【本周期刊】別看現在，你的銷售文化差距正在擴大

DON’T LOOK NOW, BUT YOUR SALES CULTURE GAP IS GROWING. 別看現在，你的銷售文化差距正在擴大。

Every
business leader wants a productive, efficient, and effective sales
organization—one that consistently hits quota. So why do recent studies
suggest that two-thirds of sales reps fail to hit quota? Why do 65% of
B2B companies tell Aberdeen Research that their #1 challenge is sales
productivity?每個商業領袖都想要一個多產、高效的銷售團隊——一個始終能達成指標的團隊。那麼，為什麼最近的研究表明三分之二的銷售代表未能達到指標呢?為什麼65%的B2B公司告訴Aberdeen 研究公司他們最大的挑戰是銷售效率呢?A
study by the Harvard Business Review on the problem with sales
productivity isolates 「sales culture」 as the most important criteria
determining a highly productive company. HBR’s research further
indicates that the factor determining whether a company achieves a
high-performing sales culture is the company’s ability to align all
customer-contact employees with a common culture based on an effective
customer-communications strategy.《哈佛商業評論》針對銷售效率問題所做的一項研究，將「銷售文化」視為決定高績效企業的最重要指標。HBR的研究進一步表明，決定一家公司是否達到高績效的銷售文化的首要因素是，公司是否能以有效的客戶溝通策略使所有客戶、員工的共同文化保持一致。HBR
defines 「alignment」 as clarity of vision, strategy, and shared
behaviors. Without alignment among customer-contact teams, companies
cannot avoid a gap in their sales culture. That gap ultimately damages
sales productivity. Today, the gap is widening.HBR將「對齊」定義為願景、策略和共同行為的清晰度。如果客戶聯繫的團隊沒有一致性，公司就無法避免銷售文化的差距。這種差距最終會損害銷售效率。如今，這種差距正在擴大。In
fact, I would argue that this is the most important time in the history
of selling for the advent of a healthy and effective company-wide sales
culture. Some of the best-run companies in America agree with me—and
they are doing something about it.事實上，我想說的是這是銷售史上最重要的時刻，一個健康、有效的公司銷售文化出現了。美國一些經營最好的公司也同意我的該觀點——他們正在為此做些什麼。

THIS IS THE MOST IMPORTANT TIME IN THE HISTORY OF SELLING FOR THE ADVENT OF A HEALTHY COMPANY-WIDE SALES CULTURE.

這是銷售史上最重要的時刻，標誌著健康的全公司銷售文化的到來。

As
HBR suggests, the sales culture gap exists because the sales force is
singing out of a different hymnal than the company’s other
customer-contact teams. I refer to the people on those other teams,
collectively, as Customer Relationship Professionals, or CRPs. CRPs work
in functions with names like customer service, technical support,
marketing, and many others. But, their ultimate job is to forge stronger
relationships with customers. Trouble is, almost nobody even tells them
that, much less trains them to do their ultimate job effectively. Small
wonder there is so little synergy between the sales and support teams.正如《哈佛商業評論》所指出的，銷售文化的差距之所以存在，是因為銷售團隊的唱腔與公司其他客服團隊不同。我指的是其他團隊中的人員，統稱為客戶關係專業人員或CRPs。CRP的職責包括客戶服務、技術支持、市場行銷等。但是，他們最終的工作是與客戶建立更牢固的關係。問題是，幾乎沒有人告訴他們，更不用說訓練他們有效地完成他們的最終工作。難怪銷售團隊和支持團隊之間的協同作用很小。That
is the reason there’s a gap. But, why is the gap growing today? Mainly
because of the internet. Yes, as everyone can and does tell you (ad
infinitum), buyers obviously have access to far more information about
products and services, thanks to the internet. But, nobody talks about
why and how that fact widens the sales culture gap. Here is my take on
the situation:這就是存在差距的原因。但是，為什麼現在的差距還在擴大呢?主要是因為互聯網。是的，正如每個人都可以並確實的告訴你，由於互聯網，買家顯然可以獲得關於產品和服務的更多信息。但是，沒有人談論互聯網為什麼或者如何擴大銷售文化差距。以下是我對這種情況的看法:

1.Because
it is so easy to find out more about a product than anyone ever wanted
to know, the days of the company representative as the fount of product
knowledge are over. Just knowing some facts about your product isn’t
nearly good enough anymore.1、因為很容易找到關於產品的信息，公司銷售代表作為傳遞產品信息的唯一來源的日子已成過去時。僅獲得產品的一些情況已經遠遠不夠。2.Yet,
with an internet-educated buyer, it is more challenging for sales reps
or other employees to 「add value」 to your products and services than in
the past. In the B2B world, if you want to hit revenue targets and
generate customer loyalty, every employee who comes into contact with
your customers must be able to identify creative ways to add value to
your products.2、然而，對於一個受過互聯網教育的買家來說，銷售代表或其他員工比過去更能為你的產品和服務提供「增值」。在B2B領域，如果你想達成收入目標並獲得客戶忠誠度，那麼與你客戶接觸的每一位員工都必須能夠找到創造性的方式來為你的產品增值。3.Because
buyers know more, the value-add game your customer-contact people are
playing is elevated to a higher, tougher level. The value perception is
less about facts and more about solutions that are specific to the
customer’s situation. Solutions are created when unique customer needs
are married with your company’s capability.3、因為買家了解的更多，你的客戶聯絡人玩的增值遊戲被提升到了一個更高、更嚴格的水平。價值觀念不是關於更多的事實，而是針對客戶的具體情況。當特殊的客戶需求與公司能力相結合時，就會獲得解決方案。4.If
your sales and service people can’t figure a way to be valuable, why
would you keep them on the payroll? With no added value, you’re merely
pushing commodities. You could let your website handle commodity
transactions, and save a bundle on employee costs.4、如果你的銷售和服務人員無法找到一種有價值的方法，為什麼還要雇傭他們呢?如果沒有附加價值，只是在推銷商品。那你可以直接讓你的網站處理來商品交易，並節省大量員工成本。In
short, it is far more important today that both your sales team and
your service teams know how to add a level of value that the internet
cannot. You’ll need to train your teams to do this—and to do it
consistently. In other words, sales training is no longer enough; you
must train your support people, too. Never forget that these employees
typically interact with customers more often than salespeople do.簡而言之，今天更重要的是，您的銷售團隊和服務團隊都知道如何加強互聯網無法提供的增值價值。你需要訓練你的團隊來做到這一點——並且要始終如一地做到這一點。換句話說，單單銷售人員培訓已經不夠了，你必須訓練你的支持團隊。永遠不要忘記，這些員工通常比銷售人員更頻繁地與客戶打交道。Your
work force must be able to differentiate your products in the mind of
the customer. That is the only thing that will keep you out of the
commodity business. If you don’t have a way for everyone to learn how to
do this, you’ll inevitably wind up with a deep and wide sales culture
gap. Solving this problem is not only profitable, it’s critical to
survival.你的員工必須能夠在客戶的心目中區分你的產品。這是唯一能讓你遠離商品業務的東西。如果你沒有辦法讓每個人都學會如何做到這一點，你將不可避免地面臨廣泛的銷售文化差距。解決這個問題不僅有利可圖，也對生存至關重要。