Seven Difficult Problems For Professional Salesmen

There is such a doggerel, which refers to the portrayal of business life.

     

He blew more than a lamp, drank more than Li Bai, and sows worse than a chicken. He sleeps earlier than a young man, and earns less than a peasant worker.

     

There is also an exclamation of business personnel:

     

Suffering is not bitter, for the completion of the task of tears flying; tired not tired, in order to fight money heart broken; annoyance is not annoyed, a large number of stock can not sell; good, business heart knows.

It's hard to do business.

     

Maybe the real problems are much more than that.

     

One difficulty: is it difficult to pform from running business to selling?

     

When I was in charge of a certain brand of a regional market, many industry colleagues sighed: why is my business always losing its performance?

Not not diligent?

Is it not loyalty?

Nor is it not professional?

     

In fact, this sighing reveals a common problem in the industry, that is, the pformation of salesmen from running business to doing sales.

     

Running a business is a supply and marketing economy arising from the age of planned economy. It mainly relies on running, and its demand for professional quality and ability of business personnel is not high. Its fundamental factor is that the supply of products is in short supply. What it needs is finding a good industry, choosing a good product, and having a certain professional spirit and loyalty.

     

Marketing is a market economy which is produced in the era of market economy. It is mainly based on doing business. It requires high professional quality and ability of the business people. Its fundamental factor is the oversupply of products. It needs to survive in the cracks and compete for differences. Business personnel need not only a strong sense of professionalism, but also a need for professionalism, concentration and specificity. It considers the overall quality and core competitiveness of the business people.

What it needs is the vertical and horizontal extension and expansion of business personnel in product distribution, store image, product promotion and product price.

     

To put it more plainly, running a business needs to learn how to control goods, and learn to enlarge the "belly" of the customers and enlarge the "belly" of more customers.

     

To do sales, they also need to learn to distribute, learn to handle the customers' belly, and distribute more customers' goods.

     

Generally speaking, a general salesperson who runs a business type can only deliver goods to his customers, while running a good business type salesman can push more goods to customers.

     

A salesperson, a salesperson, can not only deliver goods to customers, but also help him sell the goods, and be a good salesman in sales, so that more goods can be sold to customers and sold for him.

     

The two difficulty: is it difficult to grasp the "degree" of relationship between guests and relatives?

     

Miss Li, manager of * * Provincial Office of a famous company in China.

Thanks to its excellent public relations and market development capabilities and its pungent character, in the less than a year, the entire market of the * * Province rose to the top and reached the peak of nearly $40 million.

However, the company has been unable to keep up with it.

Because all the customer resources in the province are in her hands, she can pform all the hundreds of terminals in the province overnight.

All customers in the province can turn into their own customers.

Finally, the result can be imagined that she has left the enterprise now!

     

In fact, this is the question of the relationship between "sentiment" and "reason".

     

As a business person, there is no harmonious customer relationship, it is very difficult to get the clients, and there is no performance for the customers, but without the performance, they can not get the recognition of the company. But if the customer relationship is too harmonious, the company will feel that the "good Lord" will make the business people turn their customers into their own network and assets through the resources of the company, which is often the Chinese enterprises do not want to see. In the end, the business personnel are still unable to escape the company's "pfer", "dismissal" or "cup wine release military power" and so on.

     

As an excellent business person, we should adhere to the three principles in grasping the "degree" of customer relationship.

     

1, be reasonable: to be friendly is to interact with customers and grasp the fundamental interests of customers.

Emotional communication and investment are necessary as a way to interact with customers.

Especially in the north of China, it is even more so whether the closeness or not of feelings directly determines the performance of business people.

The principle of emotional scale is to be close but not to rely on others.

     

2, reasonable: reasonable is the fundamental to grasp the interests of the company with customers.

Being reasonable will enable us to lean towards our customers when we interact with customers, and reasonable will not sacrifice the interests of our company in considering the interests of customers.

The so-called "milk is mother", "what dealers say is nonsense."

We can only take care of our customers to take care of customers on the basis of taking into account the interests of the company, but we must not sacrifice the interests of the company in exchange for the interests of the customers.

Remember, customers are always fed up.

     

3, legality: legality is the basis of communicating with customers and grasping the interests of three parties, namely, personal interests, customer interests and company interests.

For customer communication, legality is a three edged sword.

Do well, win three times; make bad, three injuries.

Although China's laws are not perfect, the last three parties have to rely on the law, especially when the individual strength is weak.

     

Three difficulties: will management interfere with operations?

Is combat not conducive to management?

     

Mr. Zhang is the director of the regional market of a famous enterprise.

Whenever I talk about the relationship between sales management and sales operations, I always feel a lot of emotion.

     

"In the past, what promotional activities do we do and when we advertise for advertising, we can execute it as soon as a phone call or a fax is sent to the headquarters.

Speed is the soldier's asset.

At that time, we often seized market opportunities because our market reaction was faster than our competitors.

Now, what promotional activities are we going to do? We need to report a month or half a month in advance for an advertising campaign to fill in a form. At least three or more of the leaders can sign the agreement, and the approval result is usually at least three days. Moreover, if the fee exceeds the fixed proportion of the refund, it will not be approved by the leader or postponed to the next month.

Often after the company has really approved it, it has missed the market opportunity.

They were left behind by their competitors.

"In the past, our annual sales volume was nearly 30 million, that is less than 20 people (including promoters, etc.), now, three years have passed, that is, 30 million has just gone too far, and the staff has reached 50 people, and specially set up a sales office position.

At the same time, headquarters had basically achieved 4 hundred million sales three years ago, and now it is only 5 hundred million of sales, but the number of internal administrative staff has risen from less than 100 years ago to 300.

     

"Really, war is not conducive to management, management will interfere with operations!"

Mr. Zhang sighed.

     

However, operations are not necessarily bad for management. Management does not necessarily interfere with operations. The key is how we can make management as useful as possible.

Therefore, management can only be regarded as real management if it is conducive to combat.

     

In other words, the cost of management control must not exceed the benefits brought by management control, otherwise, it will not be conducive to the management of operations that impede operations.

This is also the key to weighing the relationship between management and operations.

     

Four difficulty: is there any casualty figures for positions?

     

As a war, it is the pursuit of every soldier and every soldier's greatest mission to seize the position.

But it is impossible to seize the position without casualties.

What every soldier can do is to reduce casualties as much as possible.

     

The war is so.

     

Business is no exception.

     

However, in the actual operation of enterprises, we often hear that many enterprises are taking the road of "polarization".

One pole is that no casualty figures are required, and the other is that no casualties can be counted on the ground.

     

As a salesperson, if you encounter the first type of enterprise, it would be better.

But the result is that the enterprise has finally gone to ruin.

If we encounter second kinds of enterprises, it will be miserable.

     

Unwilling to bear children can not keep the wolf.

     

As a salesperson, everyone knows that resources are the fundamental source for salesmen to win the market.

Without any support from resources, no salesperson can achieve any achievement.

In reality, business owners need to run horses instead of horses.

     

In this relationship, the relationship between positions and casualty figures is good or bad, and it becomes an important symbol and phenomenon for an enterprise to gallop in the market.

     

The so-called "willing to sacrifice", big house, small house is small, can not bear.

This can be regarded as a way to deal with positions and casualty figures.