In the past few years, the author has been invited to give sales management and skills training to many enterprises. At that time, the employees of the trained enterprises felt very practical, inspiring and useful. The author himself has participated in numerous trainings at all levels. Some training is really like drinking a bottle of coke in midsummer weather, which is both thirst-quenching and comfortable. However, many friends who are engaged in marketing management and leadership positions complained when communicating with me that our training is getting more and more, and the level of teachers invited is getting higher and higher, but the effect is getting worse. I was really excited after listening to it. Later, with the passage of time, everyone was not practical, and when I was with me, I found that the sales skills were still so poor. When training again in the future, the sales staff said they knew, and training was useless! In other words, the training is vigorous, and it will have no effect after the training. How can we make the training effective? The author analyzes the reasons why these trainings are invalid in detail, gives the countermeasures to make the trainings effective, and talks about his own training management experience for readers.
First, the "empty bottle mentality" can really listen to the class well and remember the contents of the memory.
Many trainings are ineffective because the participants' mentality is wrong, which can be summarized as follows:
I am a first-line combat expert myself. I know everything you said. There is nothing to listen to.
There are many books about sales skills in the bookstore. Why don't I buy one and have a look? Why waste your time listening to you!
Are you better than me? Is your method and skill model suitable for our enterprise? Why should I listen to you?
If you want to fill a bottle with wine, you must empty the original soda, dirty water, etc. It's in the bottle, or you can't put the good wine in it. Generally, before class, students must be required to maintain a "zero mentality" before class, so that they can become a primary school student and know nothing. Everyone is required to completely clear the inherent knowledge in the brain and participate in training and lectures with an empty bottle mentality. Only in this way can he listen, understand and gain something. Otherwise, if you refuse, you will be absent-minded when you listen, and the key points will be missed, and the wonderful ideas will not be heard. You know, the idea that a threesome must have a teacher is out of date. Now everyone is a teacher, let alone someone hired by his own company. Now that you have sat down, listen to the class with a humble, mindless and empty attitude. Even if you hear a sentence or an idea that is useful and enlightening to you, it is worthwhile. If you think it's not worth listening to, don't go. Otherwise, not listening will affect others' mood.
How to cultivate zero mentality;
For organizers, it is not easy to make students' mentality return to zero, because many salespeople tend to be above themselves, and self-righteous mentality is more common. In organizing training, the author adopts two methods to solve the attention problem:
First of all, according to the training content, design a series of open questions and ask questions on the spot. Because there are many ambiguous answers, some of which are half-baked or even completely unclear, everyone is required to write a paper on these questions after class to attract students' attention.
The second is to transplant a time management games to show that the human brain has room to learn other things.
Put a jar of water on the table first. Then take out some pebbles from under the table that can be put into the jar from the jar mouth. After putting the stone away, I asked our shop assistant, "Do you think this jar is full? 」
"Yes," all the students answered almost in unison.
"Really?" I asked with a smile. Then I took out a bag of stones from under the table, poured them out of the jar mouth, shook them and added some more until they could not be filled, and asked the students, "Do you think this jar is full now?" This time, some said yes, others said, "Maybe it's not full. 」
So I took out a bag of fine sand from under the table and slowly poured it into the jar. After pouring, ask the students: "now tell me, is this jar full?" Haven't you had enough? 」
"Not full", the students learned their lesson and everyone answered confidently.
"That's great! I once again commend these students who are "willing to teach". " After the compliment, I took out a big bottle of water from under the table and poured it into the jar that seemed to be full of pebbles, pebbles and sand. When all these things were done, I asked the students, "What do you get from these things and learn to charge? 」
Answer: When your brain is full of "stones" that you think are useful, fine "fine sand" and "water" that nourishes life can no longer be loaded.
Third, educate students' learning attitude from the perspective of successful learning. Attitude is everything. Only if you are willing to study, can you learn well, and you can reap as much as you put in. The deeper you participate, the deeper you understand. If you stay out of it and look on coldly, you will get nothing.
Second, let sales skills training become an action drill.
Sales skill is a habitual action. Sales skills training should be based on role drills, so that actual drills become the leading role of training, and sales skills training should be designed as habitual action skills training.
There are two main questions about why your sales staff can't use it in actual sales scenarios after training so many sales skills:
First, you pay attention to knowledge training, ignoring that sales is a skill, and skill training is the foundation.
Second, you have not set skills training standards.
Sales skills are not knowledge, and its training is not knowledge training, but skills training. Please make it clear that sales skills are an action, a habit and a natural habitual instinctive reaction. This kind of habitual action can never be obtained by trainers' lectures, case studies and students' reading, and can only be formed through drills and practical applications.
Therefore, the training of sales skills can be repeated, the first time is to impart knowledge, and various drills, trainings and simulations should be dominant in the future. The key here is to ask how to design the content of exercises, so that technical schools can gradually become habitual actions through exercises. And this kind of exercise must be practical and serious. There is a proverb: "If you want to cross the river, please throw your hat over first." Because your hat is already there, you have no choice but to cross the river by all means. It is with "coercion" that people will try their best to exert their potential. So is the so-called "death and afterlife" by military strategists.
We often use two methods:
First, practice one by one in groups, and program the technical problems that need to be solved to set the actual scene. Each team member takes turns to play various roles, simulating the actual sales environment and practicing repeatedly. The objects of visit and sales negotiation are simulated according to various objects of their actual work. For example, we have set up: pharmaceutical factory owners, pharmaceutical factory financial managers, chain pharmacy owners, purchasing and training department managers, store managers, counter leaders, pharmacists, clerks and so on. They face our salesmen separately, raise various sales objections and deliberately embarrass us, so as to exercise our salesmen's skills and adaptability. For example, skills training for provincial managers: dealer visits, we set the following questions and scenarios, conduct simulated role drills, and train salesmen's sales skills.
1, negotiate with dealers to open up new market areas.
2. Ask the secondary dealers who have not signed a contract to make a distribution list.
3. Persuade the dealer to negotiate a tripartite distribution agreement.
4. Persuade the dealer to take out the property and jointly carry out the promotion activities of XX products.
5. Ask dealers to reduce accounts receivable to meet our credit limit requirements.
6. Persuade dealers to cooperate with us to sell new products.
7. Accompany to visit and supervise the work of sales staff and terminal personnel.
8. What does regional management do, and the most important simulation work? You can let the examiner cooperate.
9. On-site implementation of 10 minute training for salesmen or shop assistants.
10, organize regional sales meeting on the spot.
Method 2: It is the way to challenge:
Divide into two groups: design a difficult problem in the actual sales call. One person in each group plays the role of salesperson and customer respectively, and makes a sales visit. After the call, each student in each group takes turns telling the advantages of their team members and pointing out the disadvantages of the other team. The more those people talk, the more they win. Then simulate the role transformation in the same process to see how much improvement there is.