If you want to find customers, you must have certain professional knowledge, so that customers can trust you and the products you sell, and then achieve the purpose of clinching a deal.
What a novice salesman needs is the spirit of learning. For outstanding colleagues around us, we should learn their ways of finding customers and then implement them in combination with our own abilities. If you just look up information on the internet, this method will not work. You can consult the relevant companies that need to use your products by telephone to see if they have any demand, or you can publish the supply information online and leave accurate contact information so that interested customers can find you at any time! There are many ways, I suggest you go to Ali College to study!
In the process of winning the market, the importance of salesman is self-evident; How to make salespeople grow up as soon as possible and truly become the qualified marketing backbone urgently needed by enterprises is a difficult problem for every leader and marketing manager. Like most people, I started as a salesman at the bottom and worked all the time. So I have a deep understanding of the growth of salesmen. Not long ago, Lei Yu wrote an article "The Power of Details", which deeply touched me. In the final analysis, the growth of sales staff depends on details and nuances.
This paper summarizes eight details of the growth of salespeople, hoping to benefit those growing salespeople.
Change one's mind
Many salesmen have just graduated from school or switched to production, technology and management. They have no experience in marketing, let alone understanding it. At this time, the direct leadership of the sales staff (hereinafter referred to as "regional manager") is mainly to change their thinking and truly meet the market demand. This is a detail problem that salesmen must pay attention to when they grow up; If the salesman's thinking has not changed, then all the work behind us will not be carried out, and the salesman will not talk about growth.
The change of sales staff's thinking (or acceptance of new ideas) mainly includes the following points:
First, the result is more important than the process. Salespeople are engaged in sales work, and sales are pragmatic rather than retreat. Without actual performance, the salesman's salary will not come, and the enterprise will not survive. Many novices are marketing novices and always like to say, "The process is wonderful, and the result doesn't matter"; But starting from the training of salesmen and the market environment, we must emphasize that the result determines everything! Salespeople must quickly accept and implement this "view".
Second, forget the past and start from scratch. Some salesmen are always very modest when they are engaged in sales, saying that they started from scratch; However, more often than not, they can't forget their higher education, their intelligence, and their brilliant achievements in the past. They don't really accept the reality from the heart, but indulge in past success. If salespeople want to grow up, they must completely abandon this concept.
Third, most salesmen are young people, passionate and enterprising; But these cannot replace the necessary experience and experience, so salesmen should be modest and learn. At the same time, don't ask yourself to be a novice when dealing with work.
The change of salesman's thinking requires not only their own active adjustment, but also more guidance from regional managers, so that they can truly understand the market and can't be careless.
Experience is the best teacher.
There is a warning sign beside the lawn in Tsinghua University, which says "Actions speak louder than words". This sentence is very applicable in the field of marketing. The work that the salesman is engaged in is the most basic operation and execution. What they need now is results, not practice. From this point of view, regional managers should let these salesmen contact the market as soon as possible, go directly to the market to hone and explore, and cultivate excellent salesmen who really meet the needs of enterprise development.
Speaking of practice, every regional manager and salesman understands; However, how to practice is very knowledgeable for regional managers and salespeople.
First of all, the regional manager should let the salesman make full preparations before practice. This includes the change of thinking, familiarity with products, marketing words, operation skills, enterprise marketing operation process, and so on.
Secondly, the regional manager should arrange for the old salespeople to bring the new salespeople. Although the new salesmen have gone through a series of trainings, they will have a more direct understanding of the whole market and learn to negotiate with different customers, which is undoubtedly very beneficial to the growth of salesmen.
Third, regional managers should not put all the responsibilities on salesmen at once, especially when salesmen are new to the market. At this time, the regional manager should slow down and gradually increase his responsibilities according to the actual performance of the salesman; For various reasons, some regional managers even hand over problems with a lot of sequelae to novices, which is undoubtedly unfavorable to the growth of sales staff.
Strengthen the prevention of financial risks
The biggest risk of a marketer is not to "sell products", but to guard against financial risks. Think about it. If a person earns a profit of 50,000 yuan through hard work, resulting in a financial hole of 65,438+10,000 or even millions, then this person is definitely finished, and his life is finished. This situation is not uncommon. After all, there is a great chance of financial mistakes. In the process of growing up, salespeople should not take financial risks lightly.
Salespeople, especially novices, are eager for the guidance of regional managers and old salespeople in preventing financial risks; What I know is that many regional managers and old salesmen always let new salesmen bear a lot of financial risks in order to shirk their responsibilities. On the surface, they attach importance to salespeople. Actually, what? God knows!
If a salesperson wants to grow healthily and rapidly, he must gain a firm foothold in finance.
First of all, all contracts and documents must be legal, complete and well-preserved. Any salesman who can't make the main cooperation agreement must be signed by the regional manager, or even ignored by the salesman; If the salesman is involved in everything, then all the terms of cooperation must be clear and definite, and the other party should seal it and confirm it, and keep the original. It's not under their jurisdiction to "seek their own government in their place", and salesmen should stay out of it.
Secondly, strictly control the delivery quantity at the bottom of the store. In order to cover the whole market faster and seize the market opportunities, some enterprises will promise to give different distributors different supply quotas (that is, deliver the goods to the distributors first, and then recover the payment after the distributors sell them), which of course has considerable business risks. Salespeople must strictly control financial risks.
Thirdly, the personal input-output ratio is calculated in detail. Nowadays, the market competition is more and more fierce, and the living conditions of enterprises are more and more difficult. At this time, the salesperson must calculate his input-output ratio at any time. For example, salesmen charge their superiors for market support, advertise, promote sales, repair booths, and so on. Then, the salesman should also consider when spending: how much income will he get from this investment in the future? If a salesman wants to grow up, he must stick to it: the superior will never give you money for nothing, and he will be rewarded. Once you don't make a return, I'm sorry, my superior will deduct it from your salary in the future!
Properly handle the remaining problems
Every salesperson who takes over a new task will always encounter various problems left over. In general, the remaining problems mainly include:
The rebate promised by the predecessor to the dealer;
The unsalable goods accumulated in the dealer's warehouse in the early days are now cheap;
For various reasons, dealers still owe a lot of money to enterprises;
Various commercial return products cannot be solved;
Maintenance expense cannot be settled;
All kinds of advertising expenses cannot be reimbursed;
The cost of repairing the booth and the door head has not been paid to the advertising company;
The problem of product admission fee;
……
Salespeople will inevitably face similar problems when they grow up. How to deal with these problems properly actually reflects whether the sales staff really grow up.
Of course, salespeople must not "inherit" all these problems. He must consider it clearly: the salesman can promise to handle it properly within his own authority, but he must make the dealer feel that he is helping him. In other words, the banker "owes" his kindness and will "repay" it in the future; If it goes beyond the scope of his authority or unreasonable demands, the salesman must resolutely refuse and never let go, otherwise the trouble is his own making.
Coordinate the relationship between profit and customer sentiment.
Most salespeople directly deal with dealers at all levels, and dealers are the "parents" of salespeople. There are two main ways for salesmen and dealers to have a good relationship: one is to promise higher returns to dealers, because dealers are "mercenary". The second is to do a good job in the customer relationship between manufacturers, that is, to maintain the relationship between the two sides through feelings.
Different salesmen have different operation methods to maintain the relationship between the two parties. Generally speaking, it is best to use the above two methods at the same time. According to different dealers, sales staff can choose one of two ways as the focus.
What needs to be reminded here is that when coordinating the relationship between the two, the salesman must grasp the following two points:
We can't unilaterally think that dealers are greedy for profits. Dealers are battle-hardened and know the relationship between profit and risk. With the intensification of competition, there is little difference in marketing policies and rebate between competing brands, so "profit" cannot be sanctified.
At the same time, the salesman can't do well because of customer relationship. He can call the dealer every day, even if he doesn't go to the market for months. Make a phone call every day, even go to the dealer, that is, let the dealer invite him to dinner, karaoke and the like is enough. Don't forget, the essence of a banker is to pursue profits. If he pays so much, but doesn't get a corresponding or higher return, then your beautiful customer relationship will become a "bubble bath" sooner or later.
If the salesman can "empathize" from the perspective of the dealer, then we can say that the salesman has really grown up!
Correctly treat the relationship between honest marketing and marketing skills
After the statement that "terminal is king" was put forward, it had a great influence in the field of marketing, and even became the main voice of marketing in recent years. At first glance, this is true, because terminal marketing will have actual sales, and manufacturers can really make profits. As soon as the "decisive terminal" theory was put forward, the marketing skills that followed were also favored by more people. For a time, it seemed that even the worst products could sell well as long as you mastered the marketing skills. "Selling combs to monks" is a typical example.
On the other hand, after the monk bought a comb, would he feel satisfied when he went back to think about it? The answer is self-evident. Monks will never buy combs again, and they have a great dislike for those who sell them to him. This is human nature.
Corporate marketing is definitely not simply selling existing products to customers. Enterprises need long-term survival and development. What does that depend on? This depends on consumers' continuous purchase of enterprise products. As the frontline staff of an enterprise, salespeople certainly need a large number of loyal, reliable and sustainable consumer groups. From this point of view, enterprise marketing needs both realistic sales and long-term sales, so it is not surprising to put forward honest marketing.
Man is a kind of advanced animal, always combining immediate interests with long-term interests; From the salesman's point of view, this actually requires the salesman to correctly treat the relationship between honest marketing and marketing skills. Salespeople who only pay attention to marketing skills will never grow up. Salespeople who blindly believe in honest marketing can't support themselves. Really excellent salespeople always balance and coordinate the relationship between them, which is also an important symbol of whether salespeople really grow up.