the "fat" pre-crisis times, it was possible to set tasks as a whole, to hold an action, to purchase, lay out, sell. The result was evaluated as a whole. And if at least a small increase was observed at the end of the month, it was believed that the whole team worked well. In a crisis, it is necessary to delve into business processes, it is necessary to set tasks and evaluate the effectiveness of each unit and each employee in achieving the goal. The way it is done with active sales.
2. We set an ambitious but achievable goal.

What technologies to increase sales are effective today

First of all, increase turnover!

At the same time, of course, we should not forget about profitability and the budget that has to be spent on increasing trade. In retail, you can also apply sales increase technologies used in wholesale trade.

Suppose a company is faced with the task of increasing turnover during a crisis. By how much can turnover be increased? 1, 3, 5 percent? At first glance, this may seem like a very ambitious task!

1. We set goals for each department and employee to achieve the goal.

In wholesale sales, in order to increase turnover, tasks are set for customers and goods. Retail technologies have long been known to everyone, these methods are used by everyone. It is necessary to look for and use new tools and technologies for retail sales of goods. To solve ambitious problems, I recommend using the best-situation synthesis technique.

Algorithm for working on increasing sales

1. Formulate a goal
2. Determine the indicators that affect the achievement of the goal (decomposition).
3. Define targets by indicators to achieve the goal
4. Identify ways to improve performance
5. Create a performance improvement plan
6. Conduct a synthesis and determine the objectives and schedule for achieving the goal.

Synthesizing the situation:

1. Goal (increase in turnover)
2. Decomposition

In order to sell a lot, it is necessary to increase all the components that affect the volume of sales.

In any trade, the same rules apply:

Turnover = number of sales * amount of sales

To increase turnover, it is necessary to increase the number of sales and the average amount of the transaction (the amount of the "average bill").

For quantification In order to evaluate the effectiveness of the offer in a crisis, we use a sales funnel, which is widely used in evaluating the effectiveness of sales in personal sales. The sales funnel for wholesale and retail trade is shown in fig. one.

As can be seen from the figure, the retail sales process contains more stages (in order to make contact with the buyer, he must be attracted to the store). And the formulas for calculating the sales funnel are different.

For retail:

Conversion in retail sales is determined by the ratio of those who made a purchase to the number of people who came to the store. In "personal" sales, it ranges from 0.1 to 0.5. In wholesale trade - 0.6 - 0.8. In retail, it may strive for a unit. Accordingly, to analyze the sales funnel in retail, it is necessary to use slightly different algorithms.

In active sales, the manager can increase the number of requests simply by making an offer. more leads, and, with the same conversion rate, get an increase in the number of sales.

In retail, the marketing department is primarily involved in attracting customers to the store. It should create an image of the store that is most attractive to the buyer. The task is complex and in this article I will not dwell on the issues of creating additional traffic.

Retail conversion rates vary significantly by industry. When trading in a boutique, it can be 0.5 or even 0.1. But the boutique has a consultant who makes “personal” sales and can directly influence the conversion rate.

In the grocery store, the situation is completely different. As a rule, the buyer goes to the grocery store for a product that:

• he needs
• guaranteed to be present in this store

There may or may not be a consultant. At the same time, the conversion rate still tends to 1. As a rule, it is quite difficult and expensive to count the number of store visitors who came but did not make a purchase. In order for the sales funnel indicator to work effectively in retail, it is necessary to set a lower limit (the minimum check amount) at which it is considered that a purchase has been made. Conditionally, 100, 200, 300 rubles. Establishing a lower limit on the check amount will allow you to distinguish loyal customers from customers who did not find the right product, bought the minimum of the most necessary and left unsatisfied.

The second multiplier is the amount of sales, or the amount of the average check. AT general view the distribution of check amounts has the following form, shown in Figure 2. The figure shows an example of the distribution of purchase amounts and the average check amount for 20 purchases. With a larger number of checks, it makes sense to determine the number of checks that fall into a certain range.

What parameters directly affect the turnover of the store?

• The number of buyers (checks) in the whole store
• Number of checks for an amount exceeding the minimum amount
• Conversion rate
• The amount of the average check for the store

Rice. 2. Information about the amount of the check in general for the store.

The assortment of the store consists of an assortment of product categories. The overall level of sales is influenced by two groups of employees: a marketer who determines positioning, a customer acquisition strategy and a general promotion policy, and category managers who solve the same tasks, but at the level of a product category.

When managing sales in a product category, the conversion rate is equal to the ratio of the number of "receipts" that contain products of this category to the total number of receipts in the store. (This coefficient is also called category penetration coefficient). The conversion rate is calculated on the basis of information about the number of checks that contained at least one item from this category.

Calculation of the amount of average sale (average check) in a product category should be calculated as the ratio of the amount of sales in the category to the number of "checks" in which the product was present (Fig. 3).

To evaluate the quality of work in a category, two parameters must be used:

• Category Conversion Rate
• The amount of the average check in the category

Rice. 3. Information about the sales of the product category.

We divided the general task - increasing the turnover into intermediate tasks: increasing the customer flow, increasing the amount of the average check in the store and by category, increasing the conversion in the store and by category. Different departments and employees are responsible for these indicators. Now you can set them specific tasks.

We will set the tasks on an example close to reality. The current state of affairs in the store is as follows:

Table 1. Current value of indicators.

Goal: Increase turnover.

To increase turnover, you need:

• in each product category to increase the conversion and the amount of the average check. The task is assigned to category managers;
• create an additional flow of customers through advertising campaigns and marketing campaigns. The task is assigned to the marketing department;
• increase conversions and the amount of the average check for the whole store, by properly allocating advertising budgets and helping category managers achieve their category targets. The task is assigned to the marketing department.

We set the task: within the next 6 months to increase each of the indicators by 5% (quite a doable task!). The target list is shown in Table 2.

Table 2. Target list for increasing turnover.

We define a plan for improving performance.

We make a list of necessary activities:

1. activities aimed at increasing the number of store visitors

• informing customers about promotions aimed at attracting new customers
• promotions to encourage repeat purchases
• conducting loyalty programs
• holidays
• promotions that form the image of the store and the overall loyalty of customers, etc.

2. measures aimed at increasing the average check and store conversion

• provision of cumulative discounts
• sale of sets
• providing a discount on the purchase of a certain amount

3. Activities aimed at increasing the conversion in the category:

1. Cross Merchandising
2. Additional display of products
3. Carrying out price promotions
4. Participation in sets, promotions held in the store as a whole
5. Activities aimed at increasing the amount of the average check in the category:
6. Discount for a set in a category
7. Quantity discount
8. Stimulating the purchase of more expensive goods
9. Any kind of marketing activity

Each manager is required to draw up an action plan for 6 months.

Based on the action plan, we draw up a monthly plan for achieving indicators. When drawing up a plan, we take into account seasonality and sales statistics, since the task of our technologies is to increase retail sales in addition to seasonal and other factors.

Table 3. Monthly plan by indicators.

At the first stage of the application of technologies for the retail sale of goods, when setting the task, we considered the growth of turnover by 5% as an ambitious goal. At the same time, we knew the general set of methods, but were not ready to use them purposefully and evaluate the effectiveness of the selected retail sales technologies.

We have created the best situation for increasing turnover:

• Determine what indicators affect the turnover
• We found out which departments and employees influence the values ​​of indicators
• Set a task for each department and employee
• Created an action plan to achieve the goal
• Created a plan to achieve the goal for each indicator

Now you need to draw up a master plan for the store.

Table 4. Plan for increasing turnover.

Table 4 shows that our plan, which provides for the growth of individual indicators by only 5%, can increase the turnover of the store by 10%. If the growth plan for all categories is fulfilled, then the growth in trade turnover can reach 16% due to the synergistic effect. At the same time, a specific performer is responsible for the growth of each of the indicators.

The same technique can be used in solving the problem of reducing costs, increasing profits and other tasks facing the company.

In order to be the best in a crisis, you must:

1. Choose indicators that are important for assessing the performance of the company
2. Determine what and who influences the value of each indicator
3. Assess the values ​​of these indicators from competitors and industry leaders
4. Set a goal for each of the indicators
5. Using best-situation synthesis technology, develop a plan to achieve target values
6. Determine and reserve a budget to achieve the goal
7. Regularly evaluate the results and, if necessary, adjust the technology to increase sales.

And do not forget to keep an eye on the market and the actions of competitors. They too can set ambitious goals.

Imagine company N., which is engaged in the wholesale supply of X components for Y enterprises. This company has been on the market for several years, there is a base of regular customers, profits, things are slowly going uphill ... Well, everything, in general, is more or less normal.
Now imagine the sales department of this company. A large bright room, tables, computers, telephones, printers ... Managers, of course, in business, already greasy suits, sit - spit at the ceiling, poison jokes ... Between passing a new level in a "standard" office toy, they process incoming applications from partners. Once a former sales department, it has turned from an actively pushing the market machine into a perverted semblance of customer service. Yes, of course, they have new customers, but from where???! In this regard, the company's reputation and marketing policy help out, that is, our, so to speak, "merchants" work on the incoming stream and "do not blow your mustache." Moreover, they receive quite good money for all this.

What led the department to such a “collapse” decrease in the efficiency of its functions?

And what can be done to optimize its performance?

The reason is simple. Managers in the process of “stuffing” the client base constantly increased the number of processed incoming requests. Accordingly, the time for searching became less and less. And one day the number of clients reached the maximum that the manager can handle. He works with them for a day, another, a month, six months and then BAM!!! “Wow: I’m just sitting in the office, and the work is going on, the salary is growing ...”. What happens next - but nothing: the businessman, step by step, begins to degrade ... He becomes lazy: making a couple of calls is now a whole problem for him, but holding a meeting - WHAT ARE YOU, WHAT A MEETING: “the soldier is sleeping - the service is on” !! ! Such managers are dangerous because their IBI (imitation of violent activity) is very high, this is already working for them. professional level. As soon as the boss enters the hall, everyone immediately grabs their phones, starts counting, writing, and even asking the head of the council: “Ivan Ivanovich, I just spoke with a client here, he asks for a two-week deferment, to give or not? »
Heads of departments, intoxicated by the joy of reports arriving on time, do not even realize that every day they do not receive a huge amount of money, that competitors have long been ahead and are dividing the market in their own way.

What is the best way to deal with such a situation?

You will no longer be able to make them work as before, never and under no circumstances - this is 100%, if you want 1000%. Therefore, do not even waste your strength and nerves. Because they will sabotage in such a way, albeit “technically”, that it will not seem enough!
And be aware! They already have such friendly relations with clients that, if desired, they will take their entire accumulated base to competitors.
However (But fortunately), everything is not as bad as it seems at first glance! And the decision will not be long in coming!
With such a balance of power, it is necessary to build a new commercial service in parallel, while the old one will gradually develop into a customer service department - customer service.
You have a new organizational structure of the sales department, which clearly separates new customers from those who make systematic purchases. Some sell, others serve, the most logical sales model!
It is important to consider that the staff for customer service requires less qualified. Minimum program: knowledge of the product, market specifics, plus a computer. And this means that wages in this department will be much lower, so soon, your obese "comers" will be replaced by young girls with a pleasant appearance.

2. Adjust the motivation system of your salespeople.

A well-built motivation system is a very serious tool for increasing the efficiency of the sales department, and it doesn’t matter what kind of sales we are talking about b2b or b2c.
In one of the companies, there was such a case. Managers of the commercial department, in addition to bonuses from the first sale, received a small percentage of current payments, i.е. from those clients whom they brought a long time ago and now they are served by the client department. So, after a couple of years, this small percentage was enough to not receive a salary. About the fact that employees get money so easily, the manager found out by accident. Once he heard a conversation between an “experienced” businessman and a newcomer in a smoking room, who said: “You will work for two years, and then you will live on interest, from the current ones. The main thing is to be quiet: do not be late, submit reports on time, smile, there are “incoming” ones, we will share ... ".
Imagine how much money was wasted, horror.
If the "dogs" are full, what a hunt! (May sellers forgive me for such a comparison).
The motivation system is a powerful managerial lever! The main thing is to use it wisely.
Revising ratios and percentages is just as important as changing sales plans. Many companies work "the old fashioned way": the standard scheme is salary +%. But that doesn't work anymore, forget it!
If you want to keep sellers in good shape, if you want high intensity in their work, then take into account other indicators when calculating the salary: the number of calls (cold, repeated), the number of meetings, the number of contracts, conversions, average check, average time "from a call to a contract", fulfillment of instructions within the framework of the project (to improve the quality of service, to study consumer demand, etc.).
Of course, the main principle of any motivation system is its transparency and ease of perception. But fortunately, today's opportunities allow us to make this calculation automatic and take into account dozens of employee performance indicators. For example, the easiest way is an Excel spreadsheet. The manager, filling out a daily report, can immediately see his results in the context of one day or week, how much he has completed, from the sales plan, what needs to be tightened up, where the norms have already been exceeded.

Check the relevance of your motivation system!

3. Set Sales Plans

Maybe someone will consider this method absurd, but believe me, there are many commercial organizations where there is no sales planning, and if there is, then only formally.
No sales plan = bankruptcy plan.
The planning process is nothing more than creating a virtual model of what is to happen. If you do not have a sales plan, then it will be very difficult for you to evaluate the effectiveness of work and measure the result, and without measurement, there is no management, in principle.

Let's take a look at the main stages of drawing up a sales plan:
1) Planning starts with an annual sales plan. Yes, exactly from the annual!
Without complicating things, you take indicators for last year(100 million rubles), add to them the percentage of growth in the industry (10% = 110 million rubles) and add the percentage of growth that you would like to receive (10% = 121 million rubles).
2) Next, you break down the plan into sales channels, according to your specifics, example:

• Current dealers (40% = 48 million rubles)
• Newly attracted dealers (20% = 24 million rubles)
• Tenders and public procurement (10% = 12 million rubles)
• One-time corporate orders (10 = 12 million rubles)
• Own distribution network (20% = 24 million rubles)
• Etc. (1 million rubles)

3) The next step: we break down these amounts by sales departments and for each manager personally. Current dealers - for customer service, new ones - for the commercial department, then - the department of corporate orders, directors of chain stores, etc.
4) Then you divide these figures into quarters and months, taking into account seasonality, the experience of the previous year, the range of goods, and so on.
Using this not tricky method, you can set sales plans for all departments for the whole year.
It is important to note one trick!

Ideally, a sales plan is drawn up, as it were, from two sides: from your employees, and directly from you. When they are agreed, something in between is born, and the manager perceives these figures as a document developed by himself, and therefore thinks more about how to implement it, and not how to explain why it cannot be fulfilled.
Everyone has their own idea of ​​the future and everyone will think that his plan is "more correct". You, as a leader, will say that the market allows you to grow and you should use it! And managers, in turn, will fight back saying that their life is hard, the market is not rubber, there are a lot of competitors, and that Russia is not Europe.
Get ready for it!

4. Provide "total" knowledge of the product.

In fact, not all sales managers know the product they are selling well, no matter how strange it may sound. Daily, at meetings, breaks down great amount transactions due to the incompetence of managers in matters of product specifics. This is especially true for technological products. I think that many people are familiar with the situation when, during negotiations, a client asks a question that you did not expect to hear: “Please tell me the exact data on the heat transfer resistance coefficient of your concrete, since we will use it in northern regions, for us it is extremely important ... ". At this moment, your eye twitches and your leg cramps - what did he say? YOU take out the phone, with the words: “Now I will clarify”, - call the elder, and, not knowing how to formulate the question, hand over the phone to the client ...
Any buyer wants to work with professionals! Such a desire is justified at the level of human psychology - they trust professionals, and if there is trust, then there is a purchase.
First of all, the client should see the seller as an expert, an expert in his field, capable of solving any problem and knowing the answers to everything. possible questions.

Ignorance, or superficial possession of information about the product, puts the manager in a stupid position. The client forms an opinion about the company, communicating with a specific person, you will never be able to explain to the client that “it was a beginner, forgive him, now we will send a pro, wait”. No one will wait for you! But you can definitely eliminate such situations in a simple way:

Firstly, collect all possible customer questions related to product characteristics;
Secondly, of course, write down the answers;
Thirdly, conduct an attestation for knowledge of the product (those who did not pass are not allowed to negotiate);
Fourth, supplement the list with new issues that managers face during negotiations;
And finally, fifthly, in case of the slightest change in any characteristics or properties of the product, when adding a new product to the line - add new questions.

Thus, you will constantly form an updated "knowledge base" on technical specifications and product properties.
Conduct training in the form of "question-answer" - this is the simplest and most effective model for memorizing such material.
Naturally, it is impossible to foresee everything. Therefore, to reduce the risk of disruption of transactions, equip managers with tables, lists, photographs, any materials that will allow the manager to get out of an awkward situation when selling your product.

Example:
You sell nails. Have your manager carry these nails to the meeting, one of each. I don’t know the table with the characteristics of the metal from which they are made: torsional stress, bending, tension, what else is there. And in the car, let him have a hammer, a board, and all the same notorious nails, but only Chinese competitors. He does not believe that you have the best nails, let him try (pull it out of his hand).

But what to do if, nevertheless, a situation arises when you do not know what to answer ?!

Firstly, don't worry! Until you start to worry, you retain the status of an expert.
Secondly, clarify the question by repeating what the opponent said (writing down). So you show that you are listening carefully and gently indicate that you are not ready for such a question.
Thirdly, say that you haven’t been asked such a question for a long time, always with a smile, and looking straight into his eyes until he turns his eyes away. (“Honestly, I don’t remember when last time I was asked about this...)
Fourth, turn your ignorance 180 degrees in your favor: appeal to the client's competence in this matter. Somehow: "... you rarely meet a true professional in our industry ...".
Fifth, ask permission to clarify the information. It is better to do it in this form: "... let me check this data with the brand manager, perhaps something has changed, it will take no more than a minute ...".
These recommendations will be enough for the "gaps" in the knowledge of the product to gradually disappear, and the emerging ones could not negatively affect the outcome of the meeting.

5. Form a "sales book" of the department.

What is a "sales book"?
In any business, there is a difficulty in adapting newcomers to a new place. Now I'm not talking about the "acclimatization" of a beginner in a new team, but about his training in your technologies and principles of work. Of course have job descriptions, standards, regulations that fall on the head of an intern employee: “Study!!! I'll check it out!!!"
What do you think, is there such a knowledge base that will allow you to build a new link into the sales process in a few days (3-4 days)? Which will allow, within a few days, to test a beginner. Do you have time for probationary periods"? Can you wait until a newcomer "has an internship" after which there is a chance to hear: "Nah, this job is not for me"?
So here it is! Such a “litmus test” is the “sales book”.
Nothing stands still - everything evolves! Our business is developing, our customers are developing, the offered goods are being modernized, the approaches to work are changing. What was yesterday a unique selling proposition is today considered the norm in the industry. How to manage to adjust all these standards and regulations, how to respond to external changes with lightning speed?
Keep your business in shape you will allow the "sales book"!
Every day, our managers, while fulfilling their professional duties, gain invaluable experience: they find new solutions for effective sales, initiate changes in the sales system, open up new opportunities for concluding deals... Where can we accumulate this knowledge and findings? That's right - in the "book of sales."

The main advantage of the "sales book" is that you get a tool for organizing a self-developing sales department.
About principles:
There is no form or strict plan to create this document. This is its essence. The main principle is that the document is “live”. It is constantly changing, supplemented, both directly by the head and employees of the sales department. This form of experience exchange has a positive effect on the formation of team spirit in the company. All experience and knowledge is stored in one place: all techniques, all answers to questions, the best objection handling and effective speech modules - everything “that is acquired by overwork”.
About structure:
The Book of Sales is based on two sections:
1. Organization of the sales process
2. Principles and techniques of sales
In the first part, you indicate all the schemes of interaction with the client: who is the client for you, what does he look like, how to work with him, the client’s path, what documents to fill out, where to place them, pricing principles, USP, customer loyalty incentive programs, etc. . In general, everything related to the sales process is contained in the first block.
The second block is devoted to the principles and technologies of sales used in your company. For example, cold calls. It describes in detail what they are and how to do them.
Example:
Section 3.14. "cold calls"
Description: "cold calls" - a tool to attract new customers to our company. "Cold" because the potential client is not waiting for our call, and did not consider the possibility of cooperation with us. Blah blah blah…
Scheme:
1. Greeting - presentation
Script: Hello, my name is….
2. Explain the purpose of the call
Script: With whom can I discuss...
3. …
4. …
In short, yes.

The main thing is that you describe in detail all the algorithms and specific scripts, preferably with an explanation: why we say it this way, what technique we use. To pass the awareness of the seller of what he is doing.
Writing a "sales book" is very creative process. I have come across "sales books" that contain both the organizational structure of the department, and the description of business processes, and standard forms of reports. Such a construction of a “sales book” is, in fact, very convenient. I'm sure that, after some time, commercial organizations completely abandon the standards, regulations, instructions and other bureaucratic "pornography". Personally, in my business, I have already abolished many documents. The simpler, the better and more effective. After all, it's no secret to anyone that "everything ingenious is simple"! Is not it!?

6. Provide customer feedback.

How do you know what YOU are doing wrong? How to improve the work of the company so as to satisfy not only your needs, but also take into account the wishes of customers? How do I know: what makes my company better than others?
Ask your clients about this.
Many clients, in addition to cooperation with your company, have one or more suppliers, that is, they work with your competitors.
Clients, like no one else, know the state of affairs in the market. Who and what offers, in what terms and how they deliver, what will be new and when, and a lot of other information is circulating in the client environment.
“Feedback” is not only a way to find out how competitors behave, what they are doing and what they plan, but also a way to get ahead of them, that is, to use the information received when developing a USP.
Naturally, you should not ask: “Well, what are our competitors doing there? ". The “feedback” questionnaire should contain a question of the following nature: “What changes in the work of our company will allow us to count on an increase in the volume of purchases from your side? ", -something like this. It is possible in other words, but keeping the meaning - why do you work not only with us?
"Feedback" will help to learn about the affairs within the company: about minor problems that are not so significant, but create certain inconveniences in work.
For example:
If your warehouse opens an hour earlier, it will be convenient for 5 of your customers. Agree: it is worth paying extra for a storekeeper for an hour of work, if this is important for so many clients.

So, make a questionnaire for "feedback". Build questions in such a way that the answer is detailed ( open questions). Use assessment questions. The number of questions is not critical and depends on the number of customer contact points with your company.
Example:
1. What should be changed in the work of our company?
2. What additional products or services would you like to purchase from us?
3. Rate vocational training customer service on a 5-point scale.
4. Rate our work.
5. ….

If, when answering a question with an assessment, the client says: “Yes, everything is fine - a solid 4”, - specify: why not five.
Also an important point in the organization of "feedback" is a systematic approach. That is, it is not enough to call the client once a year, with the question: “How are you?”.

The effect of this tool will be noticeable only in two cases:
1. You will audit customer loyalty on an ongoing basis.
2. Based on the information received, decisions will be made and specific actions will be taken.
Designate a person responsible for feedback”, set aside a day for collecting information and compiling a report. Do not call too often, one call per month is enough. Conduct a flash survey (for example, questions related to employee suitability and work experience), and once a quarter do a detailed survey with suggestions and recommendations. Also take into account the seasonality of your business, if you sell diesel fuel for combines to farms, then in January, call with the question: “What will increase the volume of purchases? ' is a bit silly.
Implement "feedback" and use the information for its intended purpose.

7. Attract customers with cold calls

In b2b sales there is such a thing as "cold calls". This is nothing more than the main tool for active sales to attract customers. Many companies neglect this method of increasing profits, and for good reason. The skepticism is easily explained:
firstly, someone tried to implement cold calling in their sales model, and did not receive desired effect, abandoned them forever;
secondly, the marketing policy of some companies allows them to attract a certain number of customers exclusively through advertising, and in principle this is enough for them. But most likely, I would like more!
In the first case, everything is clear: not knowing how to fly an aircraft, you should not sit at the helm. Illiterate "cold calls" can do more harm to the company than give any positive result.
In the second case, the situation is more complicated: things seem to be going well, the number of customers is growing, what else is needed for business development, but ... Imagine: the managers of the nearest competitor make 100 cold calls per day ... And what do you think: in whose favor will the market share in another year?

So, in order to attract customers with the help of cold calls, you need to start making them! You ask how? In eight steps:
1. Divide the region in which you work into sectors: if you work for the whole of Russia - divide Russia, if you work for the whole world - cut the globe.
2. For each sector, assign a responsible manager (he may have several more managers subordinate to him, then they divide their sector into several more).
3. Each manager needs to collect all the contacts of potential clients in his sector, and all the necessary information about them.
4. Gather all contacts of your competitors in this sector and information on them.
5. Make a SWOT analysis of the market based on the information received, and develop a commercial offer for each sector.
6. Write a cold call script.
7. Assign a plan for the number of "cold calls" per month and per day.
8. Implement a daily report (Excel format is fine) on the results of calls.
In principle, this will be enough for your "cold calls" to work and begin to give positive results.
It should be noted that a systematic approach is essential when using this tool. The first calls will not be as successful as we would like, but everything comes with experience.

8. Structure the negotiation process.

Your manager returned from negotiations, and to the question: “Well, who are they working with now? ”, - replies guiltily: “I don’t know, I forgot to clarify.” How, in this case, you can build a profitable commercial offer - yes, no way. And calling back with a question: “I forgot to ask here ...” is at least stupid.
In general, “I forgot to ask”, “I forgot to clarify” is a widespread phenomenon among active sales managers. This is due not only to the qualifications of employees, and the lack of proper experience, but also to the notorious "human factor". Serious workload, irregular schedule, high intensity, sales plan - all this affects the quality of negotiations. Especially if the meeting with the client falls in the evening, when the head is no longer “cooking” and you really want to go home, turn off the phone and go to bed.
I will tell you about the easiest way to increase the effectiveness of negotiations!
In order for negotiations to be easier, faster, and more effective, use a simple but extremely effective tool -
"questionnaire". What it is?
This is an A4 sheet with a list of questions to ask at the meeting.
How to compose it?
To begin with, it is necessary to write out, in the form of questions, the strategically important information that is necessary for compiling an effective commercial offer:
What suppliers are you currently working with?
- what items does it buy, and in what volumes?
- priority dates?

In general, all information that, one way or another, will influence the formation of the proposal, should be indicated in the "questionnaire":
1. Then these questions must be arranged in the order “from simple to complex”. That is, it is not worth asking at the beginning of negotiations what level of capitalization of their investments when signing the contract, the client expects.
2. Start with simple questions, and better, in general, abstract, not related to the topic of negotiations. Complex questions that require argumentation should be placed in the middle, and towards the end of the list. Finish negotiations too. simple questions requiring a positive response.
3. Make space between questions to record the client's responses.
4. Try to make sure that your "questionnaire" has at least 10 questions. If their number is less, then there is a risk of missing important details, and besides, such a document will not look serious. The fact is that it is necessary to use this tool openly. That is, during negotiations, you put a "questionnaire" on the table in a beautiful, branded folder, and, without hesitation, use it for its intended purpose, while writing down the client's answers.
This tool will allow your managers to structure the negotiation process. Meetings will be held in the "channel" they set. Why they will easily control the course of negotiations, and their duration. Such a "questionnaire" shows the client that your employee is not an ordinary manager, but a well-trained professional, and he is here to solve the client's questions. The document lying on the table disciplines the opponent. The seller, on the other hand, feels confident at any “cost” of negotiations.

9. Check what your sellers are doing.

Look closely at your sales team. Are all managers now at their workplaces. Probably not. Someone is at a meeting, someone is on a business trip, someone is at lunch, and someone left, on behalf of the accounting department ... or went to the stationery store for paper ... but you never know how many other things in the office that can be lost on an hour or even an hour and a half.
It is possible that some types of work indirectly affect the results of sellers: preparing a contract, mailing correspondence, preliminary calculations, booking a hotel or tickets. But if all this takes at least 20% of the seller's time from the main work, then you will lose at least the same amount in profit.
You pay the manager a salary - this is the amount that is the payment for everyday mandatory operations. You also pay a percentage of sales - this is the premium part for its immediate results. But in practice, you pay for his trips to the store, and long calculations of the cost of the first batch, and the execution of accompanying documents, and a lot for what else you pay, without even knowing how much money passes by.
But the most interesting thing is that the question: “Where have you been? ”, - they will answer you, with complete confidence in their eyes and voice: “So the paper is over, the delivery is long to wait, but urgently needed - so I ran away quickly ...” (1 hour). The congruence of what is happening will confuse anyone, but ...

In any case and under any circumstances - the SELLER MUST SELL!

If this is not the case, you are losing money. Even if the manager is the only one who can go for the ill-fated paper, let the chief accountant go, otherwise, he will not find a job in the future. By the way, from an accountant, especially the main one, you can hear the opposite: “This is not the task of accounting”, - remember, this is your accounting department, and YOU pay them, so what they will do is up to you to decide, this is so - by the way.
How to solve this problem?
First, you need to find out: how much "working time" the sellers spend "left". This is done with the help of working hours. Every day, managers must fill out a form in which they record everything, absolutely everything, the operations that they do during the day (the more detailed, the better). Opposite each operation, they put the start and end time of work on it. This must be done within a week, at least. Most likely, you will not wait for applause from your employees when you tell them about the innovation, this is normal. Explain that this is being done for their own good, and you just need to understand: are they overloaded, that the measure is forced and only for one week, in the end: “I am the leader, and it’s up to me to decide whether this is necessary or not.” Yes, and more, the data must be submitted daily. In the early days, literally stand over them, checking the filling.
This simple tool will allow you to seriously discipline managers - many unnecessary things will go away by themselves.
Secondly, according to the data obtained, it is necessary to divide the time spent directly on sales (cold calls, meetings, preparation for negotiations, repeated calls, presentations, etc.), and on operations that are not typical of positions. If you get more than 10% of the "left earnings" you need to take action. Which?
Everything that is not related to sales, and which was discussed a lot above, does not require special qualifications and deep knowledge. Accordingly, such work can be performed by an additional employee with a lower salary (usually a small salary).
For example, when making calculations, one manager spends 25% of his working time “left”. On average, one seller sells for 100,000 rubles per month, spending 75% of the allotted working time on this. So you don't get
approximately 33,000 rubles per month. This 25% can be outsourced to a personal assistant. Hire a secretary manager, or an administrator, or whatever you call him, for a minimum salary (15,000 rubles, for example, for a part-time student is not bad money), and this secretary can work for two, or even three managers: preparing documents, answering on the email, making simple calculations arranging the time and place of the meeting, booking tickets, hotels, etc. She will do anything that robs the manager of precious capital - the time you pay for.
An assistant, for 15,000 rubles, will pay for itself in the first month, and your salespeople will like this form of work, when you can prepare papers for signing a contract without waiting for the end of the meeting.
By the way, more about the benefits of timekeeping of working hours. Pay attention to the amount of time spent on reporting, it should be no more than 15 minutes a day (if the reports are daily).