某咨詢營銷手冊二精品續(xù)(編輯修改稿)
2025-03-05 12:09 本頁面
【文章內(nèi)容簡介】 是怎樣的？ 公司有必要找出銷售所必需的關(guān)鍵行為和技能，決定當(dāng)前銷售力最大的技能缺口。 銷售力管理者必須知道不同類型客戶的作用模型是什么樣子，或者說，在購買循環(huán)每一階段最高的行為人是誰。公司應(yīng)該從作用模型的行為人得到關(guān)鍵銷售技能，然后評價它們的相對重要性和目前的績效。然后，公司需要制定行動計劃以填補(bǔ)高優(yōu)先級的技能缺口。 47 找到建立銷售技能的障礙 ? 銷售人員可能缺少充分的基本能力（如：分析能力，學(xué)術(shù) /專業(yè)性質(zhì)的背景，性格） ? 銷售人員可能缺少充分的信息（如：產(chǎn)品，客戶）或?qū)镜牟呗匀狈α私猓ㄈ纾喝绾伟l(fā)現(xiàn)和量化需求， demonstrate benefits） ? 銷售人員可能缺少激勵。盡管激勵體系能夠直接影響銷售人員追尋成功的愿望，卻不能影響技能。 It is important to understand the underlying problems because different change levers are required to solve each problem： ? lack of raw capability can be corrected only by changing recruiting practices。 ? Lack of information or knowledge can be corrected via a bination of classroom training and written manuals and must be reinforced via role playing， action learning， and onthejob coaching。 ? Lack of incentives c can be corrected by establishing performancebased measures and rewards。 The skill/ will matrix is a useful tool for identifying skill gaps and challenges at the individual salesp0erson’ s level。 48 49 Performancebased measures and rewards Having identified causes of inadequate sales performance， panies can use the following capabilitybuilding levers to correct problems： ? recruiting ? training ? coaching ? pensation these topics are addressed in the following documents/ training modules： ? sales force effectiveness workshop——contact Terri Geary（ FI） ? sales force effectiveness handbook——pk6670 for further assistance， please contact tanuja randery（ dc）。 50 設(shè)立銷售戰(zhàn)略 驅(qū)動執(zhí)行杠桿 有效結(jié)構(gòu) 銷售技巧 和支持 基于業(yè)績的 測量和獎勵 ?測量和追蹤結(jié)果 ?基本激勵 /業(yè)績補(bǔ)償 ?財政和非財政獎勵 的平衡 51 pricing 52 Pricing provide the value Companies can also provide value to their customers through careful pricing decisions。 Despite the huge profit leverage of improved price performance， pricing is among the most undermanaged basic functions within our clients today。 The issues， opportunities， and threats in pricing can be explored across three distinct but related levels of piece management： ? the supplydemand level ? the product/market strategy level ? the transaction level Making positive pricing change happen is usually more difficult than identifying the location of a pricing opportunity。 Successful change programs those that genuinely upgrade the client’ s pricing capabilityusually contain elements across at least four dimensions： t
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