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