Yes, that is, salespeople should have certain planning ability. At present, the overseas sales staff of most manufacturers carry out sales work in designated regional markets. Manufacturers set sales tasks for salesmen, and provide certain guaranteed wages, travel expenses, promotional materials and other resources. Other basic work, including market research, market planning, customer development, customer management, complaint handling, etc., must be completed by the salesman himself. In order to do all this well and ensure the sustained and healthy development of regional market sales, salespeople must first have an overall market plan for the regional market they are responsible for, including phased sales targets, how to lay out the sales network, what kind of dealers to choose, what kind of products and price combinations to cut in, and what kind of promotion methods to adopt. Secondly, in the process of developing and managing dealers, salesmen often encounter many problems, including dealers complaining about the high price of products, requiring regional general agents, requiring manufacturers to make bottom-up funds, controlling manufacturers' development, quality accidents and so on. Salespeople must use some strategies to deal with these problems, and these strategies need careful planning by salespeople; Thirdly, the salesman should also act as the consultant and helper of the dealer, including discovering the opportunities and problems in the development of the dealer, providing guidance for the development of the dealer, helping the dealer plan promotional activities and public relations activities, and so on. Only when the regional salesperson is a planning expert can the sales performance of the market he is responsible for grow faster and more steadily. Only by helping the competent dealers to make suggestions can regional salesmen win the trust and recognition of dealers, give full play to their distribution functions and ensure the health and stability of the sales network.
Listening, that is, salespeople should have the ability to listen. In the process of developing dealers, many salesmen will talk about how good their products are, how complete their products are, how excellent their companies are, and how rich benefits dealers can bring by selling such products as agents, whether they want to listen or not. Don't bother to pay attention, most salesmen who sell their products in this way are in vain. In fact, listening is more important than speaking in sales, whether it is developing dealers or handling customer complaints. Why do you say that? First, listening can let you know each other's personality, hobbies and interests; Second, listening lets you know what the other person is thinking and what the other person's real intention is; Third, listening makes the other person feel that you respect him and attach great importance to his ideas, so that he can let go of any burdens and concerns; Fourth, when the other party has a lot of complaints about the manufacturer, listening can let the other party vent and eliminate the other party's anger; Fifth, listening can give you enough time to think about how to respond to each other strategically. How do salespeople listen? First, eliminate interference, concentrate, actively participate and listen to customers' statements with an open attitude; The second is to listen to all the contents clearly, sort out the key points, and listen to each other's emotional color; Thirdly, retell the information you hear, record the key words quickly, and improve the memory effect of listening; The fourth is to respond with appropriate body language, ask appropriate questions, keep silent in time, and let the dialogue continue.
Writing, that is, salespeople should have the ability to write general documents. Many marketing executives may have this experience: many salesmen often call you to report that this competitor is promoting sales and that competitor is reducing prices, asking the company to give him policy support. At this time, you ask him to write a written report, either the salesman can't send the report back on time, or the report written back is unclear and unclear. Why is this happening? Because many salesmen can't write reports at all, or write reports poorly. In fact, the more standardized the company is, the more problematic the regional market is, and the more it needs written instructions from the sales staff. How to improve the writing ability of salespeople? First, as a sales supervisor, when reporting work and requesting policy support, sales personnel are required to report in writing as much as possible; Second, for salesmen, hire professionals to carry out official document writing training, or buy books in this field to organize salesmen to learn; The third is to ask and encourage salesmen to write more articles on sales experience, publish them in internal publications and some professional magazines, and give appropriate rewards to successful articles.
That is to say, salespeople should have certain persuasion ability. As the permanent representative of the manufacturer, the salesperson conveys the basic situation, product characteristics and sales policies of the manufacturer to the dealer through the salesperson. In the process of communicating the manufacturer's policy between the salesman and the dealer, some dealers quickly made clear the intention of the manufacturer and expressed their understanding and full support. Some dealers don't understand or understand the intention of the manufacturer, but they don't understand. Some dealers are disgusted with the manufacturers and even cut off the cooperative relationship with them. Why did these things happen? The reason is that different salespeople have different sales persuasion abilities. How do salesmen improve their persuasion ability? First, the salesman should make full preparations before formally persuading the dealer. First, he needs to know the dealer's needs through people associated with the dealer or ask the dealer more questions, that is, what he is thinking, what he wants and what he is worried about, so as to make up for it. Secondly, according to the needs of dealers, draw up a persuasion plan, how to persuade dealers, and from which key points to touch him, write down the key points and keep them in mind; Second, the speech should be vivid, concrete and operable. In the process of sales persuasion, it is necessary to specifically talk about when, where, who, what method to use and what effect can be achieved after implementation; Third, from the dealer's point of view, help him analyze his own situation, and then the manufacturer's policy can help him improve his own situation, explain to him the specific operation method of the manufacturer's policy, and describe the benefits and value that the dealer can bring after implementing the manufacturer's policy.
Teaching, that is, sales staff should have certain coaching ability. The fundamental reason why an excellent salesman can maintain high-performance sales performance is that he can effectively integrate resources and improve his business level and ability by training and guiding dealers, dealers' salesmen and dealers' end customers in the regional markets under his jurisdiction, so that they can be as excellent as themselves. What are salesmen, coaches, salesmen and terminal outlets of dealers? First, product knowledge, teaching them the process flow, main formula, main selling points, the difference between manufacturer's products and competing products, the characteristics and functions of manufacturer's products, and the use methods of manufacturer's products. The second is management methods, which teach them how to make market planning, how to develop offline customers, how to manage offline customers, how to establish good customer relations with offline customers, and how to deal with offline customers' objections and complaints. The third is to guide the operation, and constantly discover the problems existing in the actual operation process of dealers and dealers, including inadequate distribution, slow development of regional markets, and low efficiency of effective sales time. And put forward improvement suggestions and opinions to dealers to improve sales execution and implementation effect.
Yes, that is, a salesman should have strong execution ability. Many sales executives may have this experience: at the beginning of the month, subordinate salesmen clap their breasts to assure you what kind of sales targets will be achieved this month, and there are also a series of strategies and measures to achieve sales targets, but by the end of the month, the sales plan is always gone. Why do salespeople have this prejudice? The salesman's execution is not high. Many salesmen are generally idle at the beginning and middle of the month, and at the end of the month, they are like ants on hot bricks, constantly urging dealers to report payment plans. However, the current market is not entirely determined by dealers. The distribution ability of a dealer depends on how many terminal outlets he has and how many of these terminal outlets are effectively controllable. And all this requires salespeople to sink their hearts and do it in a down-to-earth manner day after day and year after year. Therefore, salesmen must have strong execution ability. How do salespeople improve their execution? First, the salesman should have clear goals, including annual sales target, monthly sales target and daily sales target; Second, sales staff should get into the habit of planning, especially the daily work plan, and decide the sales plan for the next day that evening, and plan when and how long to visit and what to achieve with customers. Third, the sales staff should get into the habit of reviewing, go back to their residence every day, make a simple summary and review of today's sales plan, sales success or failure, existing problems and matters that need the support of manufacturers, and write them in the sales diary; Fourth, sales staff should strengthen business training and study to improve their sales skills, including customer negotiation skills, communication skills, time management skills and so on.