【本周期刊】别看现在，你的销售文化差距正在扩大(3)

As HBR suggests, the sales culture gap exists because the sales force is singing out of a different hymnal than the company’s other customer-contact teams. I refer to the people on those other teams, collectively, as Customer Relationship Professionals, or CRPs. CRPs work in functions with names like customer service, technical support, marketing, and many others. But, their ultimate job is to forge stronger relationships with customers. Trouble is, almost nobody even tells them that, much less trains them to do their ultimate job effectively. Small wonder there is so little synergy between the sales and support teams.

正如《哈佛商业评论》所指出的，销售文化的差距之所以存在，是因为销售团队的唱腔与公司其他客服团队不同。我指的是其他团队中的人员，统称为客户关系专业人员或CRPs。CRP的职责包括客户服务、技术支持、市场..等。但是，他们最终的工作是与客户建立更牢固的关系。问题是，几乎没有人告诉他们，更不用说训练他们有效地完成他们的最终工作。难怪销售团队和支持团队之间的协同作用很小。

That is the reason there’s a gap. But, why is the gap growing today? Mainly because of the internet. Yes, as everyone can and does tell you (ad infinitum), buyers obviously have access to far more information about products and services, thanks to the internet. But, nobody talks about why and how that fact widens the sales culture gap. Here is my take on the situation:

这就是存在差距的原因。但是，为什么现在的差距还在扩大呢?主要是因为互联网。是的，正如每个人都可以并确实的告诉你，由于互联网，买家显然可以获得关于产品和服务的更多信息。但是，没有人谈论互联网为什么或者如何扩大销售文化差距。以下是我对这种情况的看法:

1.Because it is so easy to find out more about a product than anyone ever wanted to know, the days of the company representative as the fount of product knowledge are over. Just knowing some facts about your product isn’t nearly good enough anymore.
1、因为很容易找到关于产品的信息，公司销售代表作为传递产品信息的唯一来源的日子已成过去时。仅获得产品的一些情况已经远远不够。

2.Yet, with an internet-educated buyer, it is more challenging for sales reps or other employees to “add value” to your products and services than in the past. In the B2B world, if you want to hit revenue targets and generate customer loyalty, every employee who comes into contact with your customers must be able to identify creative ways to add value to your products.
2、然而，对于一个受过互联网教育的买家来说，销售代表或其他员工比过去更能为你的产品和服务提供“增值”。在B2B领域，如果你想达成收入目标并获得客户忠诚度，那么与你客户接触的每一位员工都必须能够找到创造性的方式来为你的产品增值。

3.Because buyers know more, the value-add game your customer-contact people are playing is elevated to a higher, tougher level. The value perception is less about facts and more about solutions that are specific to the customer’s situation. Solutions are created when unique customer needs are married with your company’s capability.
3、因为买家了解的更多，你的客户联络人玩的增值游戏被提升到了一个更高、更严格的水平。价值观念不是关于更多的事实，而是针对客户的具体情况。当特殊的客户需求与公司能力相结合时，就会获得解决方案。

4.If your sales and service people can’t figure a way to be valuable, why would you keep them on the payroll? With no added value, you’re merely pushing commodities. You could let your website handle commodity transactions, and save a bundle on employee costs.
4、如果你的销售和服务人员无法找到一种有价值的方法，为什么还要雇佣他们呢?如果没有附加价值，只是在推销商品。那你可以直接让你的网站处理来商品交易，并节省大量员工成本。

In short, it is far more important today that both your sales team and your service teams know how to add a level of value that the internet cannot. You’ll need to train your teams to do this—and to do it consistently. In other words, sales training is no longer enough; you must train your support people, too. Never forget that these employees typically interact with customers more often than salespeople do.
简而言之，今天更重要的是，您的销售团队和服务团队都知道如何加强互联网无法提供的增值价值。你需要训练你的团队来做到这一点——并且要始终如一地做到这一点。换句话说，单单销售人员..已经不够了，你必须训练你的支持团队。永远不要忘记，这些员工通常比销售人员更频繁地与客户打交道。

Your work force must be able to differentiate your products in the mind of the customer. That is the only thing that will keep you out of the commodity business. If you don’t have a way for everyone to learn how to do this, you’ll inevitably wind up with a deep and wide sales culture gap. Solving this problem is not only profitable, it’s critical to survival.
你的员工必须能够在客户的心目中区分你的产品。这是唯一能让你远离商品业务的东西。如果你没有办法让每个人都学会如何做到这一点，你将不可避免地面临广泛的销售文化差距。解决这个问题不仅有利可图，也对生存至关重要。

Action Selling in Action
行动销售 实践案例

Supply Chain Services of Stillwater, Minn., sells barcode scanning and printing equipment to the manufacturing and warehousing industries. Chief operating officer Dave Green and CEO Chip Emery originally went looking for sales training for their sales force. Then they decided to expand training to everyone in the company. Here, in Green’s words, is their story:
明尼苏达州斯蒂尔沃特的供应链服务公司向制造业和仓储行业销售条形码扫描和打印设备。首席运营官戴夫•格林(Dave Green)和首席执行官奇普•埃莫里(Chip Emery)最初为他们的销售团队寻找销售..。之后他们决定把..扩大到公司的每个人。这是来自格林的分享故事：

“To hit the growth goals we were aiming at, we felt that we needed a culture change. We wanted to develop a sales language that we all could speak. We decided to train our sales team on Action Selling and to include everyone else in the Action Selling CRP training program—sales, administration, technicians, marketing, and even our CFO. We expected to get a 20 percent lift in sales. We actually got more like 60 percent our first year following training.”
“为了实现我们的增长目标，我们觉得需要改变文化。”我们想开发一种大家都能说的销售语言。我们决定对我们的销售团队进行行动销售..，并将其他所有人纳入行动销售CRP..计划中，包括销售，管理，技术人员，市场..，甚至我们的首席财务官。我们预期销售额将增加20%。实际上我们在训练后的第一年里我们的成绩实际达到了60%。”

“Action Selling and CRP training have boosted the sales confidence of everyone in our company. Imagine an employee who is 20-something years old meeting with the CEO of a half-billion-dollar company and having the confidence to recommend what that CEO should do. We win just about every deal when we team up and use what we’ve learned from the training.”
“行动销售和CRP..提高了我们公司每个人的销售信心。想象一下，一名20岁左右的员工与一家价值5亿美元的公司的首席执行官会面，并很自信的建议CEO应该做些什么。当我们合作并使用我们从训练中学到的知识时，我们几乎赢得了每一笔交易。

“It’s a pretty radical idea to train everyone in a company to be effective at selling. But so is growing a company by 60 percent per year.”
“..公司里的每一个人都能有效地进行销售，这是一个非常激进的想法。每年增长60%的公司也是如此。”

* For information about how to make sales training pay huge dividends, contact us at 0755-88265430,88261982.

有关如何使销售..获得丰厚回报，欢迎致电我们：
0755-88265430，88261982。

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