The ability of sales people is uneven, which makes managers very headaches. You must have heard an old saying: "Some people are born to be suitable for sales." They have indescribable sales talent. Examine these sales geniuses, which account for about 20% of all sales people, which we call "Eagles." Sometimes, these natural sales drivers are also called unconscious talents. They are good at selling, but if you ask them what the secret is, I am afraid they can't even tell them. This is a typical feature of unconscious talent.
We refer to another type of sales talent as Journey People, which accounts for about 80% of all sales people. These people are prepared, willing, and capable of selling, but they are totally different from the "eagle." General salespeople have the potential to be good salespeople, but the key to their success is to follow established processes and always want to know what to do next.
The eagle is flying high and the wind is blowing. They are unique and have a good performance. However, these sales geniuses alone are unable to achieve all of the performance we need. As for the part of the income that the eagle can't do, we have to find another way, which must be done by the general sales staff. The overall sales performance of a company depends on the success of most sales people, and we must help most sales people succeed. Figure 1.1 shows the difference between a good salesperson and a general salesperson.
What is the typical career of the "Eagle" salesperson? How do most companies treat their sales "eagle"? If your answer is "Promote them as sales managers," then you are right.
However, there are problems with this approach. After you promote an "eagle" to become a sales manager, those who don't know how or why they are successful usually cannot help their general sales staff. They usually simply say to their salesperson: "Look at me and do what I do." "Eagle" uses this management because they don't have a sales process to follow. After all, a sales process should not only tell the sales staff what to do, but also how to do it. To make matters worse, when a sales "Eagle" was promoted to a sales manager, there was one outstanding revenue and profit creator in sales capacity.
In the end, both the top management and the newly appointed sales manager will be frustrated because they can't create good results. Even if the top management does not take the initiative to propose a dismissal, these sales experts usually voluntarily resign and quit to other companies to re-do the old industry they are best at - sales. If your company has a similar situation, you must try to stop it. To stop making a wrong decision about promotion, you have to adopt an effective sales process.
The reason why I am so passionate about the sales process is that the "eagle" in sales is one of the important reasons. When you persuade a sales "eagle" to adopt an effective sales process, you will have the most powerful weapon in the world: he will become invincible. In addition, I am equally keen on the general sales staff and their demand for the sales process. Compared to a sales gurus who does not have sales process support, a general salesperson can win more opportunities after using a proven sales process. A good sales process allows general sales staff to follow the "Eagle" sales behavior, maximize personal sales performance, and learn how to become tomorrow's sales manager.
64% problemWill you assign the weakest salespeople to develop the most difficult customers? May not. However, I found that many companies have done the opposite. We call this challenge a "64% problem" (see Figure 1.2).
This argument refers to Geoffrey Moore's analysis in the book Crossing the Chasm. In this book, Moore proposes that buyers are divided into different market segments according to their behavior.
In Figure 1.2, the first category of buyers on the vertical axis is also known as the "Innovator" or "Early Adopter". These buyers account for about 20% of the market, and they usually want to take the lead in owning new products. This group of people is also the easiest to sell.
The second type of purchaser on the vertical axis is called a Pragmatist, a Conservative, or a Laggard. They account for about 80% of the entire market and are slower, more conservative buyers. Before making a purchase decision, they need to see other people's reference recommendations, confirmed results, and return on investment (ROI) analysis. This group of buyers is the most difficult target for sales success.
In the horizontal axis, there are two types of sales personnel: “Eagle†(20%) and general sales staff (80%). If you combine two types of buyers with two types of sales people into a typical matrix, you will get some interesting findings.
Look at the 64% of that quadrant, which is the challenge, and what we call the "64% problem," which is the part of the company that allows general salespeople to sell to the most challenging and difficult buyers. In other words, 64% of the time, you let the company not the top sales staff to face the most difficult customer population. Why should we continue to do this? It is not smart to do this. Whether it is a business or an individual, this self-deception stupidity should be stopped immediately, and the problem should be solved according to the sales process. I hope that you now believe in how important the sales process is.
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