Ron McFarlandのセールス・マネージメント（その１） セールスの面接と採用

情報デザインの齋藤信幸です。

以前、Ron McFarland氏の「営業プロセスのマネージメント」についてご紹介しました。

いすゞ自動車のトラック販売に用いた手法でした。

今回、ご紹介するのは、営業の採用から始まる営業人材の育成の話です。

「強力な営業チーム」を作るにはどうすべきか、それがテーマです。

自分の会社との考え方・仕組みの相違を中心に読んでいただければと思います。

とくに海外営業を行う方にはおに立つと思います。

Chapter #10: WHAT SALES MANAGEMENT IS

Over the years of travelling abroad, this program has always been the most fun for me. What it entails is how to manage the selling process among a group of salesmen explained in Chapter 8.

売れない理由
There are three reasons why sales people do not sell. (1) They do not know what to do. (2) They do not know how to do it. (3)Something or someone is interfering in the ability or desire to sell.

営業の見つけ方
In order to building a strong sales force, all three of these reasons must be addressed, and they are handled at different times when working with sales people. Addressing the first reason of not knowing the job should be handled right when the person is hired. You have to find the right people who are willing and able to do the job.

＜Hiring Salesman and presenting what the job is＞

Ronさんが作った二つのツール
The best time to explain the activities of a sales person’s job is at the point of recruiting. I offered two tools below for determining if a person has the right character to perform the activities required.

＜Interview Evaluation for Vehicle Sales Personnel＞

Candidate's Name:

Characteristic Not at all 　Developmental 　　Definitely
Empathy and concern for others 1 　　　　2 　　　　　　　　　3
Socially outgoing 　　　　　　　　　　1 　　　　2 　　　　　　　　　3
Leadership ability 　　　　　　　　　　1 　　　　2 　　　　　　　　　3
Reserved 　　　　　　　　　　　　　　　3 　　　　2 　　　　　　　　　1
NOTE: Above are just a few of the characteristics. There are about 20.

面接の後にこのツールで評価
After the interview, I would evaluate the person using the above sheet. I would give one, two or three points. Then, I would total them at the bottom. The higher the number is, the higher the chance of success on the job. This evaluation should be done by three people and then averaged to get a ranking.

I used another sheet, which looks at personality traits. Not all people are suited to be a salesman, and the interviewer must know which traits help and which do not help.

＜Personality Traits Important in Vehicle Selling＞

Factors That Help Sales Success Factors That Hinder Success
Has desire to be productive 　　　　　Has interest in artistic, creative, or aesthetic originality
Has spontaneity and energy 　　　　　Has distaste for moving around town
Has believability 　　　　　　　　　　Needs to be liked or popular
NOTE: Above are just a few of the traits.

ジョブディスクリプション。特に、外国人の雇用には必須。ここが日本企業はあいまい。
「いや、仕事なんてすぐ変わるよ」「いろんな仕事をやってもらうから」・・・これが問題を起こすのです。
グローバルビジネスでの注意点です。
During the interview, the candidate should receive a clear job description of what he is to do on the job activity by activity. This should be in writing not just verbal. For a vehicle salesman, all the selling steps explained in Chapter 8. You want to make sure the person knows what activities he should be involved in and what he need not do. I have heard that some interviewer have successful candidates sign an agreement that they will perform those activities.

If the person has the desire, personality traits and character, to do these activities in the job description as above, he should be hired.

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グローバルリーダー協会のブログはここ。グローバル営業Ron McFarlandの自叙伝を公開中。

齋藤信幸のロングステイはここ。
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Ronさんの営業ステップ#1１ 顧客のフォローアップ

Ronさんの営業もこれが最終ステップです。

トラックの営業と生産財の営業とでは相違点もありますが、役立つ共通点もありました。

Ronさんの営業は、一つの案件に対して１１のステップをマネージしていく営業プロセスマネージメントの考えであり、営業プロセスを定義し管理する『理詰めの営業』と基本的な考え方は同じです。

しかし、『理詰めの営業』では、コンプレックスセールスを扱うため、情報量も多くそれを整理するツールを用意しています。

次の四半期に向けて、もう一度、情報を整理されることをお勧めします。

＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊

STEP #11 OWNER FOLLOW-UP:　顧客のフォローアップ

Owner follow up (after the sale follow-up) is extremely important for the salesman, as it will make his job easier in the future.

その目的は
(1) He will insure the customer is satisfied with him. (2) He many get repeat business from this customer. (3) He may get referrals from his customers. (4) He can use his satisfied customers as testimonials. Simply, it will help make future sales easier.

礼状の送付
After delivery, the salesman should mail a thank you letter to the customer with the photograph taken during the delivery. Transfer all relevant information from the customer contact planner system to the product owner follow-up system. Now days, this can all be done by computer and the computer will tell the salesman when and why he should contact the customer next time. There is very good customer contact management software on the market that is very inexpensive.

引渡し一週間後の電話連絡
One week later the delivery, the salesman should call the customer to insure the product is being used correctly, and if there are any problems.

定期的な連絡
The salesman should regularly contact the customer (every 3 months to a year) to maintain contact. The salesman must determine what is appropriate and learn from how the customer reacts with each contact. Does he appreciate it or dislike it? If he likes it, you can not only create a good referral source but build a friend as well. If he dislikes the contact, maybe fewer contacts or contact by mail would be appropriate.

「おたくの製品良くないよ」と言われた時の対応で分かる営業の資質
Some people love selling and some hate it, and there is a lot of psychology is selling. If a customer says to a salesman that his product is no good, the salesman can react in three ways. He can say, “No it isn’t”, and get in a fight. He can say, “I know. How did you find out?” and lose the sale. Or he can ask the customer why he says that. The customer may know something that the salesman does not. The customer will have to justify his statement. Most of the time, it is based on wrong information or not based on any facts at all. In this example, and in many others, the salesman has to control his emotions, and some people can’t seem to do it. If you can handle the rejections and still maintain positive, you can continue to do the activities in the selling process and be successful in selling.

ものを売るだけではなく、奉仕する
I have built many careers in teaching this selling process worldwide and with its success, this seminar has provided me the opportunity to travel to well over 60 counties globally. It would be the vehicle I would use to bring the world together, as I would be teaching sales people to not only sell to the world, but serve the world as well.

Ronさんの自叙伝から。いすゞ自動車のトラックの海外販売の手法。

先日、友人のRon McFarland氏がグローバルリーダー協会のブログに掲載を始めたことをお知らせしました。

その自叙伝が、丁度、Ronさんのライフワークとなった海外営業の章になりましたので、ご紹介したいと思います。

販売する製品はいすゞ自動車のトラックです。『理詰めの営業』とは関わりのないRonさん独自の営業手法ですが、同じくより良い営業を目指すものとして読むといくつかの気付きを得ることができます。また、『理詰めの営業』ならこうするというところもあります。

英文での掲載ですが、海外営業を目指す方にとっては、必要な英語のレベルを把握するのにもお役に立つのではと思います。

では、ご興味のあるかたはじっくり、ゆっくり読んでください。

ちなみにRonさんの営業ステップは11あり、次回から各ステップをご紹介します。

また、Ronさんの事情伝を最初からお読みになりたい方は、こちらを。

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Chapter #8: WHAT SALES TRAINING IS

Ronさんが20年間言い続けてきたこと。
When I look back, I wonder why my training carried the value it did and was as durable as it was. A song is only on the charts for a few weeks, and here I am saying the same thing for almost 20 years.

ゴール自体が大事なのではない
After doing all the studies on selling and writing on the subject, I came up with ten steps to selling. Each step is an activity or series of activities. We have all heard the expression, “We are goal oriented, not activity oriented.” Well, I can’t disagree with that statement, but it is not compete. It ignores the activities required to achieve the goal you want to achieve. I believe once the goal is set, all the attention should be on the activities required to achieve the goal. 90% of one’s attention should be on the activities required to achieve the goal, not the goal itself. The goal should be set initially and occasionally evaluated to confirm its value. Other than that, all the attention should be on the activities as I see it. If highly successful activities have been developed, evaluated and proven, one should use them as much as possible. An example is Toyota’s production system. The production lines are set up so the production worker does not have to think. They just follow very precisely determined activities. Well, I developed selling activities with that same belief in mind.

自分でどうにもならないことを嘆いても
Too often I hear sales managers pressuring sales people about making their sales target and to make their assigned quotas. They talk about the competition. They talk about inflation and pricing concerns. They talk about new technology challenging the current product range. They talk about the strength and/or weakness in the economy. They talk about supplies and importing problems. Discussions on these subjects can go on for hours to no conclusion. For a retail sales person, all of these factors are totally out of his control, and he walks out of the room with a sales goal but feels completely helpless.

誰もが実施できるセールスプロセス
So, I tried to write a sales training seminar on activities that will be most helpful to produce the sales goals set. I wanted to write activities, I as a sales manager could order someone to do. I cannot order someone to sell because of the factors above, which are out of a salesman’s control. Each of my 11 steps is within the person’s control.