Salesman: With good skills but no performance?

Why do business people learn a lot of sales skills, but one or two dealers seem to carelessly broke the confidence? Training subordinates, mentality is more important than ability.

What is the shortage of salespersons? One of the most recent incidents caused Chen to revisit this issue.

Not long ago, Mr. Chen arranged salesman Xiao Wang to explore the Zhejiang market. Before starting, he helped Xiao Wang analyze the characteristics of the Zhejiang market in detail, from consumer buying habits, consumer psychology, and competition conditions to marketing strategies. He also used his own Marketing experience, negotiating skills, etc., and Xiao Wang made a simulation exercise. Watching Xiao Wang basically mastered the marketing skills, he assured him that he had hit the road.

Two weeks later, Xiao Wang returned to the company. “Management, Zhejiang is one of the richest regions in the country, so the competition is particularly fierce, and almost all of the competitors are heavily involved in Zhejiang. Dealers generally reflect that our promotion costs are too small to simply work. In addition, our company’s The price of the product is high, and the popularity is not loud. When the dealer listens to our offer, it blows me out.”

My own efforts to help analyze the market, and to transfer my sales skills over the years without reservation, should not be the result. What Chen Chenjing did not understand most was that the market of Xiaowang had not been successfully developed. Returning to the company was not a bit embarrassing, but it was also plausible! Where is the crux of the problem?

Many companies spend huge sums of money to train their sales teams to train their sales skills, but when they are trained, they feel excited, think about moving, and don’t move on the market. Why aren’t those seemingly brilliant marketing skills? Many managers only pay attention to the skills management of marketing teams and ignore the management of their mentality.

If the mentality of a salesperson is not right, the skill you teach him is no less than zero. For example, the salesman thought that: In the highly competitive market environment, the payment and delivery policy does not work. So when he talked to the customer about the settlement problem, the customer said: "The competition is so fierce, the money won't work!" At this time, the salesman will have a "resonance" with the customer, and more skills will be thrown into the cloud. For example, the salesman originally thought that the company's product price is too high, at this time the customer a word: "How can such a high price sell!" Salesman will immediately lose the battle.

The key to successful sales is that we have to talk about the customer's heart, but now it has become a customer's heart to the salesman. How can the company's skills training work?

Therefore, the surface phenomenon of weak sales execution is the problem of ability and quality. However, the essence is the problem of the mentality.

Problem diagnosis

First, only see the disadvantages, but do not see the advantages

Performance: Look at your own company, products, policies, etc., just look like the side of the competitors, such as our price is not as good as XX suppliers, our sales policy is not as good as XX live, our ads are not as good as XX, and see competition When they are opponents, they tend to stare at their stronger side. For example, their product quality is better than ours. Their promotion is bigger than ours. If a salesperson is in such a state of mind to do sales, then the ability is even stronger.

Respond: Faced with this mentality of salesmen, we must first tell them that any company can not do the best in all aspects, have a relatively weak side, we can find a brand is the loudest, the highest quality The service is the best, the advertisement is the most, the sales policy is the most relaxed, and the price is the lowest product?

Each product has advantages and disadvantages just like people. We can't find a perfect employee, nor can we find a perfect product.

Second, the mentality with sales changes

Performance: Some salespersons are in an unstable state of mind, when they are happy when they sell well, if sales are bad, their moods plummet, and their mentality becomes very depressed. At this time, they often do nothing, and he blames it on bad luck.

Respond: Mindsets change with sales and are prone to a vicious circle. When sales are bad, there must be a stable state of mind. At this time, if the mentality is depressed, it is not easy to succeed. If things are not going well, then the mentality is even more depressing. Such a vicious cycle is likely to make the salesman obsolete.

As a manager, it is necessary to work hard to improve the "emotional intelligence" of subordinates. The most important thing here is how to treat the setbacks and difficulties. Just like the story of two salespeople going to Africa to sell shoes, the same "because Africans don't wear shoes." One said that there is no market in Africa, and the other thinks that the African market is very big. The other side of the difficulty is often the opportunity to guide the salesperson to look positively on the issue and change the negative attitude.

Third, complain about less review

Phenomenon: Any salesperson who fails to sell must complain about the company, two complaints, three complaints, four complaints, and five resentment. They do not complain about themselves.

For example, the company's strength is not strong, product strength is not enough, policies are too dead, market competition is too fierce, dealers are too difficult, and they do not have a good review of their own problems. If a sales loser only attributes the problem to the outside and does not understand how to review himself, it is naturally impossible to see his problems and he will not progress.

Responding: It is not uncommon for sellers to be blamed. If this mentality is not adjusted in time, it will be difficult for the next sales job to succeed. In the previous sales management, when the author encountered such a situation, he first inspired them to find a reason to do a review of their own, to find out the problem, let them use their brains to find ways to find a solution. Once they have seen their problems clearly and have solved them, the spirit of the people is often agitated and the state is quickly adjusted.

Salespersons are often reluctant to find reasons from themselves. It is very important to guide them to introspection. If managers can lead their teams to reflect on themselves, they will be able to attack them.