Training sales staff is not the responsibility of the personnel department or product manager, but the responsibility of the leaders of our business department and sales department. We must define our responsibilities and divide our powers. Training sales staff is extremely important. Most of the existing sales teams of many organizations are old employees, plus about 15% new employees. Everyone, whether veteran or novice in shopping malls, needs to be trained and take part in learning, some need to take part in course training, some need to teach themselves, and more are both. In addition, sales training is not a course, a lesson or a panacea once and for all after training. Sales training should be a long-term continuous learning and improvement process. Different stages have different emphases and different learning methods according to different abilities. Sales training should be taught every year, every month and every day. As the saying goes, "never leave your hand, never leave your mouth." No matter who you are, whether you are a sports worker or a salesperson, it is something we should do every month, every week or even every day to train and study, improve our ability and learn new knowledge and new methods.

Part II: Carry out sales training

Whether it is a business leader, a sales manager or a salesperson, it is necessary to clearly understand what abilities a qualified or excellent salesperson needs. In other words, what kind of training is needed to acquire the corresponding knowledge, and through practical application and training, this ability can finally be acquired. To this end, I listed it from the following four aspects.

1. product knowledge. Product knowledge is the bridge between sales staff and customers. Our products, our solutions, which customers we can use and where we can use them. Only by knowing the customers we serve, the industries we serve and the customers we serve can we do a good job in sales. If we find that there is a gap in these aspects, we should carry out targeted training to help us master this knowledge, narrow the gap and carry out our work better.

2. Sales skills. This is the sales skill that our sales staff need to master. Specifically, how to make a sales call, how to visit customers, how to make a tender, how to make a speech, how to introduce your own products, how to make a summary, how to make a forecast, and how to use SIEBEL or other customer relationship management software to conduct big data analysis on sales are all sales skills.

3. Personal ability. There are many opportunities in the market, which are related to our products, the region we are responsible for and the customer base we are responsible for. We should have the ability to find opportunities, seize opportunities, analyze problems and solve problems. Another key point is time management. As a qualified salesperson, we have to deal with all kinds of challenges, deal with all kinds of problems, write some summary reports and keep learning from ourselves. This requires us to improve our time management ability. Sometimes, unexpected problems will arise. Customers will ask strange questions that they can't even think of. At work, some problems that they have never heard of will pop up. From time to time, some fierce competitors will emerge. How to effectively deal with these unexpected challenges is a major test of personal ability.

4. Work attitude. This is a very important point, but it is difficult to learn. This is what we call positive energy, which means initiative and team spirit. This can be said to be popularized, but it is relatively difficult to learn. This is the second part, which mainly talks about what our sales managers and salespeople should learn and master. We have successfully developed two training modules. One module mainly tells what abilities an excellent sales manager needs to learn and master, and the other module introduces what abilities a salesperson needs to have. If you are interested, you can attend these training courses to learn more about this. We will also share the written content through the platform of Business Review.

Part III: Determine the sales positioning.

Different methods should be adopted for different people. Sales managers and salespeople should try to find out where you are now and whether you are new to this industry. To this end, I divided the company's sales staff into several categories. One kind is just graduated from school, holding a gorgeous diploma, and came to our company or our agent. They are not very familiar with our products, technologies and various solutions. But people are ambitious and want to do something. This is a kind of person. There is also a group of people transferred from other departments, such as the technical department. These people are very familiar with the products we are selling and the solutions we want to promote, because they are originally from technical background and do technical support work. This is another kind of person. There is another kind of people who come from other enterprises and companies. They used to be people in this industry. They have worked for many years, accumulated rich experience and achieved good results. Both basic skills and basic knowledge are already very rich, and this is another kind of person. Of course, there may be other different kinds of people, so I won't list them here. For these different types of people, the training methods should be different, so as to get good results.