What short stories can stimulate the enthusiasm of salespeople?

The short stories that can stimulate the enthusiasm of salespeople are: urging-Napoleon forced children to save themselves and motivate themselves-what in the balloon made them rise, not the color, the standard-the little monk's bell, the goal motivation-hunting camels and scientific division of labor-looking for Rama soldiers. Details are as follows:

1, "Bone spur-Napoleon forced the child to save himself"

When Napoleon was hunting, he saw a boy fall into the water, struggling desperately and calling for help. This river is not wide. Napoleon didn't dive to save talents. Instead, he pointed a shotgun at the drowning man and shouted, If you don't climb up by yourself, I'll kill you in the water. Seeing that it was useless to ask for help, the boy added another layer of danger, so he worked harder to save himself and finally swam ashore.

Treating employees with poor consciousness and blindly creating a good soft environment for him and helping him may not necessarily make him feel the importance of "radish", and sometimes it is inseparable from the threat of "stick".

Threatening them with their own authority occasionally will stop their passive and lax mentality in time and inspire them to play their potential. Employees with strong self-awareness also have times of satisfaction, stagnation and depression, and they also have dependence. Appropriate criticism and punishment can help them recognize themselves and re-inspire new work morale.

2. Self-motivation-it's the things in the balloons that make them rise, not the color.

Once, a salesman sold balloons in the streets of new york. When business is a little bad, he will fly a balloon. When the balloon floats in the air, it will gather a group of new customers, and his business will be good for a while. Every time he flies a balloon, it changes color, first white, then red, then yellow.

After a while, a little black boy pulled Chuang's sleeve, looked at him and asked an interesting question: "Sir, if you put a black balloon, will it rise?" The balloon seller looked at the children and said in a sympathetic, intelligent and understanding tone, "Children, it is what is in the balloon that makes them fly."

Congratulations to the boy. He met a salesman who will show him the way in life. "What's in the balloon makes them rise" Similarly, it's what's inside us that makes us progress. The key lies in ourselves, and we have the right to decide our own destiny!

3. Standard-Little Monk's Bell.

There is a young monk who is a bell ringer. After half a year, he felt bored. "When a monk hits a bell every day". One day, the master announced that he was transferred to the backyard to chop wood and fetch water because he was not qualified to ring the bell. The young monk was unconvinced and asked, "Isn't the clock I hit not on time and loud?"

The old host patiently told him, "Although the clock you struck was very punctual and loud, it sounded vague, weak and unattractive. The bell is to wake up the addicted beings, so the bell should not only ring, but also be round, thick, deep and far. "

The host in this story made a common-sense management mistake. "Being a monk for a day knocks against a bell for a day" is caused by the host's failure to announce the work standards in advance. If the young monk had known the standard and importance of ringing the bell on the day he entered the temple, he might not have been fired for being lazy.

Work standards are the behavior guide and assessment basis for employees. The lack of work standards often leads to the inconsistency between the efforts of employees and the overall development direction of the company, resulting in a lot of waste of manpower and material resources. Because of the lack of reference, employees tend to form complacency after a long time, leading to slack work. Work standards should be digitized as much as possible, linked with assessment, and pay attention to operability.

4. Goal motivation-camel hunting

A father took three children to the desert to hunt camels. They arrived at their destination. Father asked the boss, "What do you see?" The boss replied, "I saw shotguns, camels and endless deserts." Father shook his head and said, "No." The father asked the second child the same question.

The second child replied, "I saw my father, brother, shotgun and desert." Father shook his head again and said, "No." The father asked the third child the same question. The third replied, "I only saw camels." Father said happily, "correct answer."

The secret of making the goal effective is the word "clear", and the successful goal must be clear. In addition, goals should be specific and quantitative.

For enterprises, the strategic objectives of a period must be clear and specific; For a team, the action goal must also be clear and specific. Only in this way can all members make clear the direction of their next efforts and have a great incentive for all members.

With clear and specific goals, no matter what stage the specific work is going on, no matter what unexpected situations or problems are encountered in the process of achieving the goals, it can ensure that enterprises or team members adjust their work tasks and efforts, and ensure that they can always move towards the established goals.

5. Scientific division of labor-looking for Rama's soldiers

After taking office, a young artillery officer went to the subordinate units to check the drill situation, and found that several units had the same situation during the drill: during the drill, a soldier always stood under the gun tube and did not move. After asking, the answer is: this is how the drill rules are stipulated.

The original regulations followed the rules of the era of horse-drawn artillery. At that time, the task of the soldiers standing under the gun barrel was to hold the reins, prevent the distance deviation caused by the recoil of the gun after launching, and reduce the time for re-aiming. Now the cannon doesn't need this role. However, the regulations were not adjusted in time, and soldiers who did not pull horses appeared. The officer's discovery won him a commendation from the Ministry of National Defense.

The primary task of management is scientific division of labor. Only when every employee is clear about his/her job responsibilities will there be no such undesirable phenomena as buck passing. If the company is like a huge machine, then every employee is a part of it. Only when they love their work and are dedicated can the company's machines work well.

The company is developing, and managers should make corresponding adjustments to the number of people and division of labor according to the actual dynamic situation. Otherwise there will be "soldiers who don't pull horses" in the team. If there are people in the team who make up the number, it will not only bring the loss of wages to the enterprise, but also lead to the psychological imbalance of others, which will eventually lead to the overall decline of the company's work efficiency.