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.
**************************************************************************************************************************
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。
**************************************************************************************************************************
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.
**************************************************************************************************************************
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。
**************************************************************************************************************************
