In this respect, sales is actually a very stable job, because you won't worry about unemployment. Almost all enterprises in this world are inseparable from sales. As long as you establish contacts in sales, you will be invincible.
I think there are two important points in the book: short-term performance and long-term contacts. Only by taking both into account can we do a good job in sales.
Goal is a very useful management tool and a magical psychological adjustment tool. Using it well can make you passionate and refresh your performance. For example, if you set a goal: double the sales last month, can you do it? If this indicator is set by your boss, you may be afraid, scared, angry, angry, or want to pack up and leave.
But if you set this goal yourself, stick it on the bedside, see it every morning and evening, constantly remind yourself to refuel, work hard, endure setbacks, study, consult, reflect, improve and summarize every day, then the probability of completing this goal is 50%. Even if you don't finish 50%, you only finish 30% of your goal, which is equivalent to giving yourself a shot in the arm. You think you can definitely finish 50% next month. Because you have built up confidence in yourself.
As a salesman, you can't spend 80% of your energy on bringing 20% of your customers. When you understand that focusing on big customers can bring you rich income and strong confidence, you should find a customer you think is the most difficult to chew and leave enough rations for one or two months.
Spend a month as a customer. You should study his hobbies, become his friends, pay attention to his interests, provide him with benefits, find his real needs, be his consultant, help him solve problems and meet his needs. When you finally win him, you will really believe that there is no impossible deal in the world! It depends on whether you put your heart into it, whether you work hard, and whether you find the right method.
In sales, the most important thing is to establish a long-term relationship and become friends with customers. It's best to treat customers as your partners. This is to avoid short-sightedness and never do anything to get a ticket and leave. This kind of behavior is often done by the "old oil man" who sells. They are mercenary and money-oriented. They cheat the boss by hook or by crook for money, regardless. When they get the results, they jump ship to other companies. In this way, their reputation spreads and stinks, which will also make them despised in the sales circle.
The general antipathy of sales colleagues to "smooth dough sticks" is, to put it bluntly, a collective boycott of a sales concept. The profit-seeking linear thinking mode has greatly disturbed the industry atmosphere of the sales circle and brought great negative comments to the sales industry.
A classic case of Huawei's handling of Tietong's procurement;
Tietong Company has just been restructured and divorced from the planned system, and needs to build communication projects on a large scale. Tietong and T Company had a close cooperative relationship before, and purchased a lot of equipment from T Company. More importantly, the superior department of Tietong Company holds the shares of T Company and hopes that T Company will provide corresponding communication equipment. Under such unfavorable circumstances, Huawei launched their sales offensive:
In the first step, Huawei will not talk about equipment procurement, but use its accumulated resources in the telecommunications industry for many years to provide experience support and customer platform support for Tietong's future market management strategy.
The second step is to provide free technical guidance for CTT's network operation planning and point out the design loopholes caused by lack of experience.
The third step is to provide a detailed market operation analysis report. Worry about the future market development is the biggest stone in the mind of Tietong management.
The fourth step is to go back to equipment procurement, seize the fact that the equipment loophole of T Company caused a monthly loss of more than 100,000 yuan in the process of inter-network telephone bill settlement, and explain to customers the greater losses that may be encountered in the future after market expansion. Thus obtained the first order of Tietong.
The fifth step is to emphasize the important role of Huawei equipment in reducing staff and increasing efficiency of CTT, and further kill competitors.
In the sixth step, in view of the fact that the competitive strategy of Tietong Company has just started, huge expenditure and competitors have begun to exert pressure from the top, Huawei made a concession by retreating: when the number of switches purchased by Tietong reached 300,000, the company gave away 8,000 switches for free, and exchanged the same amount for data transmission equipment, which laid the foundation for Tietong's next transmission equipment.
The seventh step is to make further concessions, restrain the impulse of our other supporting products, such as power supply, to enter the market by the way, give the local leaders of Tietong a channel to release the pressure of internal public opinion, and balance the interests of all parties by purchasing accessories from other companies. Reduce resistance by giving up some benefits.
In the last step, 8,000 data transmission devices converted in equal amount will enter CTT. Due to the limitation of technical characteristics, Tietong has no reason to buy similar equipment from other manufacturers. Huawei's sales team won the Tietong project in this province.
The core of "partner" thinking is to provide and create core values for customers, mainly to clarify the core demands of customers and participate in the process of realization. By constantly helping Tietong Company, Huawei has built itself into the role of a partner, and comprehensively considered the difficulties of Tietong Company and the pressure from the top, and achieved a perfect win-win situation for all parties.
In sales, you should not only regard customers as your contacts, but also your peers as your contacts. If you mistakenly use some less objective information as a weapon, belittle your peers and raise yourself. And the benefits of this method are really out of proportion to the price paid.
Excessive behavior of belittling peers will have serious consequences: being secretly attacked by peers, especially by a certain group, will make your development difficult or even completely fail. To put it to the extreme, for a salesman, after the customer has offended, there is no food to eat. But as long as you offend half of your peers, you can only have no food. If there are 250 potential customers behind each customer, there are at least 2500 customers behind each peer.
You know, behind every customer, there are some salesmen who cooperate happily, and their words are often better than your long-term visits and requests. Every time a colleague is offended, it means indirectly losing a group of customers through their relationship chain. If you don't understand this, then you can only be a poor salesman. Follow the following principles to get along with peers:
First, don't talk about competitors' unrelated topics in the sales process.
Second, speaking with practical actions, most salespeople belittle their peers. One of the most direct reasons is that they don't really impress customers, so they can only show that they are the best choice by belittling their peers.
Third, in the process of communicating with customers, we must abide by a principle: the products of our peers are very good, but our products are most suitable for your current needs. This is very critical. In the actual operation process, we must graft the highlights of the product with the needs of customers and concentrate on it.
Fourth, if possible, help peers place orders. This is a process of accumulating contacts. On the surface, sales seem to be doing things one by one, but in essence it is a process of being a man. If you can help, try to help, or after winning the big order, divide some projects and cooperate with your peers. These seem easy, but as mentioned above, the energy of sales colleagues is unimaginable. In the long run, you will naturally find customers and opportunities everywhere.
Fifth, participate in forums and exchange gatherings in the same industry. Doing so can not only exchange needed goods and information, but also better expand contacts. I believe that the income of investment peers will not be less than that of customers!
Sixth, don't involve the personality of peers in the transaction process. Countless experiences tell us that talking about the character of competitors is one of the biggest taboos in the sales process.
Sales should pay attention to personal relationships, which include not only customers, but also peers. I used to wonder why some sales are closely related to the same industry. Now I understand that the scope of contact is far wider than I thought. Only by understanding these key factors can sales be successful and their own network empire be established. From now on, you can also build your online empire. The best time to understand these truths is 10 years ago, followed by now, you can start acting!