Sun Tzu and the Art of Sales Leadership

Sun Tzu and the Art of Sales Leadership 孙子兵法 之 营销战略 c. j. Ng 黄常捷 1

Management by Objectives 性管理 What is Strategy? 目标 什么是战略？ 2

The 3 Components of Winning Strategies 成功战略的3大组 件 • The Goal/ Objective 目标 • The Resources Needed 所需资 源 • The Responses from Customers and Competitors 客户及竞争对手 的反应 3

The Goal/ Objective 目标 • Why this goal/ objective? 为什么 要达到这个目标？ • How to achieve it? 如何达到？ • What information is required? 需 要什么信息？ • What skills are needed? 需要哪 方面的技能？ • How to monitor progress? 如何监 4 控进度？

The Resources Needed 所需资源 • • • Manpower 人力资源 Equipment 设备 Materials 材料 Funds 资金 Marketing exposure 市场曝光 Network 人际网络 5

The Responses from Customers and Competitors 客户及竞争对手的反应 • PEST 政治、经济、社会、科技 因 素 • Customers' receptivity 客户的接受 程度 • Competitors' reactions 竞争对手的 反应 • Others 其他 6

业绩… …企�之命脉，死生之地， 存亡之道，不可不察也。 Sales. . . the lifeblood of a company, a matter of "life and death", survival or extinction. Indeed, something that needs to be studied, applied and re-modified consistently. 7

Formulating Your Strategy 略 拟定战 • 道：企业之愿景也 The Way/ Vision • 天：时事大环境也 The Climate • 地：市场、区域、客户群体、实地 情况也 The Ground • 将：销售领导能力也 The Leadership and People • 法：方法、技能也 The Methods and Processes 8

改变中的环境 The Changing Environment • 客户现在跟五年前相比有什么区别 ？ What are the differences in customers now compared to 5 years ago? • 客户五年后跟现在对比又将有什么 区别？ What will be some of the differences in customers 5 years from now? 9

What Do Customers Expect from Sales People? 客户对销售员有什么期望？ • Be personally accountable for customers’ results 为客户的绩效承担个人责任 • Understand customers’ business 了解 客户的商务模式 • Proactively provide advice for customers 主动为客户提出建议 • Suggest the right solutions that solve customers’ problems提出能解决客户困惑的 有效方案 • Be easily accessible 客户能随时联系上 • Be creative in responding to customers’ needs 能为客户的需求提出有创意的解决 方法 10 Source: HR Chally

Blue Ocean vs. Red Ocean Strategy 蓝海 vs. 红海战略 • Traditional Circus vs. Cirque du Soleil 一般马戏团 vs. 太阳马戏团 • Traditional Bakery vs. Bread Talk 一 般面包店 vs. 面包新语 • Traditional Computers vs. Dell 一 般电脑企业 vs. 戴尔电脑 • Ordinary vs. i. Pods 一般MP 3机 vs. i. Pod • Normal Motels/ Hostels vs. Home Inns/ Motel 168 一般招待所 vs. 如家/11 莫泰

How do you measure Leadership Effectiveness? 您将如何衡量领导力的绩效？ 18

How Good Leaders can Add Value 优 秀领导者是如何增加价值的 • Getting team members to go the extra mile willingly 让队员自愿地作额外的付 出（行千里而不劳者，行于无人之地也） • Inspire team members to generate more creative solutions 启发队员，使他们 能够更富有创意地解决问题 • Motivating team members to take initiative with the appropriate actions 激 励队员，使他们能够自主地采取合适的措 施与行动 19

Sun Tzu's 5 Criteria for Leadership 孙 子兵法将者5律 • • • 智 信 仁 勇 严 Intelligence and Wisdom Trust and Respect Compassion Courage Discipline and Control 20

智 Intelligence and Wisdom • Analytical Intelligence 分析能力 – Understands trends and numbers 了解趋势与数字 – Good at problem solving 善于解决问题 – Draws accurate conclusions 达到准确的判断 • Practical Intelligence 学以致用的能力 – Understands wide-ranging knowledge 学识渊博 – Knows where to look for the right information 知 道如何找寻信息 – Identifies the right context for the right application 知 道在什么场合运用什么方式来解决问题 • Creative Intelligence 创造力 – Sees new perspectives that others don't 看到他人所 看不到的观点 – Thinks laterally 侧向思维 – Generates innovative solutions 营造创新方案 21

信 Trust and Respect • Trust in the leaders' decisions 信 任领导的决策 • Trust in the leaders' intentions 信 任领导的意图 • Authority is given, but respect is earned 权利是加于的，但尊重是赢 取的 • Lead by example 以身作则 22

仁 Compassion • Understands the needs and aspirations of your team members 了解各个队员的需求及奋斗目标 • Makes each sales person the best sales person she can ever be 让 每一个销售队员成为最优秀的销售 员 23

勇 Courage • Making decisions that team members dislike 作出让团队不高 兴的决策 • Making decisions that management dislikes 作出让管理层不认同的决策 • Taking action 付出行动 24

严 Discipline and Control • To discipline others, discipline yourself first 严己宽人 • Control is ALSO about catching other doing the RIGHT things 监 控也包括“抓”到对方做对事 25

Who is the Best Sales Person? 哪位是最优秀的业务员？ No. Of Client Meetings 客户会面次数 Salesman A 191 Salesman B 78 Salesman C 63 26

Who is the Best Sales Person? 哪位是最优秀的业务员？ Salesman A Salesman B Salesman C No. Of Client Meetings 客户会面次数 Proposal s Sent 提议书数 量 No. of Sales Closed 成交数量 191 123 34 78 78 43 63 30 25 27

Who is the Best Sales Person? 哪位是最优秀的业务员？ No. Of Client Meetings 客户会面次数 Proposals Sent 提议书数 量 No. of Sales Closed 成交数量 Sales Value 销售金 额 Salesman A 191 123 34 340, 00 0 Salesman B 78 78 43 500, 00 0 Salesman C 63 30 25 360, 00 0 28

Who is the Best Sales Person? 哪位是最优秀的业务员？ No. Of Client Meetings 客户会面次 数 Proposals No. of Sales Sent Closed 提议书数 成交数量 量 Sales Value 销售金 额 Gross Profit 毛利 Salesman A 191 123 34 340, 00 0 100, 000 Salesman B 78 78 43 500, 00 0 200, 000 Salesman C 63 30 25 360, 00 0 200, 000 29

What will be Your Advice to Salesman A, B and C? 你会给业 务员A、B及C什么建议呢？ 30

Who Are Some of The Leaders in You Admire 谁是你你最仰慕的 领导们 What makes you admire them? 你为什么会仰慕他们？ 31

Traits of Good Leaders 优质领导的特 征 • • • Ambition 雄心壮志 Tenacity 坚韧不拔 Self-confidence 沉着自信 Psychological Openness 心胸豁达 Realism 脚踏实地 Appetite for Learning 勤奋好学 32

How do you measure Leadership Effectiveness? 您将如何衡量领导力的绩效？ 33

How Good Leaders can Add Value 优 秀领导者是如何增加价值的 • Getting team members to go the extra mile willingly 让队员自愿地作额外的付 出（行千里而不劳者，行于无人之地也） • Inspire team members to generate more creative solutions 启发队员，使他们 能够更富有创意地解决问题 • Motivating team members to take initiative with the appropriate actions 激 励队员，使他们能够自主地采取合适的措 施与行动 34

Why Not Build a High-Performing Sales Team Instead? 为什么不组建一个优秀的 销售团队取而代之 ？ • • Compare the best performing sales person(s) with the rest (the middle and worst performing) in your company 在公司内部 将业绩最好的销售人员（们）与其他销售人员 （业绩平平或最差的销售人员）进行比较 Find out what are the qualities or behaviours that are ONLY present in the best people, which the rest are not doing 找出前者身 上独有的（或后者身上缺乏的）素质或 作方 法 35

Why Not Build a High-Performing Sales Team Instead? 为什么不组建一个优秀的 销售团队取而代之 ？ • • Structure the interview processes where you look for past performance whereby the candidate has demonstrated such ideal qualities or behaviours 回顾在过去的招聘 过程中能够显示应聘者此类优秀素质或 作方 法的环节，并对其进行强化 If the qualities or behaviours can be learnt, structure your sales training such that everyone on your team can learn and internalise them 如果这些优秀素质或 作 方法可以通过学习来获得，那么强化销售培训， 使得团队每个成员都掌握它们 36

What Might Motivate Sales People? 什么能够激励业务员？ • • • Money 金钱 Achievement 成就 Recognition 认可 Relationship 关系 Prestige 声望 Good environment to grow 良好成长环境 Autonomy 自主自由 Purpose 有所目的 Others 其他 38

Brainstorming your motivation plan 如何激励你的团队的脑力风暴 • Increase incentives and commissions 增加奖金与佣金 • Introduce a competition引进销售竞 赛 • Give recognition for the right behaviour 针对正确的行为给于赞 赏 • Give them a bright, positive future vision if they succeed 给他们画一 幅非常辉煌的愿景 39

What REALLY Motivates People 什么真正能够激励他人 Consequence 后果 40

Types of Consequences 不同的后果 • Positive 正面 确 • Negative �面 确 • Positive 正面 不明确 • Positive 正面 • Negative �面 Immediate 立刻 Certain 明 Immediate 立刻 Uncertain Future 未来 Certain 明确 Immediate 立刻 Uncertain Future 未来 Uncertain 不明确 41 Source: Daniels & Daniels 2007

Re-Configuring Your Sales Incentives 重新设计你的销售奖金制度 • Reward more for improvements insales performance, and less for mere re-ordering 增加对销售绩效 有所提高的奖金，而减少一般重复 购买的奖金 • Implement group bonuses if team work is needed 如需鼓励团队合 作，实施团队奖金 • Give recognition for improvement in sales processes 针对销售流程及 技巧的改进给于认可与赞赏 42

Case Study 1 案例1 • You have 3 top sales staff who contribute significantly to your total sales revenue 你有3 位业绩出色的业务员。他们的业绩占据公司总业绩的 大部分 • However, each one of them has got different problems 但是他们没一人都有一些毛病: – “A” gives a lot of discounts to the extent that you don’t make much profits “A” 在价钱方面打很多折，基本上 导致公司利润少了许多 – “B” is great in closing sales, but never provide any form of after-sales service “B” 签单能力特强，但从来不为客 户作任何售后服务 – “C” generates sales only from 2 -3 existing customers, and has not gained a single new customer in the last 3 years “C”则只跟 2 -3位老客户做销售，而且在之前3年都没有引进 新客户 • What would you do? 你会怎么做？ 43

Challenges in Sales Management 销 售管理遇到的挑战 • Less than 15% of superstar salespeople succeed in management 少于15%的顶尖销售 人员能够成为称职的经理 – Most people leave their jobs because they could not get along with their supervisors 大部分离职的员 都是因为无法与上级融洽相处而这么做的 • Only 19% of effective new business developers are effective at maintaining long-term customers 只有19%的新客户开拓人员能够与客 户保持长远良好关系 • Less than 15% of key account managers are comfortable developing new businesses 只 有15%的客户经理对发展新客户感到适意 44

Challenges in Sales Management 销 售管理遇到的挑战 • Nearly 65% of salespeople who fail could have succeeded in the right type of sales position for their skills 将近 65%的 表现欠佳的业务员能在更合适的销售岗位上 创造更优越的业绩 • Nearly 70% of strong customer support and service staff are able to maintain customer relationships 将近 70%的客服人员能够与 客户保持良好长久关系 • 60% of sales position failures are related to individuals with the wrong skills for the position 60%的销售人员无法胜任其 职是因为个人技能与岗位不匹配 45

Why Give Recognition? 为何要 给于赞赏？ 46

Definition of Culture 文化的定义 Things people do unconsciously 人们无意中做的事情 47

创建你的领导文化 Creating Your Leadership Culture 行� 期望 Behaviour Expectation 反� 效果 Response Effect 48

创建你的领导文化 Creating Your Leadership Culture 行� 期望 反� Behaviour Expectation 效果 Response Effect 文化 Culture – “�里 做事的方式” “the way things are done around here” 49

Positive Feedback 正面反馈 • Context • Action • Result 情景 行为 结果 50

Corrective Feedback • • • 纠正反馈 Context 情景 Actual action 实际行为 Result 结果 Expected action 预期行为 Result (enhanced) 结果（优化） 51

Motivating Staff 激励员 • Happy Staff vs. Hungry Staff快乐的员 和饥饿的员 – Who will be more motivated? 谁更有 作动 力？ • The question is how we keep staff hungry问题是我们如何让员 保持饥饿 • At the same time, we need to feed them as well同时，我们要喂养他们 – What do we feed or staff with? 我们该如何 喂养他们呢？ 52

Case Study 2 案例2 • Sam is a new sales person and showed a lot of promise during his initial training with the company. When he went on his work, he also put in lots of effort. Still, after 3 months, there wasn’t any results generated. What would you do? • Sam是一位新业务员，并在入职培训的时候 表现优异。他正式 作时也非常投入。但在 三个月以后，他仍然没有任何业绩。你会怎 么做？ 53

Definition of Insanity 愚痴的定义 “Doing the same thing over and over again and expecting different results. ” “重复做同样的事情 却期望不同的结果” 54

Case Study 3 案例3 • Susan was one of your better sales persons. Unfortunately, she hasn’t been producing much results lately. When asked about her performance, she replied that the customers just need a little longer time to make the decision this year. What would you do? • Susan是你团队里较为优秀的业务员。不幸 的是，她最近业绩欠佳。当你问她情况时， 她说客户今年会比以往需要更长一点的时间 作决定。你会怎么做？ 55

Active Listening 聆听 • Always allow the other person to finish talking before passing any judgments待别人叙述完再阐明自己 的观点 • Ask clarifying questions让别人阐明 问题 • Listen with your ears, eyes and emotions 使用你的耳、眼及感觉 来聆听 56

Case Study 4 案例4 • Simon has been in touch with a prospect for quite some time. He has seen their decision makers, their technical buyers and even end-users. While responses are positive, there was no further progress. What questions would you ask? • Simon跟进了一家客户已经有段时间。 他一见过对方的决策者、技术人员甚至 使用者。尽管反馈良好，但始终裹足不 前。你会向他提问什么问题？ 57

You Know Your Sales Process Is Outdated When. . . 您何时发现自己的销售流程已经 过时？ • Your reps interact mostly with customers‘ purchasing departments 您的销售员只与顾 客的采购部门联系最为密切 • The entire sales discussion revolves around price 整个销售谈判都围绕着价格 • Sales training is mostly exercise-based training that shows reps how not to take no for an answer 销售培训的目的是灌输销售人 员不接受 “不” • Management is constantly adjusting the incentive schemes 管理总是围绕奖金措施 的调整 58

You Know Your Sales Process Is Outdated When. . . 您何时发现自己的销售流程已经过 时？ • The sales force that is spread too thin is reorganized to focus more intensely on customers 已经人手不足的销售团队需要将更多的精力花在顾客 身上 • Salespeople are not included in the design of the company's offering 销售人员没有参与到公司销 售方案的制定中 • There is little thought of or interaction with your customers‘ customers 忽视了与顾客的顾客沟通 • Your salespeople are internally focused 销售人 员不接受外来信息 • Sales management is convinced it is doing a good job 销售管理层自我感觉良好 59

Action Planning 行动计划 60

What Next? 下一步该怎么做？ • What should I do more of? 我们哪方面应 该多做一些？ • What should I do less of? 我们哪方面应 该少做一些？ • What should I start doing? 我们该开始做 什么？ • What should I stop doing? 我们该停止什 么？ • What shall be my action steps now? 我 的行动计划将是什么？ 61

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