孙子兵法之如何领导销售团队.ppt

1,SunTzuandtheArtofSalesLeadership孙子兵法之如何领导销售团队，创造非凡业绩,2,TopSalesPeopleDontNecessaryBecomeGoodSalesManagers.Why?卓越销售员不一定就是优秀的销售经理。为什么？,3,ElementsofEffectiveSalesLeadership销售领导力的主要因素,DutiesandResponsibilitiesofaSalesManager销售经理的职责FormulatingSalesStrategies拟定销售战略LeadershipStyles领导风格Motivation团队激励CoachingforPeakPerformance获得高绩效的教练技巧,4,DutiesandResponsibilitiesofaSalesManager销售经理的职责,ElementsofEffectiveSalesLeadership销售领导力的主要因素,5,ExactlyWhatDoesaSalesManagerNeedtoDo?,销售经理究竟需要做些什么？,6,DutiesandResponsibilitiesofaSalesManager销售经理的义务和责任,Directsandcontrolsothersinabusinessunit在商务单位指导并支配他人Practicalintelligence学以致用的能力Analyticability分析能力Training/coachinginastructuredsetting有系统地给下属培训或辅导Makesjointcalls一起去拜访客户Makesformalpresentations做正式的陈述Takesinitiativeinabusinessunit主动性强Profitconsciousnessinamanagementrole从管理角度具有盈利意识Focusedonquantitativeresults关注于可量化的成效,7,HowwouldyourateyourselfasaSalesLeader?如何评估你的销售领导能力？,Ranktheabovefactorsfrommosttoleastimportanttoyourjob按照你的工作性质，给以上论点按照重要性顺序排列Fromascaleof0-10,howdoyourateyourself?如果以1-10分的标准，1分为最差，10分为最好，您会为自己打几分？Whataresomeofthechallengestobeabetterleader?成为一名优秀领导者的挑战有哪些？Howcanyouovercomethesechallenges?你应该如何应对这些挑战？,8,ElementsofEffectiveSalesLeadership销售领导力的主要因素,DutiesandResponsibilitiesofaSalesManager销售经理的职责FormulatingSalesStrategies拟定销售战略,9,ManagementbyObjectives目标性管理,WhatisStrategy?什么是战略？,10,The3ComponentsofWinningStrategies成功战略的3大组件,TheGoal/Objective目标TheResourcesNeeded所需资源TheResponsesfromCustomersandCompetitors客户及竞争对手的反应,11,胜兵先胜而后求战，败兵先战而后求胜,Thevictoriousarmyplansforvictorybeforefighting,thevanquishedarmyfightsbeforeplanningforvictory,12,业绩企业之命脉，死生之地，存亡之道，不可不察也。,Sales.thelifebloodofacompany,amatteroflifeanddeath,survivalorextinction.Indeed,somethingthatneedstobestudied,appliedandre-modifiedconsistently.,13,FormulatingYourStrategy拟定战略,道：企业之愿景也TheWay/Vision天：时事大环境也TheClimate地：市场、区域、客户群体、实地情况也TheGround将：销售领导能力也TheLeadershipandPeople法：方法、技能也TheMethodsandProcesses,14,道：TheCommonVision,Whydoweneedtorealisethisvision?我们为什么需要实现这个愿景Howdowegetbuy-inforthisvision?我们如何产生共鸣并获得认同？Whatsinitforus?“对我们有什么益处？”,15,16,天：TheClimate(GatheringInputs),Extenalfactorsbeyondourcontrol在我们控制范围以外的大环境Political.Economical.Social.Technological.factors政治、经济、社会、科技因素Lookforpatternsandanomalies寻找规律及反常现象,17,地：TheGround(GatheringInputs),Extenalfactorswithinourspanofinfluence在我们影响范围以内的实地情况OurS.W.O.T.我方的优势、弱项、契机、威胁OuradversarysS.W.O.T.对方的优势、弱项、契机、威胁Lookforpatternsandanomalies寻找规律及反常现象,18,知己知彼，百战不殆,KnowThyselfandThyAdversary,AHundredBattlesFoughtandNotImperilAny,19,将：TheLeadership(Decide),Aretheleadersempoweredtomakethedecisions?领导可有决策权？Dotheyhaveaccesstotherightinformation?他们可有获得正确的信息？Cantheymaketherightdeductions?他们能否做出正确的判断？,20,不知三军之事而同三军之政，则军士惑矣,IfacommanderdoesnotunderstandthekeyissuesofthebattleANDhisownarmyBUTgivescommands,hissoldierswillbeconfused,21,不知三军之权而同三军之任，则军士疑矣,IfacommanderisgiventheresponsibilitybutNOTtheauthority,hissoldierswilldoubthiscommands,22,将能而君不御者胜,Therulerwhodoesnotinterferewithcapablegeneralsshallwinthewar,23,法：TheMethodsandProcesses(Implement),Howshallwerolloutourplans?我们该如何实施？Aretherefeedbackmechanismsinplace?实施过程可有反馈机制？Canwemakeadjustmentsasthesituationdemandsit?我们该如何按照时势作出调整？,24,改变中的环境TheChangingEnvironment,客户现在跟五年前相比有什么区别？Whatarethedifferencesincustomersnowcomparedto5yearsago?客户五年后跟现在对比又将有什么区别？Whatwillbesomeofthedifferencesincustomers5yearsfromnow?,25,凡战者，以正合，以奇胜,Inwar,useconventionalmethodstogetyourarmyorganised,butuseunconventionalmethodstoachievevictory,26,WhatDoCustomersExpectfromSalesPeople?客户对销售员有什么期望？,Bepersonallyaccountableforcustomersresults为客户的绩效承担个人责任Understandcustomersbusiness了解客户的商务模式Proactivelyprovideadviceforcustomers主动为客户提出建议Suggesttherightsolutionsthatsolvecustomersproblems提出能解决客户困惑的有效方案Beeasilyaccessible客户能随时联系上Becreativeinrespondingtocustomersneeds能为客户的需求提出有创意的解决方法,Source:HRChally,27,BlueOceanvs.RedOceanStrategy蓝海vs.红海战略,TraditionalCircusvs.CirqueduSoleil一般马戏团vs.太阳马戏团TraditionalBakeryvs.BreadTalk一般面包店vs.面包新语TraditionalComputersvs.Dell一般电脑企业vs.戴尔电脑Ordinaryvs.iPods一般MP3机vs.iPodNormalMotels/Hostelsvs.HomeInns/Motel168一般招待所vs.如家/莫泰,28,ElementsofEffectiveSalesLeadership销售领导力的主要因素,DutiesandResponsibilitiesofaSalesManager销售经理的职责FormulatingSalesStrategies拟定销售战略LeadershipStyles领导风格,29,WhoAreSomeofTheLeadersinYouAdmire谁是你你最仰慕的领导们,Whatmakesadmirethem?你为什么会仰慕他们？,30,HowdoyoumeasureLeadershipEffectiveness?,您将如何衡量领导力的绩效？,31,SunTzus5CriteriaforLeadership孙子兵法将者5律,智IntelligenceandWisdom信TrustandRespect仁Compassion勇Courage严DisciplineandControl,32,智IntelligenceandWisdom,AnalyticalIntelligence分析能力Understandstrendsandnumbers了解趋势与数字Goodatproblemsolving善于解决问题Drawsaccurateconclusions达到准确的判断PracticalIntelligence学以致用的能力Understandswide-rangingknowledge学识渊博Knowswheretolookfortherightinformation知道如何找寻信息Identifiestherightcontextfortherightapplication知道在什么场合运用什么方式来解决问题CreativeIntelligence创造力Seesnewperspectivesthatothersdont看到他人所看不到的观点Thinkslaterally侧向思维Generatesinnovativesolutions营造创新方案,33,信TrustandRespect,Trustintheleadersdecisions信任领导的决策Trustintheleadersintentions信任领导的意图Authorityisgiven,butrespectisearned权利是加于的，但尊重是赢取的Leadbyexample以身作则,34,仁Compassion,Understandstheneedsandaspirationsofyourteammembers了解各个队员的需求及奋斗目标Makeseachsalespersonthebestsalespersonshecaneverbe让每一个销售队员成为最优秀的销售员,35,勇Courage,Makingdecisionsthatteammembersdislike作出让团队不高兴的决策Makingdecisionsthatmanagementdislikes作出让管理层不认同的决策Takingaction付出行动,36,严DisciplineandControl,Todisciplineothers,disciplineyourselffirst严己宽人ControlisALSOaboutcatchingotherdoingtheRIGHTthings监控也包括“抓”到对方做对事,37,HowGoodLeaderscanAddValue优秀领导者是如何增加价值的,Gettingteammemberstogotheextramilewillingly让队员自愿地作额外的付出（行千里而不劳者，行于无人之地也）Inspireteammemberstogeneratemorecreativesolutions启发队员，使他们能够更富有创意地解决问题Motivatingteammemberstotakeinitiativewiththeappropriateactions激励队员，使他们能够自主地采取合适的措施与行动,38,ElementsofEffectiveSalesLeadership销售领导力的主要因素,DutiesandResponsibilitiesofaSalesManager销售经理的职责FormulatingSalesStrategies拟定销售战略LeadershipStyles领导风格Motivation团队激励,39,AreSalesPeopleMotivatedbyMoneyOnly?销售人员是否只会被金钱所激励？,IfNot,WhatElse?如果不是，那还有什么能激励销售人员的呢？,40,WhatMightMotivateSalesPeople?什么能够激励业务员？,Money金钱Achievement成就Recognition认可Relationship关系Prestige声望Goodenvironmenttogrow良好成长环境Autonomy自主自由Purpose有所目的Others其他,41,Brainstormingyourmotivationplan如何激励你的团队的脑力风暴,Increaseincentivesandcommissions增加奖金与佣金Introduceacompetition引进销售竞赛Giverecognitionfortherightbehaviour针对正确的行为给于赞赏Givethemabright,positivefuturevisioniftheysucceed给他们画一幅非常辉煌的愿景,42,WhatREALLYMotivatesPeople什么真正能够激励他人,Consequence后果,43,TypesofConsequences不同的后果,Positive正面Immediate立刻Certain明确Negative负面Immediate立刻Certain明确Positive正面Immediate立刻Uncertain不明确Positive正面Future未来Certain明确Negative负面Future未来Certain明确Negative负面Immediate立刻Uncertain不明确Positive正面Future未来Uncertain不明确Negative负面Future未来Uncertain不明确,Source:DanielsAllcamaderieandnopunishmentwillhavepoordiscipline,45,Re-ConfiguringYourSalesIncentives重新设计你的销售奖金制度,Rewardmoreforimprovementsinsalesperformance,andlessformerere-ordering增加对销售绩效有所提高的奖金，而减少一般重复购买的奖金Implementgroupbonusesifteamworkisneeded如需鼓励团队合作，实施团队奖金Giverecognitionforimprovementinsalesprocesses针对销售流程及技巧的改进给于认可与赞赏,46,WhyGiveRecognition?为何要给于赞赏？,47,RecognitionofDailyAchievements日常赞赏,Frequent要经常Findoutthesmallcontributionsofstaffintheirdailywork在日常小事里面找到员工的小小贡献Specific要具体Thankyouforputtingtheeffortinthetrainingmaterials.Youwereabletogettheinnovatorstoagreetooneanotherangetthecontentoutontime.Greatjob!“谢谢你在新培训教材中所付出的努力。你能把创新者们聚到一块，在内容上达到一致，而且这么短的期限你也能达到。干得好！”Timely要及时,48,RecognitionofOutstandingAchievements卓越赞赏,Value价值Greatresults重大成绩Innovative创意Improvementinsalesperformance提升销售额Impact影响力Initialproblems当时存在的问题或机遇Actionstaken所采取的行动Results行动的结果Valuetothecompany给公司带来怎样的价值Personalised个性化,49,故合之以文，齐之以武，是谓必取,Towin,usereasontouniteyourpeople,andusedisciplinetoimplementyourstrategies,50,DefinitionofCulture文化的定义,Thingspeopledounconsciously人们无意中做的事情,51,CorporateValuesvs.Culture公司的价值观Vs文化,Whataresomeofyourcorporatevalues?你所在公司的价值观有哪些？Doesyourstaffunconsciouslydisplaysuchvalues?你的员工是否在无意中体现了该价值观Whyisthatso?为什么会这样？,52,CorporateValuesvs.Culture企业价值观vs企业文化,Culturederivesfrommanypeoplehavingthesamehabit文化的根源在于有很多人有着相同的习惯Whathabitsdoyouwantyourteamtodevelop?你希望你的队员培养哪方面的习惯？Howdoyoudoso?你该怎么执行？,53,创建你的领导文化CreatingYourLeadershipCulture,行为Behaviour,反应Response,期望Expectation,效果Effect,54,创建你的领导文化CreatingYourLeadershipCulture,行为Behaviour,反应Response,期望Expectation,效果Effect,文化Culture“这里做事的方式”“thewaythingsaredonearoundhere”,55,PositiveFeedback正面反馈,Context情景Action行为Result结果,56,CorrectiveFeedback纠正反馈,Context情景Actualaction实际行为Result结果Expectedaction预期行为Result(enhanced)结果（优化）,57,WhyNotBuildaHigh-PerformingSalesTeamInstead?为什么不组建一个优秀的销售团队取而代之？,Comparethebestperformingsalesperson(s)withtherest(themiddleandworstperforming)inyourcompany在公司内部将业绩最好的销售人员（们）与其他销售人员（业绩平平或最差的销售人员）进行比较FindoutwhatarethequalitiesorbehavioursthatareONLYpresentinthebestpeople,whichtherestarenotdoing找出前者身上独有的（或后者身上缺乏的）素质或工作方法,58,WhyNotBuildaHigh-PerformingSalesTeamInstead?为什么不组建一个优秀的销售团队取而代之？,Structuretheinterviewprocesseswhereyoulookforpastperformancewherebythecandidatehasdemonstratedsuchidealqualitiesorbehaviours回顾在过去的招聘过程中能够显示应聘者此类优秀素质或工作方法的环节，并对其进行强化Ifthequalitiesorbehaviourscanbelearnt,structureyoursalestrainingsuchthateveryoneonyourteamcanlearnandinternalisethem如果这些优秀素质或工作方法可以通过学习来获得，那么强化销售培训，使得团队每个成员都掌握它们,59,MotivatingStaff激励员工,HappyStaffvs.HungryStaff快乐的员工和饥饿的员工Whowillbemoremotivated?谁更有工作动力？Thequestionishowwekeepstaffhungry问题是我们如何让员工保持饥饿Atthesametime,weneedtofeedthemaswell同时，我们要喂养他们Whatdowefeedorstaffwith?我们该如何喂养他们呢？,60,ElementsofEffectiveSalesLeadership销售领导力的主要因素,DutiesandResponsibilitiesofaSalesManager销售经理的职责FormulatingSalesStrategies拟定销售战略LeadershipStyles领导风格Motivation团队激励CoachingforPeakPerformance获得高绩效的教练技巧,61,WhoistheBestSalesPerson?哪位是最优秀的业务员？,62,WhoistheBestSalesPerson?哪位是最优秀的业务员？,63,WhoistheBestSalesPerson?哪位是最优秀的业务员？,64,WhoistheBestSalesPerson?哪位是最优秀的业务员？,65,WhatwillbeYourAdvicetoSalesmanA,BandC?你会给业务员A、B及C什么建议呢？,66,ChallengesinSalesManagement销售管理遇到的挑战,Lessthan15%ofsuperstarsalespeoplesucceedinmanagement少于15%的顶尖销售人员能够成为称职的经理Mostpeopleleavetheirjobsbecausetheycouldnotgetalongwiththeirsupervisors大部分离职的员工都是因为无法与上级融洽相处而这么做的Only19%ofeffectivenewbusinessdevelopersareeffectiveatmaintaininglong-termcustomers只有19%的新客户开拓人员能够与客户保持长远良好关系Lessthan15%ofkeyaccountmanagersarecomfortabledevelopingnewbusinesses只有15%的客户经理对发展新客户感到适意,67,ChallengesinSalesManagement销售管理遇到的挑战,Nearly65%ofsalespeoplewhofailcouldhavesucceededintherighttypeofsalespositionfortheirskills将近65%的表现欠佳的业务员能在更合适的销售岗位上创造更优越的业绩Nearly70%ofstrongcustomersupportandservicestaffareabletomaintaincustomerrelationships将近70%的客服人员能够与客户保持良好长久关系60%ofsalespositionfailuresarerelatedtoindividualswiththewrongskillsfortheposition60%的销售人员无法胜任其职是因为个人技能与岗位不匹配,68,CaseStudy2案例2,Samisanewsalespersonandshowedalotofpromiseduringhisinitialtrainingwiththecompany.Whenhewentonhiswork,healsoputinlotsofeffort.Still,after3months,therewasntanyresultsgenerated.Whatwouldyoudo?Sam是一位新业务员，并在入职培训的时候表现优异。他正式工作时也非常投入。但在三个月以后，他仍然没有任何业绩。你会怎么做？,69,“Doingthesamethingoverandoveragainandexpectingdifferentresults.”“重复做同样的事情却期望不同的结果”,DefinitionofInsanity愚痴的定义,70,CaseStudy3案例3,Susanwasoneofyourbettersalespersons.Unfortunately,shehasntbeenproducingmuchresultslately.Whenaskedaboutherperformance,sherepliedthatthecustomersjustneedalittlelongertimetomakethedecisionthisyear.Whatwouldyoudo?Susan是你团队里较为优秀的业务员。不幸的是，她最近业绩欠佳。当你问她情况时，她说客户今年会比以往需要更长一点的时间作决定。你会怎么做？,71,ActiveListening聆听,Alwaysallowtheotherpersontofinishtalkingbeforepassinganyjudgments待别人叙述完再阐明自己的观点Askclarifyingquestions让别人阐明问题Listenwithyourears,eyesandemotions使用你的耳、眼及感觉来聆听,72,CaseStudy4案例4,Simonhasbeenintouchwithaprospectforquitesometime.Hehasseentheirdecisionmakers,theirtechnicalbuyersandevenend-users.Whileresponsesarepositive,therewasnofurtherprogress.Whatquestionswouldyouask?Simon跟进了一家客户已经有段时间。他一见过对方的决策者、技术人员甚至使用者。尽管反馈良好，但始终裹足不前。你会向他提问什么问题？,73,BadSalesHabits不良的销售习惯,Complainingtoomuchanddoingtoolittle满腹牢骚却无所行动Talkingtoomuchandaskingtoolittle说得太多，问得太少Noeffortt