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Be The King of the Sales Jungle 如何在销售丛林之中

(2009-11-27 10:29:28)
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分类: 英语教育学习方法

Be The King of the Sales Jungle
如何在销售丛林之中成为王者

原载空中英语教室November 20. 2009
It’s hard to believe, but most companies close
only about 15 percent of their sales deals. This means that salespeople spend
85 percent of their time to no avail. What can they do?
The answer lies in identifying zebras, prospects that are perfect fits
For a salesperson’s deal—not just from a product or service
Basis but also in terms of corporate values

有一个让人很难相信的事实:大多数公司的全部销售案中,只有15%左右能够最后成交。这就是说公司的营销人员所花费的时间中有85%都是徒劳无功的。那么如何才能扭转这种情况呢?答案在于辨识出“斑马”----那些完全适合与销售人员成交的潜在客户----不仅基于产品和服务而且依照企业的价值。


The end of activity—based sales

传统销售活动的终结
The concept of Selling to Zebras is founded on the belief that activity—based sales no longer work. As the authors explain, sales can no longer be a numbers game. “Old—school methods targeting sheer volumes of leads and knocking on very door with equal vigor have been proven ineffective, not to mention too expensive. Effort alone is no longer enough to be competitive.”
《向斑马营销》一书的理念,是基于认为传统的销售方法已经过时。该书的作者解释说,销售不再是某种数字游戏,“老式的销售方法只会锁定一大堆潜在的客户资料然后每户都花相同的力气去挨家挨户敲门推销。这种成本很高的推销方式已被证实是效率低下的销售方法。要想维持企业的竞争力,光使出蛮力是不够的。”
While perfect prospects are zebras, according to the authors, those who chase after deals—from salespeople to CEOs—are lions. Although the focus of the book is salespeople, the advice is equally important to those at the very top of organizations who initiate alliances and other deals.
作者把完美的潜在客户比喻成斑马,而那些追着交易案跑的人----从基层销售到企业执行官----则都被视为狮子。虽说本书的重点是销售人员,但对那些有权对缔结联盟和交易案发号施令的企业高层来讲,书中的建议也一样重要。
In the opinion of the authors, lions can close 90 percent of business deals operating in a zebra way. By using the tools in this book, lions can identify the right prey, catch it and effectively feed the pride. The authors write, “[Lions] won’t swipe at any food source within sight… and then pursue another and another until all their energy is spent and they have to abandon the hunt. Rather, they pursue prey that is worth the energy to pursue.”
根据作者的观点,狮子能够完成90%的交易案----如果把客户比喻为狮子的猎物---斑马.狮子能够辨别出正确的猎物,并捕获他们来喂养狮群。运用书中提供的工具你可能成为销售丛林中的狮子。作者写到:“狮子不会逐一追逐举目可见的每一只猎物,把自己累得半死然后不得不放弃猎物。相反,他们会集中能量去追逐其中被他们选定的目标。”
To make this feasible, the authors proved tools, techniques and spreadsheets ot differentiate zebras from the rest of the animals in the sales jungle. The end goal is to increase average heal size, margins and close rather while reducing sales cycles, discounting and resource usage. This keeps customers happy and enables word-of-mouth references that increase sales customers. Further, the salespeople can spend time with those prospects that matter most: members of the executive level. The authors point to situations in which salespeople were able to gain access to a higher level within a prospect and stay at a higher level throughout the negotiating process.

为了让销售人员能像狮子捕捉猎物一样有效地完成交易,作者提供了各种工具、技巧和推算表,好让销售人员能够在销售丛林中成功区分出斑马和其他动物的不同。从而在增加交易规模、利润和成交率的同时缩短销售周期,减少折扣和资源使用。这种销售方法能让客户开心,使他们愿意口耳相传地为狮子营造出好口碑,进而使可以推销的客户人数增加。此外,销售人员还可以多花时间接洽真正重要的潜在客户:企业高层。作者举了一些例子,销售人员可以在这些情况下接触到客户企业的高层,并将整个磋商过程维持在高层。
Assessing prey

评估猎物
Readers are able to do this because the authors have given them the insights they need to customize their attack on the zebras. With the help of the authors, sales personnel should be able to answer each of these questions correctly: Will this prospect buy anything? Will this prospect buy from me? Will this prospect buy more? Inability to answer “yes” to these questions means the individual may not be a prospect at all—in other words, may not be a zebra.
读者之所以能够照葫芦画瓢,是因为作者在书中传授的高见,可以使读者借以量身定做适合用来攻击斑马的模式。在作者的协助下,销售人员应当能正确回答以下问题:这位潜在客户会不会买任何东西?这位潜在客户会不会向我买东西?这位潜在客户会不会买更多的东西?如果上述回答是否定的,就代表对方可能不是潜在的客户----你要找的斑马。
Among the secrets the authors divulge is to assess past best customers. The questions asked include: how did these companies behave during the sales cycle? Were they open, inviting, honest and forthright, or was it difficult to communicate with them? Were contract negotiations smooth and uneventful, or tense and tiresome? Were you able to position and sell all that you offer?
作者在书中泄露的秘密之一是:可以问自己以下几个问题评估一下公司过去接触过的客户,这些公司在销售过程中是如何回应的?他们是不是很开放、表示欢迎,态度诚恳又直率。还是根本就很难沟通?合约磋商的过程是顺利还是紧张的轮番轰炸?你能否把要推销的产品正确定位并顺利推销出去?
Readers are then asked to consider the size of the companies in their set and determine the existence, if any, of a pattern and, most important, analyze prospects’ philosophies and ideas. The aughors suggest that prospects be uated with a product—adoption life cycle spreadsheet that depicts five classifications of buying habits: innovators, early adopters, early majority, last majority and laggards. Which category best describes customers who buy from you?
接着,作者又要求读者进一步考量客户的公司规模,并研究有没有某种特定的规律可循。更重要的是,对潜在客户的经营哲学和理念加以分析。作者建议不妨使用产品被顾客接纳的生命周期的试算表,来评估潜在的客户,表中列出了5种不同的购买习惯类别是:创新者;早期采用者;早期大多数;末期大多数;落后者。哪种类别的顾客最适合购买你们公司的产品?
A best Books Award winner, Selling to Zebras may be one of the nost valuable books read by sales personnel—from salespeople to sales directors to sales vice presidents. The book also has strong potential to find an audience with executives who are frequently involved in negotiation. On ehe plains of the sales landscape, Selling to Zebras aims to turn ordinary salespeople into apex predators. The authors are confident that their methods will lead to a sales quarter that wouold be the pride of any company.
《向斑马营销》这本获得了最佳图书奖的畅销书,可望是销售相关人士最宝贵的教材----包括第一线的销售员、销售主任、乃至于销售副总裁都能受惠。本书也可能会吸引那些经常会参与磋商过程的企业高层来研读。《向斑马营销》企图把在销售丛林中的普通销售人员转化为顶尖的猎食者。作者深信他们所提出的销售方法能打造出所有企业都会引以为自豪的销售旺季。

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