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。

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

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.

2015年上期も一か月を切りました。さて、あなたのアクションは？

多くの企業が２０１５年度上期の終了を向かえていることと思います。

売上に余裕のある営業は、今月無理に注文を取らないで来月に持っていこうと考えていることでしょう。

一方で、売上未達成の営業は、あと4週間でなんとかクローズしなければなりません。売上未達成では、営業を外されるかもしれません。外資系にいた私も、四半期ごとのプレッシャーはかなりありました。

各案件は、「理詰めの営業」で最初に作った営業ステップのどこにあるのでしょうか。あと4週間でクローズできる案件は、最終ステップに近いものに限られるでしょう。それを見極めた上で、

・手持ちのリソース（社長、役員、上司）を最大限に活用して顧客を説得。
・顧客の最終意思決定者にダイレクトに会い、決裁してもらう。そのために、短時間で琴線に触れるプレゼンを準備。決裁と同時に関係部署に発注の手続きを取るように指示も出してもらう。
・今月中の発注を条件に値引き。そのためにはある程度値引きの余地を残してあることが前提。
・発注が決まっていて顧客の事務処理が遅い場合は、納期に影響を与える等伝えてプッシュ。例えば、生産のキャパが限られているので今ある製品は他の顧客に回ってしまうなど。

などのアクションを取りましょう。

これらができるか否かは、各案件の状況を社長・役員・上司等が共有化していて、かつ、関係顧客を十分に理解し顧客と良好な関係が構築できているかにかかっています。

「理詰めの営業」の各種分析とそれに対するアクションが取れているかどうかなのです。