When I was a freshman, I did sales and practiced real estate sales. As a little Aries who does everything for three minutes, I didn't rest for half a day and didn't go to school for nine nights and nine minutes. Sneaking out at night to call customers, the north wind whistling, hands red with cold, no complaints; Every day, I racked my brains to send long good morning messages to different customers, then wiped my tears when I was reported, and then went to work ... until I finally took off my needle crown, the past nine weeks seemed like a preview of American coffee, paving the way for the fragrance between my lips and teeth.
Back to the topic, this book focuses on complex sales, starting with "understanding, disassembly and layout", and makes a more detailed theoretical exposition and case support. Originally, I wanted to write a summary of knowledge points, but because the contents in the book did not match my current internship, I turned it into prose. By the way, I miss my indissoluble bond with sales.
At the beginning of the book, a core principle is emphasized-abandoning victory is king and maintaining good long-term cooperation is the ultimate goal. This clue runs through the book. I think this should be the most common mistake made by every salesperson, and it is also a principle that must be observed and respected. Compared with other jobs, sales seems to be a very utilitarian occupation, and there are usually very strict performance indicators. It seems that the quality of sales is only closely related to the bill amount, so even if there is no "unscrupulous" in the sales process, it is easy to see the phenomenon that the products promoted do not meet the needs of customers. Many sales will deliberately hide the inconsistent parts in the promotion process until the customers use the products themselves, so that the sales will gradually be branded as "liars". Benign sales means that buyers appreciate your products and services and bring them an unprecedented good buying experience. Of course, everyone understands this truth, but it can really be applied in practice. The truth is never as good as the friendly RMB.
In fact, from a moral point of view, as a sales, we must first weigh the advantages and disadvantages of "winning the order" and "abandoning the order". When you know that your product can't meet the needs of customers, you need to consider whether this order should be continued. Suppose you sell products for a place, or just for a short time, such as selling safe fruits on Christmas Eve, it is understandable to pursue short-term interests. However, the marketing situation we face is usually a long-term process. Personal credit is more important than short-term performance, you know.
Generally speaking, the process of sales begins with demand. When a good salesman starts to promote a product, he starts with the customer's clothes, appearance and conversation, and initially judges the customer's demand, purchasing power and the matching degree with the products he sells. However, one preparation link is missing, that is, promoting your image preparation.
There is a passage in the book that mentions Zeng Guofan's way of knowing people, and it is about how to judge the personal value tendency of customers through "the skill of knowing people". In fact, I think that while sales judge customers, customers are also perceiving sales. We will rack our brains for the sake of our customers, who won't spend too much time on you. They will only see whether you are kind, trustworthy and professional through the first feeling, and then deepen or overthrow the first impression through constant contact. Before telemarketing, Master told us to keep smiling, especially the first sentence, and to think twice before you act.
A woman in her forties and fifties answered a phone call from a client to promote a newly-opened mansion. She asked me several questions one after another, which were beyond the scope of the "list" given by Master. For me who just came into contact with this business, I just can't make up the answer. When I was asked, I wanted to cry and was at a loss. She suddenly offered to have time to see the house. At the moment, it really hit me like a big pie, and my luck seems to be beyond measure. Later, the lady told Master that she usually hung up after half a sentence when she answered this sales call, but I gave her a particularly cordial feeling, which led her to listen to my two knives for dozens of minutes.
That case gave me great encouragement. My extremely unprofessional answer was thus recognized by the customer. Apart from my luck, I am very impressed that affinity is really a magical thing, and people can trust you without meeting you. I didn't put this lucky thing in the right place until I read "Advantage Negotiation" written by Roger Dawson, in which "everyone is willing to help those who are far behind themselves". Of course, there is a large part of luck in this. After all, not many consumers are willing to listen to a Wang Po boasting that he doesn't even know whether the melon he sells is watermelon or cantaloupe.
In the eyes of consumers, buying without selling is always the essence. Even if there is a purchase demand, we must weigh it repeatedly for fear of being cheated by sales. Therefore, I think sincere affinity is the first feeling necessary for sales to contact customers. Except professional knowledge, others can be idiots. A sincere and pollution-free sales, when customers need it. For customers, that is an angel.
When the customer has a good understanding of your image, the preparation stage is over. At this time, it is necessary to fully tap the needs of customers.
An example is given in the book. Xiaoli bought a coat with a skirt. The salesman just asked Xiaoli about her work according to the sales routine and then hastily sold a coat suitable for white-collar workers. However, this kind of thing is just an armchair strategist. The customer's demand does not start from the routine, and the "set" of sales naturally cannot cover the customer's "Tao".
The author divides customers into four categories: G, T, EK and OC. G customers have higher expectations for the future and want to be better. T is an urgent problem. These two types of customers are excellent customers in sales. And EK customers are satisfied with the reality and don't want to change. At this time, they need sales to stretch the gap between their expectations and reality. OC customers are even worse. His perception of reality is better than expected, and he thinks that change will have a negative effect. At this time, sales should not only do what EK customers do, but also cooperate with them to release their complacency about reality and guide them to pick bones from eggs.
The book divides the formation of customers' purchasing motivation into three steps: why, how and what to do. The most difficult step is "why", because many times customers don't know his needs, and what sales have to do is to find his needs with him and then match them with their own products. In addition, customers' needs are also divided into urgent needs and delayed needs. For example, the needs of "T" customers are generally urgent, the needs of "G" customers may be delayed, and the needs of "EK" and "OC" are like hidden delayed needs. Just as health is everyone's need, an excellent health care product is a possible buyer from teenagers to the elderly. Sick elderly people are "T" customers of this health care product, and middle-aged people who pay more attention to health with age are "G" customers. For these two types of customers, they only need to explain the products and their health benefits, and they can make an excellent transaction. For young people with little demand, the cut-in angle of sales should be to reduce customers' awareness of the status quo. Increase their sense of substitution, strengthen their perception of unknown risks like selling insurance, appropriately expand the probability and severity of unknown risks, and turn "suspended luxury goods" into "necessities of life".
In the chapter of dismantling the bureau, the author takes the purpose of four people going west as an example to explain the difference between "G", "T" and "EK". Tang Priest has a "G" to pursue, and the Monkey King and Friar Sand are in urgent need of going west to change the status quo. As an "Ek" who lives a happy life in Gaolaozhuang, Pig Bajie needs Guanyin to use "wearing sin" to reduce his perception of the present situation and "correcting fruit" to improve his expectations for the future.
Sometimes the customer's needs may be gradual. He tells you the existing needs, such as "I'm hungry, and I want to buy two steamed buns from you to satisfy my hunger". He gave you a budget of one yuan, but you have to sell him two yuan of steamed bread. Although the price is beyond the customer's budget, he can afford it. However, at this time, if you directly offer to sell him steamed bread, his first reaction will not be steamed bread, which is more delicious. His first reaction is often that you don't meet my needs, just want to pay more from my pocket.
However, China people are very conservative. Generally, they don't say things as straightforward as "I'm hungry and want two steamed buns with 50 cents". He may just tell you, "I'm hungry". That is, I have this demand, but I won't tell you directly what it is and how much it costs. If your product meets my needs, I will buy it. This decision is up to me. This situation is very common in my previous telemarketing process. Because we represent many projects, and all of them are improved luxury villa products, there is a contradiction between us and our customers-we need to know the ideal budget, room type and location of our customers. Recommend them to our customers at the first time, and customers are improving their needs. He is in no hurry to tell us what he needs. Even if he has spare money, he has the idea of buying a house and doesn't know the specific needs. To solve this contradiction, we can only get customers' personal preferences and demand tendencies through constant contact with customers. At this time, blindly promoting a product is to equate the transaction rate with the luck rate, which is extremely irresponsible.
A friend works in a shop in 4S. He told me about his experience in selling cars. A young man came to the store to buy a car, and his friend was responsible for the reception. A friend first asked him if he had an ideal model. Like most customers, the young man said "let's have a look first", but when he continued to ask about his budget, his friend refused to speak. So a friend led him around from the new model, made a very brief introduction, always observed the young man's expression and behavior, and occasionally "talked". After a lap, the situation, preferences and budget of the young man were basically found out by friends. The young man just graduated and came out to work, with a budget of about 200 thousand, and wanted to pay it in one lump sum. So a friend first introduced him to a car that just met his budget, and the young man was very satisfied with the cost performance of the car. However, the friend did not directly enter the forced link, but continued to introduce him to a car slightly higher than the budget, and made a functional comparison with the 200,000 car that the young man liked. Then my friend painted a beautiful blueprint for the young man, explained how the identity symbol of this model matched the young man who was promoted after working for several years, and used sales skills to reduce the influence of high price, so I successfully tapped the hidden demand of the young man, led him to change from "transportation" demand to "quality" demand, and sold a car that my friend wanted to sell to him.
To sum up, it is to clarify the customer's needs, and then tap the customer's possible needs and boost his needs. In addition, in complex sales, it is also necessary to clarify the buyer, user and supervisor of the customer.
Unlike simple point-to-point sales, complex sales are point-to-point or face-to-face marketing. Your customers are a group, including decision makers (EB), users (UB) and gatekeepers (TB), and then add a coach to help you sell. The author calls this paragraph "Four Corners and Nine Forces". EB is divided into final decision makers and suggestion decision makers (the final decision makers will basically not deny their own suggestions); UB is divided into product users (specific operators) and application beneficiaries (direct beneficiaries of business performance, business deputy general managers, etc. ); TB is divided into standard gatekeeper (specification), budget approver and process operator (procurement, bidding, price comparison, etc. /legal and process signatories); Coach: advocate (exposure) and mentor (role of military adviser).
I quite agree with the view in the book that buyers should have both "corporate interests" and "personal interests". For different people in the buyer group, the "future" that sales want to show him is different. EB buys products to implement management ideas, optimize organizations and processes, and maximize efficiency and benefits. For EB, the return after investment is the most important. Compared with other roles, EB's personal interests and corporate interests are the most unified. For UB, meeting its basic needs and creating its rising needs are the "source power" to promote UB's desire to buy. If the demand of UB can be fully investigated and can reach its "passing standard", even if there are some minor defects found by users in the later products, as long as they are handled properly, it will not affect the long-term cooperation between customers and sales. TB, I summed it up. The core idea of TB in the book lies in the word "coax". As an approver, TB doesn't have to say anything like EB, and it doesn't have to publicize its decision-making power to anyone. UB is not the beneficiary of products and services. In this embarrassing situation, TB's one-vote veto authority is not only important for sales, but also important for TB itself. Keep the "authority" of TB, cooperate with TB's recommendation of excellent majors, accurately analyze whether there is latent TB in the early stage, and do these three things well, TB will no longer be "finding fault" but a promoter of order. As for coach, because the book didn't convince me to find and cultivate coach's case, and I have never met such a coach in my short sales career, I can only simply apply the words in the book to "combine our win with the coach's win", hoping to make up for this gap later.
When the customer needs are clear and the global sales strategy is formulated, what we need to confirm is the sales funnel, that is, which stage the project is in: goal, intention, project establishment, scheme, business and transaction. It should be noted that the sales stage may change from time to time unless a final transaction is reached. Even in the business stage, it may be that some of our own work has not been done well, or other "accidents" may return to the original intention or even worse.
Before my internship in real estate, Master told us about chasing electricity, and I was lucky enough to hear a wonderful "rescue" exchange. At that time, the villa we represented was A, but we didn't know until we called back that the customer had seen Project B himself and had paid the deposit. First of all, Master sincerely congratulated the clients on buying their favorite villa, and asked them when to buy it, as well as the apartment type and price. , and then praised the B project without hesitation, and praised the accuracy of the customer's purchase timing. Because of the pursuit of electricity, Master has a certain understanding of customers' sensitivity and conflict, and is familiar with project B. In the process of communication, Master immediately found that customers bought project B because the location of project B touched customers, but the defect of its apartment was hidden in the sales of project B. It is no harm to say that it is a defect, but it is contrary to another sensitive point of customers. Customers like a sense of space, but the apartment they bought is small in width and deep, and the model house is different from this apartment, which successfully hides this drawback. Master grasped this point, stood on the side of the third party, quietly attacked project B, stood out for project A, and finally succeeded in making customers change their purchasing concept.
For the other party's sales, it suddenly changed from a quick transaction stage to an unintentional one, and Master's actions are exactly the same as the cases mentioned in the book. How to turn over the market when your opponent has the best advantage is to make use of what the opponent thinks is safe, relax vigilance, and infinitely expand our advantages and the other party's disadvantages.
Some people say that sales are adventurers. In fact, most sales people don't have the courage to "treat a dead horse as a living horse doctor". When failure seems to be a foregone conclusion, few people dare to try to turn it into victory. I am a hero, and I always say that times make heroes. Ancient heroes in troubled times, with extraordinary courage, did everything they could and made great achievements. Today, the sales industry may change at any time, depending on whether the elites dare to turn the tide and seize the big orders.
A transaction, when sales and customers have reached a * * * understanding of products and services, can be regarded as entering a negotiation stage in my opinion, except that customers are negotiating with multiple competitors at the same time, and all the products that meet customer needs come in through the line. When the gap between products and services is not too big, it is the time to really look at sales skills. Sales techniques have always been misunderstood as "deceptive methods". In fact, there is an essential difference between skill and deception. Deception may be that you sell an apple worth two dollars, and you pretend that it is an apple that wakes Newton up and lets him discover the gravity of the apple tree. It will be as effective as Newton's epiphany after eating it. But the trick is that you need an apple to eat, and my apple meets your requirements. Your psychological price is two yuan, and I will pay five yuan. Let the price go to two yuan, you feel that you got a big bargain and accepted the deal happily in some way. Of course, skills must be based on majors. Only when sales fully tap the value of their own products and are familiar with similar products can they use skills to promote the success of the transaction, just like my master above. It is mentioned in the book that good sales will make you look like a "third party". When you can skillfully compare your products with competitors' products objectively for customers, it is easy to establish the image of a third party without blindly attacking your opponents, affirming their advantages and properly exposing the small defects of your products. Of course, we must be clear about the sensitivity and resistance of customer needs, otherwise it is easy to lose more than we gain.
And since it is a negotiation, sales and customers will make concessions to achieve the ultimate goal of * * *. As a seller, the skill of concession is particularly important. "Nine Questions to Win a Order" says to avoid big concessions, and "Advantage Negotiation" explains concessions in more detail. Roger Dawson pointed out directly that every concession should make the other side see your efforts. This is the same as what this book says about your efforts and even sacrifices for your customers. Make sure he knows.
I often go to the gym and have a good relationship with the private tutor there. They are all very real boys. Buying five private lessons can often give members ten lessons. However, their billing rate is not high, and their membership renewal rate is not high. So I gave them an idea and told the members that with their efforts, the group leader agreed to halve the price of continuing classes, and the 3 1 1 private education class could be changed to 15 1 class. Of course, this is a myth, but changing the free class into a 50% discount for you, the enthusiasm of members to continue the class is suddenly mobilized, because they see the efforts made by the coach and the real price concessions.
In addition, it is also important to block the customer's mouth in the process of forcibly placing an order. An experienced salesman often lets customers talk at the stage of understanding their needs, and shuts them up when they hesitate to buy or not. For example, a lady wants to buy a beauty service project, because the price exceeds the budget, and she plans to go home and discuss it with her husband. As a salesman, you don't know what influence her husband will have on her final decision as a third party, so the safest thing to do at this time is to let her pay the bill on the spot. So what reason do you have for her to sign the bill when you don't have the authority to give her another discount? The best way is to list the possible results she will get when she gets home and reject those possibilities that will lead her not to buy. Nothing more than three situations. First, the husband supported the purchase and the two hit it off. Second, the husband does not agree to buy, and the lady insists on buying. Third, the husband does not agree to buy, and the lady gives up. Now we have to reject this third possibility. If I were a salesman, I might say to her, "If you discuss with your husband, you will get two results: approval and disapproval. Assuming that he agrees to let you visit again, it will take some trouble. What if he disagrees? Are you willing to give up such a good preferential opportunity? " Then list the importance of this beauty project to her again. If you miss this discount, you will be forced to "expire".
Shut the customer up. In last year's uproar about Degang Guo's response to the Cao Yunjin incident, Degang Guo did a good job in palindrome. At the beginning, it blocked the mouth of the water army beautifully: "When things came out, everyone was very excited and waiting for my response. Responding to what? ..... Positive response is bullying, no response is wrong by default, immediate response is flustered, and slow response is intentional ... "You see, how comprehensive you are, what else can you make his response?
As for the concern about internal resources mentioned in the last section of the book, I think I have talked about it in detail. For internal resources, unlike customers, shopping malls are in full swing. After all, internal resources are our own salespeople. How to ask for the cooperation of resources to make them feel comfortable and willing to help you just depends on your personal cultivation, lifestyle and whether your lifestyle is in place. The most basic thing in good sales is to be a man. If resources can't even say thank you after helping you, what else can you say about external sales?