The annual sales target is one of the things that is a headache for the sales director at the end of the year. The annual sales target is not a child's play, and the company's long-term development is generally cautious when it is formulated. The goal is high, the subordinates can't finish, affect the enthusiasm, and even rebel; the goal is low, the boss is not satisfied, and it seems that there is no effort in his work. Private enterprise combat experts - effective planning in the consultation found that many companies often make three mistakes when making annual sales targets: Mistake 1: Sales is the sales target. Sales volume and profit are the company's final sales target, but sales are not the sales target. Excessive pursuit of sales often leads to “market suicideâ€. Whether it is a salesperson or an agent, in order to achieve the company's sales target, it is often killing chickens and taking eggs. On the surface, the performance has grown rapidly, but many means of promotion such as price reduction, loss of sales, and serial goods often lead to a shortened product life cycle. In addition, because the company only pursues sales, sales personnel and agents will jointly promote the sale of low-end products, which not only reduces the company's profits, but also directly becomes a "new product killer." In addition to sales and profits, a sound sales target requires additional parameters such as brand evaluation, market share, product coverage, sales management status, and personnel status. Enterprises can determine the coefficient of each assessment factor according to their own conditions and conduct comprehensive assessment. Mistake 2: Set goals to squander the wind every year. Many companies make annual goals very simple. In the case of last year's sales completion, the machine increased the task by 50% or 80%, and the actual completion ability was overestimated. Setting sales targets is like giving desserts to salespeople and agents, so that they can get it when they jump. Otherwise, they will give up their efforts completely. Employees think that the end of the year bonus will definitely not play, it will turn from disappointment to job change. Agents are dissatisfied with the irrational management of the company, because the interest relationship may also give up years of cooperation. In December 2006, a famous liquor company in Shandong launched high-end products, and according to the so-called regional consumption level, forced to assign tasks to various agents. The agent believes that the brand is already a low-end brand in the minds of consumers. The liquor with a retail price of around 200 yuan is slow to promote and the quantity will not be too large. However, the company threatens the agent, if you can't complete the high-end new product task, it will cancel the agency right of all the agents. In the end result, many agents followed the company to arrange contract signing, but began to cooperate with the new manufacturers. Mistake 3: The goal decision has become a statement of the boss. Many sales targets are distorted and are related to the boss's words. If the private enterprise owner is not the general manager, he is generally not familiar with the actual situation of sales, but he is the final decision maker. Many bosses are willing to go their own way, relying on perceptual goals, which is the main reason for the distortion of many corporate goals. Many corporate sales management executives spend their minds at the end of the year to figure out the boss's expectations for sales targets. Many executives know that the boss has a habit of increasing proportions regardless of the high level of the task. Therefore, he deliberately cuts down the data when reporting the task and reserves the upside for the boss. Many of my authors of marketing directors often complain to me. "The goal of re-scientific science can't stand the change of the boss's pen." Sales target setting methods are different in different market stages. Below the author on the mature market, talk about the development methods and steps of the annual sales target. First, assess the market environment in which you are located. A comprehensive assessment based on the industry environment, competitors and the market conditions of its own products is the basis for setting targets for the next year. First of all, it depends on the development trend of the industry. For example, the annual growth rate of health wine is 30%, while liquor is in a slight downward trend. Secondly, it depends on the marketing promotion methods and strengths of the direct competitors' promotion plans, advertising efforts, new product development, etc. this year and next. Once again, we must look at the market conditions of our own brands. For example, is it in the growth stage, maturity or recession? What was the strength and effect of the market investment last year? What is the market share? How much room for improvement? Did the sales bottleneck last year break? Second, refer to previous years sales data. Sales data in previous years is one of the important factors in annual decision making. Try to refer to the sales data for several years as much as possible, not just the sales data for a year. The data is the basis for the reference, not the cardinality of the direct target. The purpose of the reference data is to find out the development trend of the data in combination with the market environment. The trend is not a simple straight line, it is closely linked to the environment. Third, do a good job in grassroots personnel research. Before the headquarters staff sets the annual target, it is necessary to select several representative markets and conduct a survey. The choice of the research market should take into account factors such as regional distribution, market maturity, market capacity, and personnel capabilities. It is not only possible to investigate the market, nor to investigate the market. In addition to interviewing with branch personnel and agents, the research method should dare to go to the lower level of the terminal, communicate directly with retailers and consumers, and directly grasp the first-hand information. The more direct first-line survey data is the basis for predicting sales in the next year. Otherwise, it is easy to be confused by the superficial phenomenon such as crying or blowing from the sales staff of the branch. Fourth, break down the annual sales target. Generally, before the overall goal is set, the branch will be reported to the plan for next year. After the headquarters determines the overall sales target based on the branch plan, it needs to decompose the annual sales target. Generally, it is decomposed according to factors such as branch, monthly, product, etc., and it cannot be made across the board when it is decomposed. It must be adjusted according to the actual situation. The decomposition process is also a process of total revision of the overall goal, sometimes reversed based on the feasibility of the target after the decomposition of the overall goal. Fifth, supporting the overall implementation plan. The annual sales target without the overall promotion plan can only be used to fill the cake. Only specific implementation measures such as specific advertising plans, promotion plans, new product development plans, marketing policies, and management systems can be combined with the goals to ensure that sales targets are completed. Sales people and agents will be confident.
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