Operational performance only uses sales assessment, which is a potential crisis?

　　Nowadays, many operations' salary consists of two parts: basic salary + sales ladder commission , but it is not appropriate to just use sales commission as the performance, so operations are trying to find ways to participate in activities. This problem should be common, especially if the store needs activities, and you cannot give up on your meal because of the choke.

　　No matter what performance method is, the core is to consider three points.

　　First, what purpose do you want to achieve? For example, we consider sales and do not consider gross profit, because gross profit initiative is in operation, and operation can achieve gross profit through its own capabilities, while customer service is more difficult.

　　Second, how much money do you want him to get? The rationality of the reverse reproach plan.

　　Third, the starting point of performance is to motivate employees to achieve their goals, so this year we will have performance as long as your gross profit is >0. Although we may be a loss, I will take you to achieve your net profit and profit, and I will take you to achieve your goals, and we can do better.

　　Plan 1: Sales performance commission

　　This method has been used in the early stages of many teams throughout history, but later there will be problems. Operations do not have a thorough understanding of "operation". Enterprise operations and operations cannot rely solely on sales performance. Profits are the core considerations I think, so use this plan with caution.

　　Plan 2: Gross profit commission

　　If sales minus operating expenses (fixed pre-rated fixed expenses (such as fixed cost sharing, for multiple classification projects described in the above case, the company's personnel site cost will be rated to specific classification projects) + the specific operating costs (such as product cost, freight, commission, activity cost promotion expenses, etc.)), it will be gross profit, and a commission will be taken according to a certain proportion of the gross profit.

　　For example, step-by-step commission, gross profit to A, draw point is a% Gross profit to B, draw point is b%, and so on; or one-size-fits-all commission, gross profit is higher than A, draw point is a%, gross profit is lower than A, draw point is b%, a can = twice the amount of b. (We are currently in a step-by-step manner last year, and we plan to have a one-size-fits-all approach this year)

　　Added: If you have a one-size-fits-all commission, you can consider evaluating individually or a team. For example, I have 5 people in a small team, and the total commission is b%. Each person has the performance, and the team leader coordinates, and he has the final say~ everyone distributes according to their work.

　　Plan 3: Net profit commission

　　There is a disadvantage to net profit commission. The lack of trust is easily caused by opaque information, especially when recruiting new employees, but you can consider it if you are old employees. To supplement this shortcoming, I mentioned a rated fixed fee in Plan 2. This expense + operating cost can basically be equivalent to net profit, which is used to solve this problem.

　　If you can achieve a single store sales of 500,000 yuan, the gross profit may be 100,000 yuan. According to our performance plan, we should have a performance of about 5,000 yuan. It's about the same salary as theirs. In other words, the salary of the store manager can reach the salary level of the operation directors of other local companies. The basic salary of the store manager is generally 4-5K. Our current store manager has more than 3 years of experience, usually 5,000. For us, we calculate the gross profit of each module.

　　In fact, every one of our employees will bring value to the company, rather than negative assets, and the overall efficiency of the company will improve.

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