渠道銷售攻心術(shù)：如何深入解剖（PPT 118頁）中英文(1)

1、1Psyche-Channel Selling: How to Get into the Minds of Channel Partners and Get Optimal Results 渠道銷售攻心術(shù)：如何深入解剖渠道伙伴的心態(tài)，創(chuàng)造有職業(yè)績12Top Sales People Dont Necessary Become Good Channel Sales Managers. Why? 卓越銷售員不一定就是優(yōu)秀的渠道銷售經(jīng)理。為什么？23What are Some Key Challenges Faced when Managing Channel Partners？管理渠道伙伴最常見的

2、挑戰(zhàn)有哪些？34Elements of Effective Channel Sales Leadership渠道銷售領(lǐng)導(dǎo)力的主要因素Duties and Responsibilities of a Channel Sales Manager銷售經(jīng)理的職責(zé)Key Challenges Faced when Working with Channel Partners與渠道伙伴合作的常見挑戰(zhàn)Understanding the Types of Channel Partners了解渠道伙伴的不同分類 Communicating with Your Channel Partners如何與渠道伙伴有效溝通

3、Planning for Success 為成功作策劃Managing the Pipeline管道管理Conflict Resolution沖突管理45Elements of Effective Channel Sales Leadership渠道銷售領(lǐng)導(dǎo)力的主要因素Duties and Responsibilities of a Channel Sales Manager銷售經(jīng)理的職責(zé)56Exactly What Does a Channel Sales Manager Need to Do?渠道銷售經(jīng)理究竟需要做些什么？67Duties and Responsibilities of a

4、 Channel Sales Manager 渠道銷售經(jīng)理的義務(wù)和責(zé)任Responds at any hour隨傳隨到Account penetration by cross selling深入客戶，交叉銷售Makes formal sales presentations做正式的陳述Closes through personal identification with the product/ service以個人對產(chǎn)品與服務(wù)的認(rèn)同完成銷售Training in a structured setting有系統(tǒng)地給渠道伙伴做培訓(xùn)Makes joint calls一起拜訪客戶Develops co

5、mprehensive product knowledge to be a credible resource提升自己的產(chǎn)品知識已成為權(quán)威Practical intelligence學(xué)以致用的能力Analytic ability分析能力78Responds at Any Hour隨傳隨到Almost always available after hours to respond to the needs of both internal and external customers在下班時間以后為內(nèi)、外部客戶服務(wù)Organized and efficient in time managemen

6、t during the day so that the need to work unscheduled hours is the exception rather than the rule良好的時間管理，加班情況屬個案Resists the distraction of non-work-related issues不被廢工作事情分散注意Strong sense of duty to those who are counting on him/ her對服務(wù)對象擁有職責(zé)使命感Prepares a back-up system to cover unpredictable or unpre

7、ventable overloads or absence有備無患 89Account Penetration by Cross Selling深入客戶，交叉銷售Develops a sales plan for increasing business with existing customers為現(xiàn)有客戶擬定銷售計(jì)劃，以增加銷售額Promotes an expansion of the current product line有針對性地銷售更多產(chǎn)品Pays attention to trends or problems that current solutions do not solve

8、對目前產(chǎn)品所不能解決的問題或趨勢保持關(guān)注Works to generate continued business from existing accounts保住客戶，細(xì)水長流emphasizing steady income flow over occasional windfall比較喜歡細(xì)水長流多過一夜致富Tracks changes in the customers organisation or specifications that would change existing business arrangements關(guān)注客戶的購買、組織結(jié)構(gòu)的變化，以防萬一Monitors buy

9、ing patterns to ensure uninterrupted delivery of the desired benefits 關(guān)注客戶的購買習(xí)慣，確保不會斷貨910Makes Formal Presentations做正式的陳述Customizes the program to the audience, using minimal boilerplate components使用最少的樣板文件的來為觀眾作陳述Takes the time to prepare a studied presentation which the audience can resonate愿意花時間去

10、準(zhǔn)備一個可以引起觀眾共鳴的陳述Is sensitive to audience feedback and adjusts the presentation to sustain their interest敏感對待觀眾的反饋并調(diào)整陳述以引起他們持續(xù)的興趣Creates a memorable stage presence創(chuàng)造一個難忘的舞臺風(fēng)格Enjoys applause and attention when successful享受成功的掌聲與喝彩1011Closes through personal identification with the product/ service以個人對產(chǎn)

11、品與服務(wù)的認(rèn)同完成銷售Personally believes in the benefits of his product or solution個人對產(chǎn)品或服務(wù)的非常認(rèn)同Willing to stand behind our offerings when competing for the channel partners interest or shelf space愿意力推自家產(chǎn)品，以獲得渠道伙伴的青睞Recognizes that the customer may have second thoughts or is being courted by the competition了解

12、客戶隨時會受到競爭對手的誘惑Initiates additional benefits to support the channel partners commitment為了取得競爭對手的支持而主動給對方更大的幫助Keeps the channel partner motivated to promote product line by working with channel partners salespeople to close challenging sales與渠道伙伴的業(yè)務(wù)員拉近距離，確保渠道伙伴支持我方產(chǎn)品Breaks the sales process into manag

13、eable steps, seeking continued agreement from the customer at each step before moving on將銷售流程模塊化，在每一個環(huán)節(jié)先獲得客戶的認(rèn)同才往下一步走Applies enough pressure to keep a buying commitment from stalling but avoids pushing the channel partner into a neutral or negative position給客戶實(shí)施適當(dāng)?shù)膲毫?，既不讓對方舉棋不定，也不讓對方臨陣退縮1112Training

14、in a Structured Setting有系統(tǒng)地給渠道伙伴做培訓(xùn)Prepares scheduled and consistent programs to train or educate others定期安排以執(zhí)行的培訓(xùn)項(xiàng)目來訓(xùn)練或培育他人Establishes measurable criteria for assessing progress in the learning process為了衡量學(xué)習(xí)的進(jìn)度，在學(xué)習(xí)進(jìn)程中建立可測量的標(biāo)準(zhǔn)Demonstrates patience and a willingness to repeat or reinforce ideas and i

15、nformation until the audience understands展示耐心并愿意重覆或加深自身的建議和信息，直到對方完全了解、接受Focuses training sessions on those competencies that will make a difference in the groups ultimate effectiveness將培訓(xùn)集中在那些能改變團(tuán)隊(duì)最終績效的技能上Concentrates more on the results produced than with how attractive or entertaining the trainin

16、g can be把注意更多的放在結(jié)果，而不是怎樣是培訓(xùn)更具娛樂性或吸引力1213Makes Joint Calls一起拜訪客戶Regularly observes assigned salespeople in action to offer suggestions for skill development經(jīng)常觀察相關(guān)業(yè)務(wù)員實(shí)際銷售的情況，并給于技能發(fā)展的意見Is willing to step out of the limelight and function in a supporting role愿意跨出舞臺中心成為在外支持的角色Responds to sales opportunit

17、ies with minimal preparation; able to respond spontaneously when circumstances change當(dāng)情況改變能自發(fā)地反應(yīng), 可以反應(yīng)銷售機(jī)會與最小的準(zhǔn)備Adjusts coaching or assistance to accommodate the unpredictable aspects of each customer contact按照不同客戶的不同反應(yīng)調(diào)整輔導(dǎo)或協(xié)助方式Keeps the focus of his training and support on closing the sale, delegat

18、ing administrative or procedural tasks to others if possible將注意力放在如何促使單子成交，并盡量將行政、瑣碎的工作交給他人1314Practical Intelligence學(xué)以致用的能力Enjoys learning and broadening his depth of learning and insight in a wide array of topics享受學(xué)習(xí)并擴(kuò)展學(xué)習(xí)的深度，并對廣闊的話題擁有獨(dú)到的見解。Absorbs, stores and recalls new information quickly迅速吸收，存儲

19、并回憶新信息Deals comfortably with abstract concepts and relationships針對抽象的概念及關(guān)系能夠處理的游刃有余Pursues academic, theoretical or research-based information不斷追求學(xué)術(shù)，理論或調(diào)研報告的信息1415Analytic Ability分析能力Possesses strong deductive reasoning skills and is capable of thinking through problems in a systematic and logical m

20、anner具備很強(qiáng)的推理技能并且以系統(tǒng)及邏輯方式來思考問題。Draws sound conclusions from the information presented從信息中總結(jié)出結(jié)論Effectively weighs the accuracy of different types of information, including inferences, abstractions, or generalizations有效地斟酌不同類型信息的準(zhǔn)確性，包括推斷，抽象化及概念化Maintains objectivity in the gathering and analysis of inf

21、ormation在收集信息及分析的同時保持客觀1516How would you rate yourself as a Channel Sales Leader?如何評估你的渠道銷售領(lǐng)導(dǎo)能力？Rank the above factors from most to least important to your job儀你的工作性質(zhì)，給以上論點(diǎn)按照重要性順序排列From a scale of 0-10, how do you rate yourself for each factor? 如果以1-10分的標(biāo)準(zhǔn)，1分為最差，10分為最好，針對每一題，您會為自己打幾分？ What are some

22、of the challenges to be a better leader? 成為一名優(yōu)秀領(lǐng)導(dǎo)者的挑戰(zhàn)有哪些？How can you overcome these challenges? 你應(yīng)該如何應(yīng)對這些挑戰(zhàn)？1617Which side of the line do you live on?你活在線的那一端 ?Responsibility 負(fù)起責(zé)任Blame責(zé)備Justification辯解Excuses借口1718Elements of Effective Channel Sales Leadership渠道銷售領(lǐng)導(dǎo)力的主要因素Duties and Responsibilities

23、of a Channel Sales Manager銷售經(jīng)理的職責(zé)Key Challenges Faced when Working with Channel Partners與渠道伙伴合作的常見挑戰(zhàn)1819What are Some Key Challenges Faced when Managing Channel Partners？管理渠道伙伴最常見的挑戰(zhàn)有哪些？1920Key Conversations with Channel Partners與渠道伙伴的主要談話Supplier 供應(yīng)商:You MUST carry our full-line of products, and NO

24、T just sell the few specialised items你必須銷售我們所有產(chǎn)品，而不是專門賣這幾種(Selling the specialised products is easy; I NEED you to sell other products as well!賣這種產(chǎn)品可容易了；我需要你賣其他的！) Channel Partner 渠道伙伴:We SHOULD concentrate on our strengths, and NOT push all products我們應(yīng)該揚(yáng)長避短，而不是樣樣都賣(Theres no money in your other pro

25、ducts, and I can get substitutes at better prices你其他產(chǎn)品都賺不了錢，而且我還能從競爭品牌獲得更好價格)2021Key Conversations with Channel Partners與渠道伙伴的主要談話Supplier 供應(yīng)商:We NEED you to focus on our products我需要你專注賣我們的產(chǎn)品(How can you sell for our direct competitors as well?你怎么能夠賣我們死對頭的產(chǎn)品呢？) Channel Partner 渠道伙伴:We NEED exclusive

26、 territories我們需要獨(dú)家代理權(quán)(You are doing business with our rivals too, and you are NOT giving us the best price你不也是在跟我們死對頭做生意，而且還不給我們最好的價格)2122Key Conversations with Channel Partners與渠道伙伴的主要談話Supplier 供應(yīng)商:We need you to sell our new products and develop new markets more actively我們需要你更積極地售賣我們的新品，并加強(qiáng)市場開拓力度

27、(We need you to sell beyond existing customers and products別老賣同樣產(chǎn)品給同樣的客戶) Channel Partner 渠道伙伴:Can you provide us with marketing support to sell new products and develop new customers?你們能否給我們提供相關(guān)的市場營銷支持，幫我們賣新品、找新客戶？(Doing so costs too much and takes up too much time, and wed rather stick to what we

28、do best這么折騰對我們是吃力不討好，我們寧可做我們熟悉的)2223Key Conversations with Channel Partners與渠道伙伴的主要談話Supplier 供應(yīng)商:We must know our end-customers in greater detail我們必須深入了解終端客戶(We dont know why our customers buy from us, and how they use our products, but yet we handle all the complaints我們不知道客戶為何跟我們購買，或他們?nèi)绾问褂梦覀兊漠a(chǎn)品，但一

29、旦有客戶投訴我們就得馬上做出回應(yīng)) Channel Partner 渠道伙伴:We will tell you what you need to know該讓你知道的，我們就會讓你知道(If I let you know my customers, youll be stealing them away我才不會給你我們的客戶信息，免得被你們挖墻腳)2324Key Conversations with Channel Partners與渠道伙伴的主要談話Supplier 供應(yīng)商:Your channel margins are too high你們的渠道利潤要得太高了(You charge to

30、o much and provide too little value to end-customers你漫天要價卻不見你們給客戶提供多一點(diǎn)的價值) Channel Partner 渠道伙伴:Your prices are too high你們價格太高了(You are NOT worth the price you think you command你們產(chǎn)品本來就不值這個價)2425Key Conversations with Channel Partners與渠道伙伴的主要談話Supplier 供應(yīng)商:You MUST improve your sales efforts你必須改進(jìn)你的銷售

31、方式(You need a well-trained, professional sales force to be really supporting us 你必須得有支訓(xùn)練有素的專業(yè)銷售團(tuán)隊(duì)來支持我們) Channel Partner 渠道伙伴:You MUST improve your sales promotion你們必須加強(qiáng)你們的促銷活動(Our other suppliers give us more support. You must learn from them其他供應(yīng)商都給我們更實(shí)質(zhì)的促銷支持，你得跟他們學(xué)學(xué))2526Key Conversations with Chann

32、el Partners與渠道伙伴的主要談話Supplier 供應(yīng)商:We must work together我們必須多多合作Channel Partner 渠道伙伴:Agreed同意2627Key Challenges Faced when Managing Channel Partners管理渠道伙伴最常見的挑戰(zhàn)Over-promise and under-deliver給過的承諾無法兌現(xiàn)Growth stagnated after initial success業(yè)績增長在初期猛漲后就進(jìn)入Unable to sell at better margins or prices無法以更好的價格或

33、利潤進(jìn)行銷售Unable to sell new products無法銷售新品Unable to develop new markets beyond established base無法開拓新客戶或市場Lack of after-sale support for end-customers缺乏售后服務(wù)We are unable to understand our customers real needs我方無法了解客戶實(shí)質(zhì)需求They just dont trust us他們不信任我們When you are unhappy with their performance, you cant

34、fire them當(dāng)你對他們的業(yè)績不滿時，還不能炒他們魷魚2728What are some of the causes of such challenges?這些挑戰(zhàn)的前因是什么呢？2829What attracts channel partners to work with you?渠道伙伴為什么要跟你合作？Your product sells產(chǎn)品銷量好Your product is easy to sell產(chǎn)品容易賣High margins利潤高Good support得到良好支持Who is giving whom support most of the time?大部分時間是誰為誰服

35、務(wù)的？2930How Channel Partners are Selected渠道伙伴是怎么招來的Channel partners are selected based on those with ready customers渠道伙伴的篩選標(biāo)準(zhǔn)主要是考慮他們有沒有現(xiàn)有客戶Special offers are given so that these new channel partners can make some quick successes為了讓他們盡快吃到甜頭，有時還給他們更優(yōu)惠的價格Exclusive territorial rights given, esp. to the o

36、ne that brings in the largest volume給他們區(qū)域獨(dú)家授權(quán)，尤其是針對那些單量多的Not much is known about how many other competing brands do they carry他們到底還有代理哪些競爭品牌，我們知道的不多Not much is known about how the channel partner will develop in the future對于他們將來的發(fā)展趨勢，我們知道的更少3031Elements of Effective Channel Sales Leadership渠道銷售領(lǐng)導(dǎo)力的主

37、要因素Duties and Responsibilities of a Channel Sales Manager銷售經(jīng)理的職責(zé)Key Challenges Faced when Working with Channel Partners與渠道伙伴合作的常見挑戰(zhàn)Understanding the Types of Channel Partners了解渠道伙伴的不同分類 3132Case Study 1案例1You have 3 top channel partner who contribute significantly to your total sales revenue你有3位業(yè)績出色

38、的渠道伙伴。他們的業(yè)績占據(jù)公司總業(yè)績的大部分However, each one of them has got different problems但是他們每一人都有一些毛病:“A” gives a lot of discounts to the extent that you dont make much profits“A” 在價錢方面打很多折，基本上導(dǎo)致公司利潤少了許多“B” is great in getting good margins, but never provide any form of after-sales service“B”利潤保持很高，但從來不為客戶作任何售后服務(wù)

39、“C” generates sales only from2-3 existing customers, and has not gained a single new customer in the last 3 years“C”則只跟2-3位老客戶做銷售，而且在之前3年都沒有引進(jìn)新客戶What would you do?你會怎么做？32333 Types of Channel Partners3種截然不同的渠道伙伴 Trader倒?fàn)擬afia關(guān)系戶Consultant顧問3334The Trader倒?fàn)擣irst to the market市場的領(lǐng)頭羊High volume高單量High

40、discounts打折高Prefer short sales cycles喜歡短銷售周期Prefer NOT to provide after-sales service不愿作售后服務(wù)3435The Mafia關(guān)系戶Personal networks人脈多Sell on relationship靠關(guān)系吃飯Protective of relationship保護(hù)私密關(guān)系Invests in time to harness relationship愿意為培養(yǎng)關(guān)系投入時間、精力Lacks in-depth technical knowledge缺乏深層的技術(shù)知識Weakest in developi

41、ng new customers開發(fā)新客戶最弱3536The Consultant顧問Understands customers in-depth business and technical needs深入了解客戶的商務(wù)、技術(shù)要求Good in selling complex solutions銷售復(fù)雜項(xiàng)目方案的能力強(qiáng)Likely to be former technical staff turned distributor很可能是技術(shù)人員變經(jīng)銷商Weakest in generating leads, but good in following through找尋新銷售線索的能力差，但對客

42、戶跟蹤能力強(qiáng)3637Which Type do Your Channel Partner Belong to?你的渠道伙伴屬于哪一類？3738Positive Selection Criteria正面的篩選標(biāo)桿Their goals are aligned with ours他們目標(biāo)與我們一致Value of their customer base他們客源的價值Their people are highly motivated他們內(nèi)部斗志高昂They are in good financial health他們財(cái)務(wù)狀況好Their people have good sales or accou

43、nt management skills他們擁有良好銷售或客戶管理技巧They can develop new markets or fully cover their territory他們能夠在給與他們的區(qū)域范圍覆蓋整個市場They can sell new products他們能夠銷售新品Product knowledge and technical skill產(chǎn)品與技術(shù)知識The amount of profit they contribute over the long-term他們長期所能夠貢獻(xiàn)多少盈利給我們Ability to succeed with our products他

44、們能夠銷售我們這樣的產(chǎn)品3839Negative Selection Criteria負(fù)面的篩選標(biāo)桿Other suppliers competing for their attention他們還需應(yīng)付多少其他供應(yīng)商Resistance to change and accept new ideas對新觀點(diǎn)、理念、改變的抗拒Weak Reputation and market position不良聲譽(yù)及市場定位Strength of local competitors當(dāng)?shù)氐母偁幖ち页潭萀imited size of local market當(dāng)?shù)氐氖袌鼍窒轆dverse local market

45、trends負(fù)面市場趨勢Unknown information: any of the above that we do NOT know about?不明確信息：針對以上有哪些我們是尚未知道的?3940Channel Development Plan渠道發(fā)展計(jì)劃Territorial allocation按區(qū)域分配Easy to manage管理簡單Avoids channel conflict容易避免渠道糾紛Serves their local market服務(wù)于他們當(dāng)?shù)厥袌鯩ay miss out cross-regional opportunities可能失去跨區(qū)域的機(jī)會May not

46、 cover all kinds of customers可能無法覆蓋所有客戶Allocation by customer groups按客戶分配More attention to the customer更關(guān)注客戶More specialised knowledge about the customers business了解客戶商務(wù)情況More possibilities to sell new products to customer groups更多銷售新品的機(jī)會Higher chances of channel conflict渠道糾紛概率較高M(jìn)ore complex to mana

47、ge比較復(fù)雜4041Channel Development Plan渠道發(fā)展計(jì)劃Exclusive distributorship獨(dú)家代理Builds trust建立信任Gains commitment獲得對方的承諾May be complacent after a while久了容易自滿Difficult for us to develop new markets and sell to new customers較難以開拓新市場及新客戶Difficult to take actions for poor performance業(yè)績不理想時，較難以采取相應(yīng)措施Non-Exclusive di

48、stributorship非獨(dú)家代理Healthy competition健康競爭Different levels of distributorship不同級別的代理權(quán)Covers the market more effectively市場覆蓋率高Higher bargaining power for us給我們更高的談判籌碼Scope for channel conflict渠道糾紛概率Scope for mis-trust不信任的可能性4142Channel Development Plan渠道發(fā)展計(jì)劃Volume-based objectives 以量作指標(biāo)All business is

49、 good business所有的訂單都是好的Build volume and market share fast迅速提高銷量及市場占有Provide discounts to get deals打折下單Good for early stages of business development對創(chuàng)業(yè)初期好Strategic Objectives戰(zhàn)略指標(biāo)Only some kinds of business is good business只有某些單子是好的Developing key accounts and launching new products發(fā)展大客戶及新產(chǎn)品Focus on ad

50、ded value solutions to sell at better margins提高附加值以賣高價Good for later stages of business development對創(chuàng)業(yè)后期好4243Strategies to Deal with “Trader” Channel Partners應(yīng)對“倒?fàn)敗钡那阑锇镻rovide unique products or提供獨(dú)特產(chǎn)品，或Provide low-cost products供給低價產(chǎn)品Focus on volume sale注重單量Training to be frame as means to help them

51、 attract more buyers如果要給他做培訓(xùn)，就得說服他培訓(xùn)能幫他吸引更多的買家4344Strategies to Deal with “Mafia” Channel Partners應(yīng)對“幫會”的渠道伙伴Respect their relationships with their customers尊重她們與她們客戶的關(guān)系Take time and effort to build trust投入時間與精力建立信任Earn the trust to help them penetrate further into their accounts博取他們的信任，幫助他們深入開發(fā)他們的客

52、戶Training to be frame as means to help them impress their customers如果要給他做培訓(xùn)，就得說服他培訓(xùn)能幫他在客戶面前能顯得更專業(yè) 4445Strategies to Deal with “Consultant” Channel Partners 應(yīng)對“顧問”的渠道伙伴Provide leads for them to follow提供他們銷售線索Get them focused on complex solution sales讓他們專注于項(xiàng)目方案的銷售Training to be frame as means to commu

53、nicate better with customers如果要給他做培訓(xùn)，就得說服他培訓(xùn)能幫他更好地與客戶溝通4546The Reality of Managing Channel Partners渠道伙伴管理的現(xiàn)實(shí)30% of your Channel Partners may produce 90% of your sales你30%的渠道伙伴可能給你90%的銷售Around 50% of your performing Channel Partners will NOT be able to adapt to new sales situations大約50%的渠道伙伴沒法與時俱進(jìn)，適應(yīng)

54、新的銷售環(huán)境About 50% of your performing Channel Partners will give you diminishing sales after 3-5 years大約50%的渠道伙伴的銷量在3-5年后將停滯不前About 15-20% of your under-performing Channel Partners may turn out to be dark horses in the future4647Spending the Right Time with the Right Channel Partner善用時間維護(hù)渠道伙伴關(guān)系The Sale

55、s Persons Most Important Resource銷售員最重要的資源Time時間4748Spending the Right Time with the Right Channel Partner善用時間維護(hù)渠道伙伴關(guān)系You can choose to spend time on good channel partners; Or waste in on non-performing ones 你可以將時間用在有質(zhì)量的渠道伙伴；也可以耗在朽木身上4849Challenges in Sales Management銷售管理遇到的挑戰(zhàn)Less than 15% of supers

56、tar salespeople succeed in management 少于15%的頂尖銷售人員能夠成為稱職的經(jīng)理Most people leave their jobs because they could not get along with their supervisors大部分離職的員工都是因?yàn)闊o法與上級融洽相處而這么做的Only 19% of effective new business developers are effective at maintaining long-term customers只有19%的新客戶開拓人員能夠與客戶保持長遠(yuǎn)良好關(guān)系Less than 1

57、5% of key account managers are comfortable developing new businesses只有15%的客戶經(jīng)理對發(fā)展新客戶感到適意4950Challenges in Sales Management銷售管理遇到的挑戰(zhàn)Nearly 65% of salespeople who fail could have succeeded in the right type of sales position for their skills將近65%的表現(xiàn)欠佳的業(yè)務(wù)員能在更合適的銷售崗位上創(chuàng)造更優(yōu)越的業(yè)績Nearly 70% of strong custome

58、r support and service staff are able to maintain customer relationships將近70%的客服人員能夠與客戶保持良好長久關(guān)系60% of sales position failures are related to individuals with the wrong skills for the position60%的銷售人員無法勝任其職是因?yàn)閭€人技能與崗位不匹配5051What Do Customers Expect from Sales People?客戶對銷售員有什么期望？Be personally accountabl

59、e for customers results為客戶的績效承擔(dān)個人責(zé)任Understand customers business了解客戶的商務(wù)模式Proactively provide advice for customers主動為客戶提出建議Suggest the right solutions that solve customers problems提出能解決客戶困惑的有效方案Be easily accessible客戶能隨時聯(lián)系上Be creative in responding to customers needs能為客戶的需求提出有創(chuàng)意的解決方法Source: HR Chally5

60、152Bad Sales Habits不良的銷售習(xí)慣Complaining too much and doing too little 滿腹牢騷卻無所行動Talking too much and asking too little說得太多，問得太少No effort to understand customers hidden needs 不試圖了解客戶的潛在需求Spending too much time on unimportant things 為芝麻小事好太多時間 Arguing with customers and badmouthing competitors與客戶爭論，并說競爭對