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1、1,Sun Tzu and the Art of Sales Leadership孙子兵法 之 如何领导销售团队，创造非凡业绩,2,Top Sales People Dont Necessary Become Good Sales Managers.Why?卓越销售员不一定就是优秀的销售经理。为什么？,3,Elements of Effective Sales Leadership销售领导力的主要因素,Duties and Responsibilities of a Sales Manager销售经理的职责Formulating Sales Strategies拟定销售战略Leadership
2、 Styles领导风格Motivation团队激励Coaching for Peak Performance获得高绩效的教练技巧,4,Duties and Responsibilities of a Sales Manager销售经理的职责,Elements of Effective Sales Leadership销售领导力的主要因素,5,Exactly What Does a Sales Manager Need to Do?,销售经理究竟需要做些什么？,6,Duties and Responsibilities of a Sales Manager 销售经理的义务和责任,Directs
3、and controls others in a business unit在商务单位指导并支配他人Practical intelligence学以致用的能力Analytic ability分析能力Training/coaching in a structured setting有系统地给下属培训或辅导Makes joint calls一起去拜访客户Makes formal presentations做正式的陈述Takes initiative in a business unit主动性强Profit consciousness in a management role从管理角度具有盈利意识F
4、ocused on quantitative results关注于可量化的成效,7,How would you rate yourself as a Sales Leader?如何评估你的销售领导能力？,Rank the above factors from most to least important to your job按照你的工作性质，给以上论点按照重要性顺序排列From a scale of 0-10,how do you rate yourself?如果以1-10分的标准，1分为最差，10分为最好，您会为自己打几分？What are some of the challenges
5、to be a better leader?成为一名优秀领导者的挑战有哪些？How can you overcome these challenges?你应该如何应对这些挑战？,8,Elements of Effective Sales Leadership销售领导力的主要因素,Duties and Responsibilities of a Sales Manager销售经理的职责Formulating Sales Strategies拟定销售战略,9,Management by Objectives目标性管理,What is Strategy?什么是战略？,10,The 3 Compone
6、nts of Winning Strategies成功战略的3大组件,The Goal/Objective目标The Resources Needed所需资源The Responses from Customers and Competitors客户及竞争对手的反应,11,胜兵先胜而后求战，败兵先战而后求胜,The victorious army plans for victory before fighting,the vanquished army fights before planning for victory,12,业绩 企业之命脉，死生之地，存亡之道，不可不察也。,Sales.t
7、he lifeblood of a company,a matter of life and death,survival or extinction.Indeed,something that needs to be studied,applied and re-modified consistently.,13,Formulating Your Strategy拟定战略,道：企业之愿景也The Way/Vision天：时事大环境也 The Climate地：市场、区域、客户群体、实地情况也 The Ground将：销售领导能力也 The Leadership and People法：方法、
8、技能也 The Methods and Processes,14,道：The Common Vision,Why do we need to realise this vision?我们为什么需要实现这个愿景How do we get buy-in for this vision?我们如何产生共鸣并获得认同？Whats in it for us?“对我们有什么益处？”,15,16,天：The Climate(Gathering Inputs),Extenal factors beyond our control在我们控制范围以外的大环境Political.Economical.Social.T
9、echnological.factors政治、经济、社会、科技 因素Look for patterns and anomalies 寻找规律及 反常现象,17,地：The Ground(Gathering Inputs),Extenal factors within our span of influence在我们影响范围以内的实地情况Our S.W.O.T.我方的优势、弱项、契机、威胁Our adversarys S.W.O.T.对方的优势、弱项、契机、威胁Look for patterns and anomalies 寻找规律及 反常现象,18,知己知彼，百战不殆,Know Thyself
10、 and Thy Adversary,A Hundred Battles Fought and Not Imperil Any,19,将：The Leadership(Decide),Are the leaders empowered to make the decisions?领导可有决策权？Do they have access to the right information?他们可有获得正确的信息？Can they make the right deductions?他们能否做出正确的判断？,20,不知三军之事而同三军之政，则军士惑矣,If a commander does not u
11、nderstand the key issues of the battle AND his own army BUT gives commands,his soldiers will be confused,21,不知三军之权而同三军之任，则军士疑矣,If a commander is given the responsibility but NOT the authority,his soldiers will doubt his commands,22,将能而君不御者胜,The ruler who does not interfere with capable generals shal
12、l win the war,23,法：The Methods and Processes(Implement),How shall we roll out our plans?我们该如何实施？Are there feedback mechanisms in place?实施过程可有反馈机制？Can we make adjustments as the situation demands it?我们该如何按照时势作出调整？,24,改变中的环境The Changing Environment,客户现在跟五年前相比有什么区别？What are the differences in customers
13、 now compared to 5 years ago?客户五年后跟现在对比又将有什么区别？What will be some of the differences in customers 5 years from now?,25,凡战者，以正合，以奇胜,In war,use conventional methods to get your army organised,but use unconventional methods to achieve victory,26,What Do Customers Expect from Sales People?客户对销售员有什么期望？,Be
14、 personally accountable for customers results为客户的绩效承担个人责任Understand customers business了解客户的商务模式Proactively provide advice for customers主动为客户提出建议Suggest the right solutions that solve customers problems提出能解决客户困惑的有效方案Be easily accessible客户能随时联系上Be creative in responding to customers needs能为客户的需求提出有创意的
15、解决方法,Source:HR Chally,27,Blue Ocean vs.Red Ocean Strategy 蓝海 vs.红海战略,Traditional Circus vs.Cirque du Soleil一般马戏团 vs.太阳马戏团Traditional Bakery vs.Bread Talk一般面包店 vs.面包新语Traditional Computers vs.Dell一般电脑企业 vs.戴尔电脑Ordinary vs.iPods一般MP3机 vs.iPodNormal Motels/Hostels vs.Home Inns/Motel 168 一般招待所 vs.如家/莫泰,
16、28,Elements of Effective Sales Leadership销售领导力的主要因素,Duties and Responsibilities of a Sales Manager销售经理的职责Formulating Sales Strategies拟定销售战略Leadership Styles领导风格,29,Who Are Some of The Leaders in You Admire谁是你你最仰慕的领导们,What makes admire them?你为什么会仰慕他们？,30,How do you measure Leadership Effectiveness?,您
17、将如何衡量领导力的绩效？,31,Sun Tzus 5 Criteria for Leadership孙子兵法将者5律,智Intelligence and Wisdom信Trust and Respect仁Compassion勇Courage严Discipline and Control,32,智Intelligence and Wisdom,Analytical Intelligence分析能力Understands trends and numbers了解趋势与数字Good at problem solving善于解决问题Draws accurate conclusions达到准确的判断Pr
18、actical Intelligence学以致用的能力Understands wide-ranging knowledge学识渊博Knows where to look for the right information知道如何找寻信息Identifies the right context for the right application知道在什么场合运用什么方式来解决问题Creative Intelligence创造力Sees new perspectives that others dont看到他人所看不到的观点Thinks laterally侧向思维Generates innovat
19、ive solutions营造创新方案,33,信Trust and Respect,Trust in the leaders decisions信任领导的决策Trust in the leaders intentions信任领导的意图Authority is given,but respect is earned权利是加于的，但尊重是赢取的Lead by example以身作则,34,仁Compassion,Understands the needs and aspirations of your team members了解各个队员的需求及奋斗目标Makes each sales perso
20、n the best sales person she canever be让每一个销售队员成为最优秀的销售员,35,勇Courage,Making decisions that team members dislike作出让团队不高兴的决策Making decisions that management dislikes作出让管理层不认同的决策Taking action付出行动,36,严Discipline and Control,To discipline others,discipline yourself first严己宽人Control is ALSO about catching
21、other doing the RIGHT things监控也包括“抓”到对方做对事,37,How Good Leaders can Add Value优秀领导者是如何增加价值的,Getting team members to go the extra mile willingly让队员自愿地作额外的付出（行千里而不劳者，行于无人之地也）Inspire team members to generate more creative solutions启发队员，使他们能够更富有创意地解决问题Motivating team members to take initiative with the ap
22、propriate actions激励队员，使他们能够自主地采取合适的措施与行动,38,Elements of Effective Sales Leadership销售领导力的主要因素,Duties and Responsibilities of a Sales Manager销售经理的职责Formulating Sales Strategies拟定销售战略Leadership Styles领导风格Motivation团队激励,39,Are Sales People Motivated by Money Only?销售人员是否只会被金钱所激励？,If Not,What Else?如果不是，那还
23、有什么能激励销售人员的呢？,40,What Might Motivate Sales People?什么能够激励业务员？,Money金钱Achievement成就Recognition认可Relationship关系Prestige声望Good environment to grow良好成长环境Autonomy自主自由Purpose有所目的Others其他,41,Brainstorming your motivation plan如何激励你的团队的脑力风暴,Increase incentives and commissions增加奖金与佣金Introduce a competition引进销售
24、竞赛Give recognition for the right behaviour针对正确的行为给于赞赏Give them a bright,positive future vision if they succeed给他们画一幅非常辉煌的愿景,42,What REALLY Motivates People什么真正能够激励他人,Consequence后果,43,Types of Consequences不同的后果,Positive 正面Immediate 立刻Certain 明确Negative 负面Immediate 立刻Certain 明确Positive 正面Immediate 立刻U
25、ncertain 不明确Positive 正面Future 未来Certain 明确Negative 负面Future 未来Certain 明确Negative 负面Immediate 立刻Uncertain 不明确Positive 正面Future 未来Uncertain 不明确Negative 负面Future 未来Uncertain 不明确,Source:Daniels&Daniels 2007,44,卒未亲附而罚之则不服；不服则难用；卒已亲附而罚不行，则不可用,All punishment and no camaderie will create dissent;All camader
26、ie and no punishment will have poor discipline,45,Re-Configuring Your Sales Incentives重新设计你的销售奖金制度,Reward more for improvements insales performance,and less for mere re-ordering增加对销售绩效有所提高的奖金，而减少一般重复购买的奖金Implement group bonuses if team work is needed如需鼓励团队合作，实施团队奖金Give recognition for improvement in
27、 sales processes针对销售流程及技巧的改进给于认可与赞赏,46,Why Give Recognition?为何要给于赞赏？,47,Recognition of Daily Achievements日常赞赏,Frequent要经常Find out the small contributions of staff in their daily work在日常小事里面找到员工的小小贡献Specific要具体Thank you for putting the effort in the training materials.You were able to get the innovat
28、ors to agree to one another an get the content out on time.Great job!“谢谢你在新培训教材中所付出的努力。你能把创新者们聚到一块，在内容上达到一致，而且这么短的期限你也能达到。干得好！”Timely要及时,48,Recognition of Outstanding Achievements卓越赞赏,Value价值Great results重大成绩Innovative创意Improvement in sales performance提升销售额Impact影响力Initial problems 当时存在的问题或机遇Actions
29、 taken所采取的行动Results行动的结果Value to the company 给公司带来怎样的价值Personalised个性化,49,故合之以文，齐之以武，是谓必取,To win,use reason to unite your people,and use discipline to implement your strategies,50,Definition of Culture文化的定义,Things people do unconsciously人们无意中做的事情,51,Corporate Values vs.Culture公司的价值观Vs文化,What are som
30、e of your corporate values?你所在公司的价值观有哪些？Does your staff unconsciously display such values?你的员工是否在无意中体现了该价值观Why is that so?为什么会这样？,52,Corporate Values vs.Culture企业价值观 vs 企业文化,Culture derives from many people having the same habit 文化的根源在于有很多人有着相同的习惯What habits do you want your team to develop?你希望你的队员培
31、养哪方面的习惯？How do you do so?你该怎么执行？,53,创建你的领导文化Creating Your Leadership Culture,行为Behaviour,反应Response,期望Expectation,效果Effect,54,创建你的领导文化Creating Your Leadership Culture,行为Behaviour,反应Response,期望Expectation,效果Effect,文化Culture“这里做事的方式”“the way things are done around here”,55,Positive Feedback正面反馈,Contex
32、t情景Action行为Result结果,56,Corrective Feedback纠正反馈,Context情景Actual action实际行为Result结果Expected action预期行为Result(enhanced)结果（优化）,57,Why Not Build a High-Performing Sales Team Instead?为什么不组建一个优秀的销售团队取而代之？,Compare the best performing sales person(s)with the rest(the middle and worst performing)in your compa
33、ny在公司内部将业绩最好的销售人员（们）与其他销售人员（业绩平平或最差的销售人员）进行比较 Find out what are the qualities or behaviours that are ONLY present in the best people,which the rest are not doing找出前者身上独有的（或后者身上缺乏的）素质或工作方法,58,Why Not Build a High-Performing Sales Team Instead?为什么不组建一个优秀的销售团队取而代之？,Structure the interview processes whe
34、re you look for past performance whereby the candidate has demonstrated such ideal qualities or behaviours回顾在过去的招聘过程中能够显示应聘者此类优秀素质或工作方法的环节，并对其进行强化 If the qualities or behaviours can be learnt,structure your sales training such that everyone on your team can learn and internalise them如果这些优秀素质或工作方法可以通
35、过学习来获得，那么强化销售培训，使得团队每个成员都掌握它们,59,Motivating Staff激励员工,Happy Staff vs.Hungry Staff快乐的员工和饥饿的员工Who will be more motivated?谁更有工作动力？The question is how we keep staff hungry问题是我们如何让员工保持饥饿At the same time,we need to feed them as well同时，我们要喂养他们What do we feed or staff with?我们该如何喂养他们呢？,60,Elements of Effecti
36、ve Sales Leadership销售领导力的主要因素,Duties and Responsibilities of a Sales Manager销售经理的职责Formulating Sales Strategies拟定销售战略Leadership Styles领导风格Motivation团队激励Coaching for Peak Performance获得高绩效的教练技巧,61,Who is the Best Sales Person?哪位是最优秀的业务员？,62,Who is the Best Sales Person?哪位是最优秀的业务员？,63,Who is the Best S
37、ales Person?哪位是最优秀的业务员？,64,Who is the Best Sales Person?哪位是最优秀的业务员？,65,What will be Your Advice to Salesman A,B and C?你会给业务员A、B及C什么建议呢？,66,Challenges in Sales Management销售管理遇到的挑战,Less than 15%of superstar salespeople succeed in management 少于15%的顶尖销售人员能够成为称职的经理Most people leave their jobs because the
38、y could not get along with their supervisors大部分离职的员工都是因为无法与上级融洽相处而这么做的Only 19%of effective new business developers are effective at maintaining long-term customers只有19%的新客户开拓人员能够与客户保持长远良好关系Less than 15%of key account managers are comfortable developing new businesses只有15%的客户经理对发展新客户感到适意,67,Challenge
39、s in Sales Management销售管理遇到的挑战,Nearly 65%of salespeople who fail could have succeeded in the right type of sales position for their skills将近65%的表现欠佳的业务员能在更合适的销售岗位上创造更优越的业绩Nearly 70%of strong customer support and service staff are able to maintain customer relationships将近70%的客服人员能够与客户保持良好长久关系60%of sa
40、les position failures are related to individuals with the wrong skills for the position60%的销售人员无法胜任其职是因为个人技能与岗位不匹配,68,Case Study 2案例2,Sam is a new sales person and showed a lot of promise during his initial training with the company.When he went on his work,he also put in lots of effort.Still,after
41、3 months,there wasnt any results generated.What would you do?Sam是一位新业务员，并在入职培训的时候表现优异。他正式工作时也非常投入。但在三个月以后，他仍然没有任何业绩。你会怎么做？,69,“Doing the same thing over and over again and expecting different results.”“重复做同样的事情却期望不同的结果”,Definition of Insanity愚痴的定义,70,Case Study 3案例3,Susan was one of your better sale
42、s persons.Unfortunately,she hasnt been producing much results lately.When asked about her performance,she replied that the customers just need a little longer time to make the decision this year.What would you do?Susan是你团队里较为优秀的业务员。不幸的是，她最近业绩欠佳。当你问她情况时，她说客户今年会比以往需要更长一点的时间作决定。你会怎么做？,71,Active Listeni
43、ng 聆听,Always allow the other person to finish talking before passing any judgments待别人叙述完再阐明自己的观点Ask clarifying questions让别人阐明问题Listen with your ears,eyes and emotions使用你的耳、眼及感觉来聆听,72,Case Study 4案例4,Simon has been in touch with a prospect for quite some time.He has seen their decision makers,their t
44、echnical buyers and even end-users.While responses are positive,there was no further progress.What questions would you ask?Simon跟进了一家客户已经有段时间。他一见过对方的决策者、技术人员甚至使用者。尽管反馈良好，但始终裹足不前。你会向他提问什么问题？,73,Bad Sales Habits不良的销售习惯,Complaining too much and doing too little 满腹牢骚却无所行动Talking too much and asking too
45、little说得太多，问得太少No effort to understand customers hidden needs 不试图了解客户的潜在需求Spending too much time on unimportant things 为芝麻小事耗太多时间 Arguing with customers and badmouthing competitors与客户争论，并说竞争对手的坏话Unwilling to share information and cross-sell不愿共享信息及交叉销售Investing the entire relationship with the custom
46、ers organisation with just only 1 contact person与客户的关系仅建立在一个联系人的基础上Others?其他？,74,Providing Constructive Criticism给于建设性的批评,Confirm Abilities and Give Recognition 肯定销售员的能力，并给与赞扬Ask 问一问:From a scale of 1-10,1 being the lowest and 10 being the highest,how would you rate yourself?如果以1-10分的标准，1分为最差，10分为最好
47、，您会为自己打几分？What do you need to do bring you to a 10？你认为应该做些什么才能够达到10分？Give Additional Pointers on Areas to Improve 提一些可以改进的意见Provide Brightness of the Future 让对方认同做出改变以后的憧憬,75,Criteria Sales Staff Appraisal销售员评估标准,Sales Results销售业绩Gross Profit 毛利New Businesses Brought In挖掘新客户Retention and Growth of E
48、xisting Customers现有顾客的维护与增长Ability to Work As a Team团队合作能力Being Able to Understand Customers Business Issues能够了解客户的商务需求Making Significant Improvements and Progress in Sales Results/Sales Activities推动销售增长、改进销售业绩Basis of Sales Staff Appraisal:Achieve sustainable growth in sales results销售员评估的基础:销售业绩的持续
49、增长,76,Action Planning行动计划,77,What Next?下一步该怎么做？,What should I do more of?我们哪方面应该多做一些？What should I do less of?我们哪方面应该少做一些？What should I start doing?我们该开始做什么？What should I stop doing?我们该停止什么？What shall be my action steps now?我的行动计划将是什么？,78,Q&A,Contact infodirections-for more details,OR log on to:to get monthly updates ORhttp:/for the Chinese updates,
