A small move made the performance soar by 30% month-on-month. Shenzhen's super seller has been looking for growth from within

Since last year, people's attention to cross-border e-commerce has reached an unprecedented level, and a large number of new sellers have rushed into the market.

However, the cross-border e-commerce industry is not a place where you can make money as soon as you enter it as the outside world thinks. Instead, there are many problems that entrepreneurs need to face. For example, the team is getting bigger and bigger, but the profit is getting smaller and smaller, the industry group is getting younger and the turnover rate is high, and the cost of operations is rising, and it is very difficult to recruit.

Big sellers have always been role models for sellers in the industry to learn from. In response to the above problems, Joseph, vice president of a comprehensive big seller in Shenzhen , will share the solutions based on his company's experience.

Six months of operation experience requires 10,000 yuan, and it is a big sale: normal, but it also depends on ability

For super sellers, it is also crucial to be able to find and retain excellent talents.

Whether to cultivate a talent from scratch or to poach talent from other industries, different big sellers have different choices.

It is understood that there was a big seller in the industry who parachuted in a professional manager from a large enterprise and made him the head of the company. Unexpectedly, this professional manager was not well adapted to the e-commerce industry and had to leave hastily in the end . Many bosses want to recruit professional managers who can assist in operations and work independently, but it is difficult to find talents that they are satisfied with through external recruitment.

It is not certain whether hiring professional managers from laymen is the best solution. At present, many big sellers have chosen to train their own talents and increased their investment in campus recruitment. For example , Joseph entered the e-commerce industry as soon as he graduated in 2015. After more than five years of experience, he achieved an annual sales volume of 2 billion.

In the cross-border e-commerce operation team, there is a big feature that the industry culture level is uneven, and undergraduate and junior college employees are standing on the same starting line, and performance results are the core indicators of assessment. With the development of personal performance, talents who have been constantly improving with the company and making progress together with the industry are also more favored by managers.

The current industry situation is like this. Amazon's operating costs have risen sharply. From asking for 10,000 yuan for half a year of experience to a base salary of 8,000 yuan, it is "crazy" to find only fresh graduates . How do sellers hold on to this situation?

Joseph said that it is now normal for an operator with six months of experience to ask for 10,000 yuan, and the essence is that the talent supply is insufficient to meet the demand. We will conduct a comprehensive interview and assessment for those who ask for too high a salary, and quickly identify whether this talent is worth 10,000 yuan. If it is worth 10,000 yuan, we will match it normally. If we do not hire such talents, there are many companies outside that will directly hire them.

The threshold for starting a business in the cross-border e-commerce industry is very low. One can start a business at home. Many young and excellent operators will choose to work alone. How to retain excellent operators is also a very important thing.

In order to retain excellent operations, this big seller recruits several rounds of new employees every year, conducts batch training, and retains excellent graduates, who continue to grow in the process and advance and retreat with the company. However, faced with temptation, the trained students will also choose to leave. When these employees choose to leave, the strategy used by this big seller is to play the emotional card, but the emotional card can only be used once. Whether it can really retain high-quality operations depends on income and promotion.

The e-commerce industry is relatively young, and most of the employees are young people, who tend to be independent and have their own personalities. This super-large store has a very humane highlight, which is that it cares very much about the interests and hobbies of its employees.

For example, we will provide employees with a platform to show themselves, such as teaching them league games, basketball, badminton, football, dance, yoga, photography, and even teaching them to raise pets. We will provide a platform on Valentine's Day for employees to bravely pursue love and express their feelings. As long as employees have needs, 100% service will be in place.

Young people's inner needs and interests are met, and they are happy at work and more motivated. Imagine that under the same salary, a relaxed working atmosphere will be much more comfortable than a depressing working environment, and it will also be more stable for employees.

Build an operating system to make talent training replicable

Now more and more sellers are giving feedback: “Profit growth is not proportional to the size of the business. The bigger the business, the harder it is.”

This is indeed the case, because in the cross-border circle, we can often see a strange phenomenon: a team of hundreds of people does not generate as much profit as a team of a dozen people.

This is also a fatal problem that sellers generally face: the business is getting bigger and bigger, but the performance growth is getting weaker and weaker.

The emergence of the above-mentioned problems is essentially due to the inability to keep up with talent training.

Joseph said that the expansion of performance goals requires team expansion as a prerequisite, and during the team expansion process, a situation will arise: a small team of three people needs to split into three teams. At this time, a fatal problem will arise. The other two people who have split have no management experience and will begin to get lost in team management.

"In order to solve this problem, one of the major things we have done in the past three or four years is to build an entire operating system so that all people can achieve replicability after joining." Joseph further explained: "Newcomers can do things according to a pre-made framework system and process. Before this system was built, we could only teach by hand or through word of mouth, which is a fragmented way. After the system was built, its process is not only standardized, but also integrated, covering all aspects of operations."

In this way, the salesperson can cultivate the growth of people to 80 points, and the remaining 20 points are used for another thing: business discussion. "When managing a team, everyone will encounter many different problems, and their handling methods and time will be different, so we will share and make up for it in the form of business discussion, forming typical cases, and when encountering CASE problems, they can be solved quickly."

Performance optimization drives 30% growth in Q1 off-season performance

"If performance optimization is done well, it can not only attract talents but also drive the company's performance growth," said Joseph.

It is reported that the performance of the seller is adjusted every year, and its performance system has three characteristics:

First, all interested departments share the same performance evaluation method. For example, sales team leaders, sales managers and other employees in the sales system have common interests and will influence each other, so their evaluation methods are on the same curve.

Second, we analyze our performance appraisal system every year, and any unreasonable system will be optimized. After the optimization, the income level of employees can only increase and not decrease .

Third, it is more inclined to performance management rather than simple performance appraisal. That is, after the performance system is formulated , we will listen to the actual target values ​​that employees can achieve, and then communicate with employees and their superiors regularly to understand their recent problems and help them solve them . In simple terms, unlike performance appraisal that simply looks at KPIs, more emotional factors will be injected into the performance management process. If an employee has a problem, we will help him solve it. If his target value cannot be achieved, we will work together to reach a common target value to achieve it.

The effect of performance optimization is also directly reflected in the performance of the best-selling product. Joseph said: " In December last year , we had already predicted that the impact of the epidemic this year would become worse and worse, and we adjusted the performance evaluation in time . In January, the performance increased by 30% year-on-year. After the optimization, the performance of the entire Q1 increased by 60% compared with the same period last year . That is, there was only a 30% increase before the adjustment , and an additional 30 % increase after the adjustment. It is equivalent to a 30-point performance increase before and after the adjustment. "

In short, performance optimization is a win-win situation for both employees and companies.

It is precisely because of the above performance adjustment that the company was able to maintain a stable staff in February and March this year when the recruitment market was fiercely competing for employees. Joseph said: "Fortunately, the performance appraisal was adjusted in time to increase the income of employees. The entire team did not experience a large loss of talent and was able to attract excellent talents to join."

Performance slowing down? All major retailers are looking for a second growth curve

Some companies have large teams, but their performance has slowed down. Super sellers are also facing this problem. For example , Anker invested 40 million yuan in Zhiyan Technology in April. After the investment is completed, it will hold a 1.25% stake in Zhiyan Technology. It should be noted that Zhiyan Technology is a company engaged in smart home research and development. The sales volume and brand effect of its smart light strips are very impressive. This is also one of the directions of Anker's future layout trends.

Joseph also admitted that big sellers will look for target categories one year in advance, lay out new tracks in advance, and look for new target growth points. Many big sellers' annual growth drivers come from different sales departments . The second curve of growth in the industry comes from exploring new product lines and new tracks. For example, after the industry's big sellers went public, their performance growth slowed down , and they began to acquire other companies and explore new product lines.

On May 25, the 5th China Cross-border E-commerce Network Marketing Conference will be held in Guangzhou. At that time, the super-selling vice president Joseph will give an in-depth explanation on " Amazon team management and performance optimization ". Scan the QR code below or click "Read original text" to register for the conference.