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1、Sales core competency and Channel management销售核心技能与渠道管理,Learning Organization 学习型组织,If you sow an idea,you reap an actionIf you sow an action,you reap a habitIf you sow a habit,you reap a characterIf you sow a character,you reap destiny思想-行动-习惯-性格-命运,Training&Coaching培训与训练,Training：make sure some pe
2、ople cando something。Coaching：make sure somebody be good at something。Amateurs&Professionals,How to be a successful sales成功销售人员的三个境界,8 Sales Core Competency 八大核心基本销售技能8 What Count Factors八大核心成功要素Subconscious and Psychological integration 潜意识与精神层面的融会贯通,Sales Core Competency销售核心技能,Sales Core Competenc
3、y:1Basic Visiting Procedures（基本拜访步骤）2 Persuasive Selling Format（劝说性销售）3Communication Skill（沟通技巧）4 Account Penetration（客户渗透),Sales Core Competency销售核心技能,5 Handle Objection（处理放对意见）6Time Management（时间管理）7Negotiation Skill（谈判技巧）Making business plan(制订生意计划）8Conceptual Selling（概念性销售）,Sales Core Competency
4、销售核心技能,Sales Core CompetencyRecord and Report（记录与报告）Four Fundamentals（销售四项基本原则）Common Sense（销售常识）,I.Basic Visiting Procedures(基本拜访步骤）,1 preview plan（预习）2 checking distribution（检查分销）3 persuasive selling（劝说销售）4 collection（收款）5 merchandizing（助销）6 record and reports(记录与报告）7 review and planing(回顾与计划）,II:
5、Persuasive Selling Format劝说性销售,Sole selling general rules（销售铁律）customer only buy what they need and want消费者只买他们需要的东西A:Selling principle I（销售原则一）Whats customer real need and want by Communication skill and Account Penetration,Persuasive Selling Format劝说性销售,B:Selling principle II（销售原则二）Prove your prop
6、osal can satisfy customer needs and wants(key part of selling)by Persuasive Selling Format,Conceptual Selling,Handling objection and Negotiation Skill,Persuasive Selling Format劝说性销售,1 Summarize the situation(背景介绍）1)Good understand customer needs,wants（明确客户需求）A:Just meetB:Almost meet but not specific
7、C:Must find customer needs and wants,Persuasive Selling Format劝说性销售,2)Introduce one real benefit（介绍一真正利益）A:General B:SpecificFishing example,Persuasive Selling Format劝说性销售,2 State your Idea（陈述主意）3 Explain How your idea works（解释主意）1)Numbers数字化2)Logic逻辑化,Persuasive Selling Format劝说性销售,4 Stress the key
8、 benefit:（强调关键利益）1)Help customer make decision（帮助客户决策）2)Test your idea（重新测试你的主意）,Persuasive Selling Format劝说性销售,5 Suggest an easy next step（建议容易进行的下一步）1)Different with other step,it can be done any time（独立性）2)Confidence to encourage customer make a wise decision（自信心）3)Ending types（结尾方式）,III.Communic
9、ation沟通能力,Key is Openness（开放是关键）No Value statement（消除价值判断）Oral communication（口头沟通）7 communication skill and body language(七大口头沟通及身体语言沟通)Writing communication(书面沟通)6 principles(书面沟通六大原则),IV.How to make business plan(如何制定生意计划),OGSM:1 Objective:What in literal(目的)2 Goals:What in quantity(数量目标)3 Strateg
10、y:How to achieve OG in literal(文字策略)4 Measures:How to achieve G in numbers(数据衡量),IV.How to make business plan(如何指定生意计划),STAR principle(星则)1 Steps(步骤)2 Timing(时间分配)3 Assistance(相关资源)4 Responsibility(明确职责),V:How to Handle Objection处理放对意见,What is Objection（定义）How to reduce objection（如何减少反对意见）Customers
11、Plan,objective,Behavior（客户计划，目标，行为方式）Customer Intimacy（客户关系）Unreasonable benefit（客户利益的真实性）KDM（关键决策人物）,How to reduce objection CRM(如何减少异议）,Customer relationship(客户关系种类）-contraction relationship（交易型关系）-consistent forecasting（持续型购买预测）,How to reduce objection CRM(如何减少异议）,Service level（服务层次）Firstly,No dy
12、namic relationship,but provide efficient service in polite way（第一层次：无动态关系，但能以礼貌的方式提供有效率的服务）,How to reduce objection CRM(如何减少异议）,Service level（服务层次）Secondly,Provide selected info to selected customer,optimize every contact opportunity(第二层次:特定的信息给特定的客户，充分利用与客户的每一次接触）,How to reach the second service le
13、vel（如何达到深层次服务水平）,1 Use targeted and focused marketingremember the“80/20 rule”(细分客户市场，瞄准重点客户）Expect 80%of your sales from 20%of your market.,How to reach the second service level（如何达到深层次服务）,2,Develop a unique selling proposition(Macdonald,FedEx,Marlboros)（建立独特的销售主张）,How to reach the second service le
14、vel（如何达到深层次服务）,3，Calculate the lifetime value of a customer（计算客户终身价值）Year 0-1600Year 2-3200Year 4-5200Year 6-73,200Year 8-93,200Total value16,400,How to reach the second service level（如何达到深层次服务）,4,Always test pricing,guarantee and discounts（测试，测试，测试）5,Always database your customers and prospects（永远数
15、据化跟踪客户信息）,How to reach the second service level（如何达到深层次服务）,6,Market emotionally as well as cognitively(benefits&features)（情感诉求和理性诉求）,How to reach the second service level（如何达到深层次服务）,7,Organize Your business and integrate total functions to to ensure total success（客户服务乃公司所有部门人员之天职）,How to Handle Obje
16、ction处理放对意见,Real objection（真正的反对意见）From the point of buyers view（客户角度定义）Consistent Probe（持续地刺探）Communication skill,Open talk,mastery（沟通技巧，开放环境，内行）,How to Handle Objection处理放对意见,False objection（虚假的反对意见）Definition（明确概念）Hard to defend（难于捍卫）Turn into real objection（易变真性）,How to Handle Objection处理放对意见,HO
17、 process（基本步骤）Identify the real objection（发现真正的反对意见）Understanding the real objection（理解真正的反对意见）Verifying the real objectiontransform it into a question can be solved（确认真正的反对意见，把它转变为一个可解决的问题）Handle objection（处理反对意见）,How to Handle Objection处理放对意见,Question and Answer（问题解答）1Why objection emerge（为何会出现反对意
18、见）2How to Handle Objection（如何处理反对意见）,VI:Time management时间管理,Time is money,time is life(时间本质)Work,family,society,entertainmentMain Principles(主要原则)1 introspection2 objective setting3 importance&urgency4 specific procedures,VII.Account Penetration客户渗透,1 Why(原因)1)get trust from customers2)enjoy your ow
19、n work2 types(类型)1)OGSM(objective,goals,strategy,measures)2)Database3)Relations4)System/structure5)Culture,VIII Conceptual Selling,Difficulty:Skill level,Return on time,销售渠道管理,一、销售渠道的定义,销售渠道是促使产品或服务顺利地被使用或消费的一整套相互依存的组织-斯特恩及艾尔-安塞利（维系生产者与消费者之间的价值、情感与文化交换、沟通的媒介。）,二、选择渠道模式,1，经销商（分销商）1）财力资源2）更大的主营业务回报率3）
20、专业化分工2，直销国外公司的借鉴,三、选择经销商四项基本原则1 人 A人品：讲道理，讲信用，无不良嗜好；B理念：现代管理理念并认同公司的文化 C眼光：愿长期合作，不过分追求短期利益 D能力：个人能力与团队能力,财：有足够的“钱”，但不是越多越好物：车辆情况，仓库面积等网关：A 分销网点范围，数量及与顾客的关系 B 必要的社会关系,四、经销商的激励、支持与管理,1、经销商的激励物资奖励：返利、奖金、奖品返利挂钩指标：总量、总额指标，目标达成率指标，市场规范指标，增长率指标，网点建设指标。,促销及精神鼓励：折扣、赠品、保仓、评比表彰、培训交流、补贴激励原则：以奖为主、以罚为辅，物资奖励与精神鼓励相
21、结合，营造一种比、学、赶、超的良好融洽气氛。,2、对经销商的支持产品支持 培训与辅导价格支持 管理支持促销支持 服务支持人员支持 情感投资信息支持资金支持,3、经销商管理，内容：信用管理 存货监控推广督导 信息反馈网络建设督导 冲突处理交易额管理 投诉处理市场规范监督 联络与沟通财务监控,管理原则：沟通服务为主、监督控制为辅,五、渠道培训,1、渠道培训的作用与重要性满足经销商提升和发展的渴望；利用“师生”效应树立培训组织者的权威、领导地位（leader and manager）提高经销商队伍的素质和“作战能力”；通过培训加强经销商对市场政策、营销战略战术的支持与配合；通过培训吸引、留住的客户一
22、般都是优质的客户。,2、渠道培训的内容1）企业文化与品牌文化2）产品、质量知识3）行业与竞争知识4）营销知识与营销技能5）财务与管理知识6）管理技能,7）消费心理与导购知识8）营销策略及执行技巧9）市场政策、制度,3、渠道培训的方式集中授课评比交流现场示范指导影音资料（VCD等）手册及其他印刷材料,六、渠道中流淌的是什么-管理与疏导,1、物流管理。物：商品、促销品、赠品、样品、宣传品等。措施举例：加强物流计划；从终端搜集物流信息；经销商存货监控；无情的窜货与价格管制。,2、现金流的管理。主要措施：谨慎选择经销商与赊销对象；严格做好经销商的信用管理与赊销管理；严格的货款、现金管理。,3、信息流的
23、管理。纵向信息流的管理；横向信息流的管理。4、文化流的管理。5、服务流的管理。6、培训流的管理。,七、终端营销,1、终端成员的评价选择2、终端选址：位置、面积、环境、商圈3、合理布点、控制终端的合适密度4、视觉形象规范5、抢占货架空间6、终端价格、服务规范7、终端培训与终端支持,8、终端巡查、铺货，补货、理货、沟通9、终端促销10、直控终端与示范、模范终端的建设11、终端延伸12、自有终端的建设13、终端信息功能的建设,渠道领导的变化导致将来商战主战场-渠道终端,营销管理的基本功-渠道建设,渠道建设的关键-在座的诸位销售经理,Training Principles(培训下属原则),1 Prev
24、iew the job to be learned(预习培训内容)2 Break down the job into teachable parts(化整为零)3 Associate new ideas with old(温故知新),Training Principles(培训下属原则),4 Make first impressions good impressions(做好第一次印象)5 Make strong impressions(强化印象)6 Repeat impressions often(不断重复印象)7 Make use of recent impressions(利用最近印象)
25、,Training Principles(培训下属原则),8 Recognize training results(认可培训成果)9 Follow up and smooth out handling of the job(持续跟进与及时校正)10 Rebuild parts into a complete unit(化零为整),Training Cycles(培训周期),Explanation(解释)Demonstration(演示)Application(应用)Correction(校正),Training Memo(培训备忘),1 Training Subject(训题)2 Field
26、training Objective(实地培训目标)3 Results VS Objectives(对比分析)4 Key learning(主要收获)5 Next step(下一步)6 Signature of Trainer and Trainee(签名)7 Copy to HR.trainer and trainee(存档),Learning Organization 学习型组织,If you sow an idea,you reap an actionIf you sow an action,you reap a habitIf you sow a habit,you reap a characterIf you sow a character,you reap destiny思想-行动-习惯-性格-命运,Thank you very much(谢谢大家!),
