来自管理层的祝福

作者有话说

Dear SalesExecutive:

各位销售精英，大家好：

How

does your company’s top management feel about investing in sales

training? Skepticism? Grudging acceptance of a necessary evil?
贵公司的高管对投资销售培训感受如何？怀疑论？勉强接受必要的托词？

It

doesn’t help that despite all the sales training that goes on in the

corporate world, a ton of data shows that almost all of it fails and

half of all sales reps still don’t hit their goals. In spite of good

intentions, many companies suffer from a chronic sales slump.
尽管企业进行了很多的销售培训，但是大量的数据显示很大部分的销售都是失败的，而且销售代表中仍有一半未实现销售目标，培训无济于事。尽管有良好的意图，许多公司仍然遭遇长期销售下滑的困扰。

When

it’s done right, sales training can be one of best investments your

company will ever make, with an ROI that is downright astonishing. But

even if you do the right training in the right manner, top execs won’t

just take your word that it paid off on the bottom line. You need proof.

You need supporting data.
如果做得好，销售培训可能是贵公司有史以来最好的投资之一，投资回报率非常惊人。但即使你以正确的方式进行了正确的培训，顶级高管也不会只接受你在底线上获得的回报信息。你需要证明。您需要数据支持。

Where do you get convincing data that your sales training efforts are paying off? Glad you asked.
“您在哪里获得令人信服的数据来证明您的销售培训工作取得了成效？” 很高兴你这么问。

We are committed to your professional success.
我们致力于您的事业成功。



Duane Sparks杜南•斯巴克斯

Author of Action Selling行动销售作者

How

can you prove to skeptical management that sales training works? It’s

one of the oldest questions in the industry, and it’s not a simple one.

Executives who have been through this before probably saw sales training

as a waste of money.

如何向持怀疑态度的管理层证明销售培训是否有效？这是业内最传统的问题之一，并不是一个简单的问题。之前经历过这种情况的高管们可能认为销售培训是浪费金钱。

But,

I have good news for you. It so happens that a great way to gather

persuasive data to demonstrate sales training’s effectiveness is also a

great way to focus training on areas where it is needed most—thereby

making it more effective.
但是，我有个好消息。收集有说服力的数据以展示销售培训的有效性的好方法，它也是将培训集中在最需要的领域的一种很好的方式，从而使其更有效。

In

an earlier edition of eCoach I outlined a foolproof plan for designing

and conducting sales training that is guaranteed to reverse a sales

slump. I said you should start by identifying the milestone(s) in your

sales cycle at which a bottleneck begins to form. So, how do you do

that, exactly?
在早期版本的eCoach中，我阐述了一个简单的设计和实施销售培训的计划，该计划有望扭转销售下滑的局面。我提到应该首先确定销售周期中的瓶颈开始形成的里程碑。那么，你是怎么做到的呢？

Study

your sales cycle. Your sales cycle is composed of the series of steps

or milestones that must be completed to take your customer from the

initial call to a solid commitment to buy your solution. Whether you

have formally identified it or not, you do have a sales cycle. It might

look something like this:
研究您的销售周期。您的销售周期由一系列步骤或里程碑组成，这些步骤或里程碑必须完成，以便您的客户从最初的电话会议到购买解决方案的承诺是坚定的。无论您是否正式识别它，您都有销售周期。它可能看起来像这样：

Sample Sales-Cycle Milestones
Identify a prospect
Conduct a needs assessment
Demonstrate your solution
Present a proposal
Gain a commitment

样本销售周期 里程碑

• 识别潜在客户
• 进行需求评估
• 展示您的解决方案
• 提出一个提案
• 获得承诺

Your

own cycle may have more such milestones or fewer, but they exist, and

you can identify them. To fix a sales slump, first determine at what

point in your cycle things begin to break down. For example, it doesn’t

make sense to invest in a redesign of your proposal system if your team

isn’t making enough prospecting calls to build a reasonable pipeline.
你的周期可能有更多或更少这样的里程碑，但它们是存在的，你可以做出识别。为了解决销售下滑的问题，首先要确定销售周期中的哪一点开始出现问题。例如，如果您的团队没有进行足够的电话深挖需求来构建合理的渠道，那么投资重新设计您的提案是没有意义的。

How

do you know where the bottleneck is? The most reliable way is to look

at the history of your sales team’s activity data. Your customer

relationship management system (CRM), if you have one, would be the

logical source of this data.
你如何知道瓶颈在哪儿呢？最可靠的方法是查看销售团队活动数据的历史记录。您的客户关系管理系统（CRM）（如果有）将成为此数据的逻辑来源。

I

suggest that you start at the last milestone in your sales cycle and

backtrack sequentially through the numbers. Using the sample milestones

above, for example: On average, how many proposals does it take to get a

deal? Then, how many demos does it take to get a proposal? How many

needs assessments does it take to get a demo? How many prospecting calls

does it take to get a needs assessment?
我建议您从销售周期的最后一个里程碑开始，然后按顺序回溯字。使用上面的示例里程碑，例如：平均而言，获得交易需要多少次提案？然后，获得提案需要多少次演示？获得演示需要多少次需求评估？需要多少深挖电话才能进行需求评估？

Suppose

you discover the following: On average, it takes six prospecting calls

to get one needs assessment. It takes two needs assessments to schedule

one demo. It takes two demos to get one proposal. It takes three

proposals to get one deal.
假设您发现以下情况：平均而言，需要六次深挖电话才能获得一次需求评估。安排一个演示需要两个需求评估。获得一个提案需要两个演示。获得一笔交易需要三个提案。

Now

do the arithmetic. To get one deal, on average, you need 72 prospecting

calls, 12 needs assessments, six demos, and three proposals.
现在做出统计。要获得一笔交易，平均而言，您需要72个深挖电话，12个需求评估，6个演示和3个提案。

Let’s

say that each rep needs to do one deal per month to hit quota. Is each

rep making 72 new-prospect calls every month? Is everyone conducting 12

assessments, facilitating six demos, and presenting three proposals?
假设每个销售代表每个月需要做一笔交易来达到配额。每个代表每个月都会拨打72个新的潜在客户电话吗？每个人都进行了12次评估，进行了6次演示，并提出了3个提案吗？

If

not, what is the earliest point in the sales cycle where quantities

miss the mark? Even if more than one milestone is below standard, the

earliest milestone below par is the place to start making improvements.

That’s where you will find the greatest insight into the origin of your

problems.
如果没有，那么销售周期中最早的数据是什么？即使不止一个里程碑低于标准，最低标准的里程碑也是开始改进的地方。在这里，您将找到对问题起源的最深入见解。Whatever

the underlying causes of a slump may turn out to be, tracing the

bottleneck to a particular milestone in your sales cycle is valuable for

several reasons:
无论导致业绩衰退的根本原因是什么，追踪销售周期特定里程碑的瓶颈都是有价值的，原因如下：

•It allows you to focus on a particular activity, which gives you the best chance to achieve an immediate impact.
• 它允许您专注于特定活动，这为您提供实现即时影响的最佳机会。

•It lets you zero in on specific skill-building exercises to correct a particular problem.
• 它可让您了解特定技能构建练习以纠正特定问题。

•Salespeople will be more apt to buy into your plan if it is supported by research you’ve done.
• 如果您已经完成了研究支持，销售人员将更倾向于购买您的计划。And,

here’s where gaining top-management support for sales training comes

in. If an investment is required, justifying the cost becomes easier due

to the supporting data you’ve assembled. Here’s how:
而且，这里是获得销售培训的最高管理支持的地方。如果需要投资，由于您组装了支持数据，证明成本合理变得更容易。如何做：

• Connect the successes you experience back to specific skills you helped your team develop with the training.
• 将您经历的成功与您通过培训帮助团队发展的特定技能联系起来。

•

Use a validated assessment to measure skill development before, during,

and after the training. If you can tangibly show growth in skills from

training, then improvements in sales performance can be connected to

specific skill gains. This drives enthusiasm for the training, as well

as for future sales training.
• 使用经过验证的评估表来衡量培训前，中，后的技能发展。如果您可以通过培训明确显示技能的增长，那么销售绩效的提升可以与特定的技能收益相关联。这激发了培训的热情，也推进了未来的销售培训。

•

Finally, calculate an ROI from what you’ve done using pre- and post-

data on bottom-line measures including sales and profit. Management will

see why sales training is the best investment opportunity they’ve got.
• 最后，使用包括销售和利润在内的底线度量数据的前后数据，计算您的投资回报率。管理层将了解为什么销售培训是他们获得的最佳投资机会。“If

you want to get top management’s blessing to continue training sales

reps, you’d better deliver an ROI,” says Tyler Benson, sales training

manager for CHS Inc., a Minnesota-based Fortune 100 agribusiness and

energy company.
总部位于明尼苏达州的财富100强农业综合企业和能源公司CHS Inc.的销售培训经理Tyler Benson说：“如果你想让高层管理人员继续培训销售代表，那么你最好提供投资回报率。”

“By

following the Action Selling training methodology, for every dollar

we’ve invested in sales training we’ve received $33.50 in added profit,”

Benson says. “And, it only took 15 months to get it. Who wouldn’t want

that kind of ROI? It’s the best investment we can make in our sales

force!”
Benson说：“通过遵循行动销售培训方法，我们在销售培训中投入的每一美元都获得了33.50美元的额外利润。” “而且，只用了15个月就得到它。谁不想要那种投资回报率？这是我们在销售团队中可以做的最好的投资！“

我为什么需要知道这个？

建立客户忠诚度是否很难？

客户的忠诚度与员工忠诚度相关

微信号：actionselling



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