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May 29 Five Quick Tips for Creating Conversations Salespeople Will UseIf you're like most marketers, you're probably struggling with the best ways to help your salespeople have more meaningful conversations with customers and prospects. Perhaps you believe your salespeople sell too tactically, offering piecemeal solutions and missing the opportunity to serve in a more trusted advisor role. Or perhaps you have great salespeople, but their messages are inconsistent across the field and don't reflect corporate strategy and vision.
Effectively articulating any company's true business value is a challenge for even the best salespeople. So what percentage of your sales organization can engage customers in discussions that carry them from high-level challenges down to individual solution areas, without leaving the customer lost in translation?
When connecting the dots from marketing vision to sales execution, you can use these five quick tips for creating scripted conversations to help salespeople more effectively communicate your company's business value to customers and prospects:
1. Avoid using your own corporate-speak
Many companies have developed messaging at the corporate level, which likely includes the invention of your own unique term and associated acronym. Unfortunately, that can lead to salespeople's spending their valuable presentation time trying to define and explain the messaging itself and not the associated business value to your customer.
Instead, try enabling salespeople to tell a story that explores business challenges and your approach to solving them. When it's appropriate in the discussion, sketch in the acronym and link it between the pains and solutions. Next, script a line that says, "Here at XYZ company, we call that...." Remember, customers want to know how you solve problems (your unique approach to value). Analysts want to know what you call it (your brand category and acronym).
2. Use the voice of experience
Don't think for a moment that you can create this introductory dialogue without interviewing and gathering data from some very seasoned folks in your sales and executive organizations. They are best at sharing a good dose of reality in what an executive tête-à-tête can or cannot be.
But there is one caveat: Even your most senior executives can sometimes fall back on the same comfortable pitch. Stretch them to help you build an elevated discussion—one that sets your company apart. Make sure they can articulate what you are expecting your salespeople to present. In this role, you'll be as much of a strategist and facilitator as an interviewer.
Above all, keep this important project on track by owning the result, making decisions that keep it moving forward, and ensuring the project does not become victim of death by committee.
Remember, this scripted piece will evolve alongside your messaging. Thus, a six-month shelf life is appropriate for this type of sales tool.
3. Make it meaningful and memorable for customers
Two suggestions here. First, keep points brief and on target. For example, "We work toward solving three key business challenges" helps customers associate you with specific pain areas right up front.
Remember, your customer is likely to have to carry your story forward to his/her colleagues to gain buy-in and move the sales process forward. So, keeping your point simple so that your customer can then repeat it in his/her own environment furthers your sales cause.
Second, use examples. This introductory presentation is a great place to leverage case study (success story) data in a more personal way. Even if you don't/can't use specific company names, cite situations where your company was able to address business pains in a unique and measurable way.
4. Make it memorable for salespeople
Technology sales can be very complicated. We have all watched whiteboard presentations with boxes, clouds, and lines... ad infinitum.
To create the ultimate introductory executive-level talk, you must first determine what is appropriate for your sales team to present—and it probably won't have any technology in it at all. That fact alone can be unsettling to salespeople who are used to drawing (or talking about) boxes and clouds.
When developing the whiteboard content and corresponding visuals, remember some basic speechwriting rules. Keep sentences short and leverage techniques, such as the art of alliteration and consonance where it makes sense. Avoid lengthy terms, phrases, and acronyms that need to be defined to be understood. Be sure to supplement the whiteboard tool with instructions for use to help salespeople know when and how to engage in such a dialogue. That also helps them mentally prepare for the right time to ease into the script.
Chances are, if you're going to invest the time and money in creating an executive-level whiteboard conversation for your sales organization, you're probably going to expect them to learn it verbatim.
But before engaging your training organization to test every salesperson, remember this: You'd better test yourself first. If you can't memorize or even read it, how can you expect the sales team to be successful? Also test the executive team that supported its development. Finally, try out the tool with a small group of salespeople and make last-minute modifications before rolling out to your general sales force.
5. Build a story that follows a path and paves the way for whatever is supposed to happen next
Create your introductory whiteboard conversation as the first in a series that helps salespeople move through the sales cycle in a logical, results-focused fashion. Each exchange should have a clearly defined start and finish. And make sure salespeople understand the purpose of each discussion and what activities should follow.
By building a path for sales to follow, you're helping to ensure that marketing strategy and programs align with your company's sales methodology. Infusing success stories, thought leadership, and ROI tools into the scripts further leverages existing marketing tools into the process.
Conclusion
As technology companies focus their salespeople to sell "higher in the organization," whiteboard conversations can serve a critical role in ensuring that early executive-level discussions are targeted and meaningful. But to be successful, these sales aids must be developed to consider the needs of both the presenter and his/her audience.
And, like all marketing and enablement tools, they must be launched with instructions for use, monitored for acceptance, measured for results, and modified as market needs dictate. Your Seven-Step, One-Day Marketing PlanYou don’t have to kill a tree to create an effective marketing plan. In fact, you can create a successful plan for your business in just one day. To begin, don’t worry about writing style or making your plan fancy. Just go get a pencil and paper and let’s get started.
Step 1 - Understand Your Market and Competition
A big mistake that many business owners make is to latch on to a cool product or service without first understanding the market and what it wants (not what it needs). If you try to sell something that people don’t want, they won’t buy it.
It’s that simple.
A profitable market consists of people who have dire wants that are being unmet, so much so that they will jump to buy your solution (product or service). A profitable market can be comparedto a lake with thousands of starving fish. All you need to do is throw in the bait and it turns into a feeding frenzy.
To get an understanding of your market you should ask yourself questions like:
- Are there segments in my market that are being underserved?
- Are the segments of my market for my product or service big enough to make money?
- How much share of that market do I need to capture, to just break even?
- Is there too much competition in the segment of my market to be competitive?
- What are the weaknesses in my competition’s offering that I can capitalize on?
- Does my market want or value my unique competitive offering?
Step 2 - Understand Your Customer
Knowing your customer intimately is the first step to easy sales. Until you know (1) who your customers are, (2) what they want, and (3) what motivates them to buy, you can't prepare an effective marketing plan. Don’t confuse "wants" with "needs." People don’t necessarily buy what they need, buy they’ll most always buy what they want. For instance, have you ever known someone that went to the store to buy a pair of pants that they needed and came back with a new shirt, sweater, and shoes? Or how about the everyday shopperwho goes into the supermarket to buy some milk and eggs and comes out with a frozen pizza, cheese cake, and other goodies.
People will buy what they want (even if they don’t have the money!), not what they need. And yes, this even applies to those "sophisticated"corporate honchos (I used to be one, I should know).
To really get to know your customers you’ll need to ask yourself questions such as:
- How does my potential customer normally buy similar products (i.e. in a store, on the web, door-to-door)?
- Who is the primary buyer and the primary buying influencer in the purchasing process (i.e. husband or wife, purchasing agent, project leader, secretary)?
- What kind of habits does my customer have? For instance, where do they get their information (i.e. television, newspapers, magazines)?
- What are my target customer’s primary motivations for buying (i.e. look good, avoid pain, get rich, be healthy, be popular etc.)
Step 3 - Pick a Niche
If you say that your target customer is "everybody" then nobody will be your customer. The marketplace is jam packed with competition. You’ll have more success jumping up and down in a small puddle than a big ocean. Carve out a specific niche and dominate that niche, then you might consider moving on to a second niche (but not before you’ve dominated the first one!).
You could be a "lawyer that specializes in child accident liability" or a "C.P.A. for used car dealers" or a "dry cleaner for the Heritage Park subdivision in West Oaks, CA." You get the picture. Make sure to choose a niche that interests you and that is easy to contact. I can’t stress this point enough. There’s nothing more destructive than to pick a niche that you can’t communicate with or that costs you a ton of money to contact. Step 4 - Develop Your Marketing Message
You marketing message not only tells your prospect what you do, but persuades them to become your customer. You should develop two types of marketing messages. Your first marketing message should be short and to the point. Some may call this your elevator speech or your audio logo. It’s your response to someone who asks you, "So, what do you do?"
The second type is your complete marketing message that will be included in all your marketing materials and promotions. To make your marketing message compelling and persuasive it should include the following elements:
- An explanation of your target prospect’s problem.
- Proof that the problem is so important that it should be solved now, without delay.
- An explanation about why you are the only person/business that can solve your prospects problem.
- An explanation of the benefits people will receive from using your solution.
- Examples and testimonials from customers you have helped with similar problems.
- An explanation about prices, fees, and payment terms.
- Your unconditional guarantee. Step 5 - Determine Your Marketing Medium(s)
Remember, when I said that it’s critical to choose a niche that you can easily contact? When you go to choose your marketing medium(s) you’ll understand why that was sound advice. Your marketing medium is the communication vehicle you use to deliver your marketing message. It’s important to choose a marketing medium that gives you the highest return on your marketing dollar (ROMD). This means that you want to choose the medium that delivers your marketing message to the most niche prospects at the lowest possible cost.
The following is a smattering of tools you have at your disposal to get your message out:
- Newspaper ads
- Posters - Contests - Card decks - Seminars - Television ads
- Signs - Sweepstakes - Door-to-door - Teleclasses - Radio ads
- Banners - Trade shows - Yellow pages - Articles - Classified ads
- Newsletter - Charity events - Networking - Infomercials - Billboards
- Take-one box - Telemarketing - Magazine ads - Special events - Sales letters
- Flyers - Movie ads - Ezine ads - Postcards
- Doorhangers - Agents - Media releases - Fax broadcasts - Brochures
- Gift Certificates - Word-of-mouth - Website - Sign picketing - Business cards
- Catalogs - Air Blimps - Public speaking - Window display The trick is to match your message to your market using the right medium. It would do you no good to advertise your retirement community using a fast-paced, loud radio spot on a hip-hop radio station. This is a complete mismatch of the market, message, and medium.
Success will come when there is a good match of these three elements.
Step 6 - Set Sales and Marketing Goals
Goals are critical to your success. A "wish" is a goal that hasn’t been written down. If you haven’t written your goals, you’re still just wishing for success. When creating your goals use the SMART formula. Ensure that your goals are, (1) Sensible, (2) Measurable, (3) Achievable, (4) Realistic, and (5) Time specific.
Your goals should include financial elements such as annual sales revenue, gross profit, sales per sales person etc. However, they should also include non-financial elements such as units sold, contracts signed, clients acquired, articles published etc. Once you’ve set your goals, implement processes to internalize them with all team members such as reviewing them in sales meetings, displaying thermometer posters, awarding achievement prizes etc.
Step 7 - Develop Your Marketing Budget
Your marketing budget can be developed several ways depending on whether you want to be more exact or develop just a quick-and-dirty number. It’s good to start out with a quick-and-dirty calculation and then to support it with further details.
First, if you have been in business for over a year and tracked your marketing-related expenditures you could easily calculate your "cost to acquire one customer" or "cost to sell one product" by dividing your annual sales and marketing costs by the number of units (or customers acquired) sold.
The next step is to take your cost to sell one unit or acquire one customer and simply multiply it by your unit sales or customer acquisition goal. The result of this simple computation will give you a rough estimate of what you need to invest to meet your sales goals for the next year.
Conclusion
There you have it, The Seven-Step, One-Day Marketing Plan. It’s simple really. Of course you’ll need to study up a bit more about your marketing medium(s) of choice, their appropriateness for your message, and their associated costs. But try not to make the development of your plan a laborious, drawn-out task. Remember the 80-20 rule. 80% of your results will come from 20% of your effort. My final word of advice is to make sure you set aside uninterrupted time to develop your marketing plan. It could very well be the most important document to which you and your team members will ever refer. Happy Planning! 销售精英的七大核心能力 随着中国经济发展，买方市场的形成，销售人员越来越占据了企业重要的地位。优秀的销售人员有着广阔的晋升空间和在企业中的话语权，但是在几千万营销大军中想成为一名优秀的销售人员谈何容易，因此对于当前的销售人员，首先应审视自己是否具备胜任销售工作的七项核心能力，并不断加以完善、提升。
一、忍耐力 忍耐最不容易做到的，做过销售的人都知道，刚开始一个客户没有的时候你要忍耐。曾看到过很多刚踏入销售行业的人半途而废都是不能坚持的结果，可能你需要忍耐一个月、半年甚至一年才开始积累到一些客户，你的业绩和收入才能相应的提高，因此如果你是机会主义者千万不要去做销售。 在销售过程中仍然需要忍耐。和客户约好的时间，你准时到达，可是客户临时有事或者正在开会，你应该如何？忍耐，不然你必定失去这个客户。早年前我也做过敲门销售，一栋二十九层的楼，每层八户人家，从下“扫”上去，见门就敲，结果是20%的人对你的敲门极端反感，门没开就要你“滚”；40%的人不是很耐烦，开门告诉你“快走”；30%的人反应平淡，说“我不需要”，只有10%人能够有耐心听你介绍完你的产品，而且还不一定购买。没有忍耐力做的下去吗？ 二、自控力 很多时候销售人员是单兵作战的，销售人员每天要去开发客户，维护客情等，这些都不可能完全在领导的监督下进行，企业唯一的控制方式就是工作日报表，以及每天开会汇报个人的工作状况，可是如果真想偷懒是非常容易的，比如故意去较远的客户那里，路上可以休息；本来半小时谈完，结果谎称谈了三小时等等，这种方式除了损害企业的利益，更重要的也是阻碍自身的发展。我的一个朋友张先生时任某国际传媒公司中国区客户总监，他曾说当年刚投身销售工作时无论刮风下雨每天早8点出门到晚上10点回家，中午饿了就吃面包和矿泉水，三个月时间没有休息，才签下第一个客户。正是有了这种自我发展的要求和良好自控能力，我那位朋友才能取得今天的成就。这种成就不是靠“每日拜访表”“每天的情况汇报”逼出来的，完全靠自控。 三、沟通力 沟通是销售人员的必不可缺的能力，沟通含有两层含义：一是准确的采集对方信息，了解对方真正意图，同时将自身信息也准确传达给对方，二是通过恰当的交流方式（例如语气、语调、表情、神态、说话方式等）使得谈话双方容易达成共识。 良好的沟通是成功销售的关键，一次有个销售主管与某超市老板谈了多次，可对方执意拒绝我们的产品进场，完不成任务这名销售主管感觉到非常大压力，看此情形我决定同他一同前往拜会这个“不通情理”的老板。但是去之前鉴于该主管一向“主动出击”的作风，我再三叮嘱“今天你只当陪客，不要说话，让我掌握对方情况再讲”。见到该超市老板时，发现对方三十不到，已在该市开设3家中型超市，一脸的春风得意自是可以想象得到。在销售主管简短的介绍后，我用比较恭谦的态度表明今天只是来和他“聊聊”，“交个朋友”，“向他学习和了解一下当地的市场情况”，而后长达3小时的谈话中，我基本只是在说“对”，“嗯”“了不起”，这位老板将他的创业发家史统统倒了出来，到最后他说“和你聊的还真不错”。最后5分钟我提到关于产品进入他卖场的事情，他满口应承。回过头再来看销售主管用的沟通方法，见到对方只奔主题，“我们是知名厂家，知名品牌，你进我们的货完全可以放心。”这套说白对一般店铺或许有用，但是对于这个“年轻有为”的老板来说，他可不认为这些名企、名牌有什么了不得。由此可以看出沟通能力在销售过程中举足轻重。 四、观察力 观察不是简单的看看，很多销售人员的第一堂课就是学会“看”市场，这个看不是随意的浏览，而是用专业的眼光和知识去细心的观察，通过观察发现重要的信息。例如到卖场逛逛一般人可能知道什么产品在促销，什么产品多少钱，而专业的销售人员可以观察出更多信息： 你有没注意到别人的卖的好的产品是因为什么？价格、赠品、包装……用的什么赠品？什么材料？怎么制作的？包装做得很好，好在哪？颜色、造型、材质、可以有别的用途（比如食品的包装，用完了可以当罐子）。竞争品牌又有哪些促销活动？具体的时间段？活动的具体形式，有哪些参与方式？卖场内的竞争品牌的厂家从 28家增加到29家，增加的是哪个厂家，是否对我们有潜在的威胁？它的主要产品和价格定位如何？……太多的信息需要你仔细的观察，很多销售人员在对其培训了很久以后，要他去“看”市场，仍然不能得到有用的信息，那我只能说，你不适合销售这个工作。 销售人员也是每个企业的信息反馈员，通过观察获取大量准确的信息反馈是销售人员的一大职责。 五、分析力 分析与观察密不可分，观察得到信息，分析得出结论。看货架的产品分布你能分析出什么？放在最好的陈列位置上的要么就是销售最好的品种，要么就是该厂家此时的主推产品；通过生产日期进行分析，生产日期越近说明该产品的销售与流转越正常，生产日期过久说明该产品属于滞销状态；通过价格进行分析，价格较以前下调幅度较大说明该产品受到竞争产品的压力过大，销售状况不理想，价格上浮较大，该产品的原材料市场整体价格上扬，导致产品成本骤增，或者该产品市场属于供不应求的状态。这些间接信息必须通过慎密的分析才能得到。 同样在与客户的谈判当中你是从对方言谈举止流露出的信息分析对方的“底牌”和心态，例如进场谈判，买手给你报了个价，作为销售人员肯定不是一口答应，分析对方说话的神情语调，用话语刺探，然后分析出是否有压低价格的可能，空间幅度多大等。 六、执行力 执行能力体现的是销售人员的综合素质，更是一种不达目标不罢休的精神。销售人员在执行计划时常常会遇到困难，这时你如果只会说“经理这个事太难了，做不了。”那么你的领导也只能说“好，那我找能够完成的人来做”。没有困难事情称不上任务，人人都可以完成的事也体现不出你的价值。 某市有家大型连锁A卖场，A卖场在全市有十几个卖场，对于占领该市的终端市场极为重要，B公司决定让销售人员张某搞定这件事，在张某接手先已经几个优秀的销售人员败下阵来，原因是该卖场在当地是零售业老大，所以一向霸道，没有熟人关系进场费用开价很高，而且不给还价的机会。但公司要求在“合理”的费用下进场，如何把这个命令执行下去？张某接到任务寝食难安，如果该任务完成，升迁是顺理成章的事，但完不成任务公司同样会觉得他“能力不够，无法执行公司的计划”。接下来，张某去拜访A卖场的采购经理黄某几次，等了很长时间连面都没见到，他知道这是对方故意不给他任何压价的机会，逼迫他同意苛刻的条件。张某此时转而从黄某下属了解到黄某的妻子在一家银行工作，他找到一个做保险的朋友以推销保险为由主动认识黄某的妻子，再介绍张某与黄某妻子认识，然后通过给小孩子买礼物等手段拉近距离，时机成熟后才由黄某妻子引荐给黄某，黄某深感张某的用心良苦，最后张某顺利完成任务。 这种例子在销售工作中并不鲜见。因此执行不是要销售人员去找到事情的原因，而是要你想尽办法达到结果。结果才是你的领导们最关心的，也是你能力的体现。 七、学习力 作为销售人员所需要接触的知识甚为广泛，从营销知识到财务、管理以及相关行业知识等等，可以说销售绝对是“综合素质”的竞争，面对如此多的知识和信息没有极强的学习能力是无法参与竞争的。仅以销售技巧为例，从引导式销售到倾听式销售，继而提问式销售只至顾问式销售……销售技巧不断变化翻新，作为优秀的销售人员只有要掌握各种销售技巧才能在竞争中胜出。当然销售人员需要学习的远不止销售技巧，并且还必须具有举一反三的能力，因此没有良好的学习能力，在速度决定胜负、速度决定前途的今天势必会被淘汰。 18 Things You Need to Know About Web Marketing (but Are Afraid to Believe)Maybe you own your own business, or perhaps you're a critical cog in the corporate machinery responsible for marketing your company, brand, product, or service. If that describes you, here are 18 things you need to know about Web marketing but were afraid to believe. 1. It's time to be heardYour mother told you children should be seen and not heard, but you're not a kid anymore. So why are you listening to all those guys telling you not to use audio on your Web site? If you want to deliver a lot of content that people will remember, try letting your Web site do the talking. 2. There's nothing like the real thingIn a world of virtual everything, there's nothing like the real thing. The sound and image of real people delivering your marketing message makes it a believable, memorable presentation. 3. Unlock the conventional wisdom straightjacketDriving traffic to your site is great, if those visitors stay long enough to find out why they should be doing business with you. If your Web site traffic is leaving as fast as it's arriving, maybe search engine optimization isn't the answer you've been looking for. 4. Don't link your way to obscurityYou know the reciprocal linking strategy everyone is talking about as a way to generate leads? Did you ever consider that each link to another Web site is an invitation to leave your site? Is that really what you want—to invite people to leave? I think not! 5. Your company's voice is its personalityGive your company a professional voice, with a finely crafted script delivered by a professional voiceover announcer that presents a compelling, memorable marketing message and a unique brand personality. Or do it yourself and sound like an amateur. The choice is yours. 6. Addressing ass-backward prioritiesIf your Web site design firm is twisting your marketing message out of shape to conform to the technical "technique du jour" that only looks good in one popular browser, then you hired the wrong guys. It's not about technology; it's about communication. 7. Text ads are dead, long live Web videoSqueezing your marketing message into a pay-per-click text ad is like trying to attract leads using one of those newspaper real estate ads where every word needs to be decoded. Start communicating with a Web video that tells a story—your story. 8. Nobody ever bored anybody into buyingThe vast majority of Web site text is boring, unimaginative, and self-promoting. If you don't present a compelling, focused story, then you are just wasting peoples' time. Seduce your audience with an informative, entertaining, and memorable presentation created by marketing professionals. 9. Too much of good thing isn't so goodYou were worried about load times and search engine optimization so you dumped most of your images and multimedia and proceeded to put so much text on your site that it would take a month to study; but have you considered whether anybody is ever going to actually read that stuff? And that's assuming people could ever find what they were looking for in the first place. 10. Stop hiding behind your email addressYou've got a killer Web site. It tells visitors everything. All they have to do is place an order. But wait... somebody has a question. So they go to your contact page and find an email address. No contact name. No address. No phone number. You've provided a Q&A, an FAQ, and a list of technical specs. What more do they want, right? Well, what they want is to talk to somebody to make sure you're legit... and they want to know that if they have a problem you'll stand behind what you're selling. Silly them. 11. Do you suffer from redundant redux reflux?Search engines love content. They index all your text, searching for keywords and phrases. So what do you do? You repeat and repeat stuff, over and over, to make sure the search engines understand what you're all about. Too bad all your Web visitors get indigestion from reading your redundant copy and leave because they forgot why they were there. 12. Inform, enlighten, persuadeKnowledge is today's high-value commodity. If you have a set of skills that people want to acquire, then you've got something to sell—something to build a business around. But if you don't know how to present that knowledge to an audience, then your skills are unmarketable. If you want to get paid for what you know, you better find out how to deliver your content. 13. It's not about numbers, it's about qualityIt's not the number of hits you get on your Web site, it's how long visitors stay on your site and how much information they retain after they leave that counts. It's about the quality of traffic, not the quantity. And the best way to create quality traffic is to provide easy-to-find, easy-to-understand, easy-to-remember content. 14. Don't play constant SEO catch-upEvery time an SEO whiz kid comes up with a trick to beat the search engine algorithms, the experts at the search engines change their criteria. This means you're constantly playing SEO catch-up. Good for the whiz kid; not so good for you. And have you ever wondered how all those search engine optimizers can guarantee you, and everybody else they are selling, top billing—kind of hard to believe isn't it? 15. Show me what to doAnybody who has ever spent the night before Christmas trying to decipher the arcane instructions provided by the manufacturer of the bicycle you bought for your kid, or the bizarre graphics included with the do-it-yourself kitchen you bought from you know who, knows that there is nothing like a good video to explain how Part A actually does fit into Part B. 16. Even cows have brandsIf you've got a business, you've got a brand. We're not just talking about a logo. We're talking about every thing you do: your Web site, your print collaterals, everything, including how you answer the phone. You do answer the phone don't you? If your Web site design firm doesn't get it, if they aren't creating a brand personality, what are they doing? 17. Lost in spaceEver go to one of those Web sites that's impossible to navigate? Maybe the navigation system doesn't work in your favorite browser, or maybe the navigation system is so confusing visitors get lost in cyber-content hell. Information architecture, how people find the content they are looking for, is critical to creating a satisfying user experience. 18. You can have it both waysRemember when your mother told you, you couldn't have dessert if you didn't finish your broccoli? Sounds like those know-it-all search engine gurus telling you that you can't have multimedia on your site. Well, you're a big kid now, and if you want that multimedia hot fudge sundae, you can have it. And you can also have all the good-for-you search engine friendly copy, too. Who said you couldn't have it both ways? 市场经营中的22条黄金法则1：领袖法则 拥有一件产品，并且占据市场中的领袖位置，要比说服他人“你有一个比目前市场上第一的产品还要好的产品”容易得多。众所周知，阿姆斯特朗是第一个在月球上行走的人，那么又有多少人知道第二个在月球上行走的人是谁呢？ 2：类别法则 未能第一个进入某类市场也不必沮丧，在该市场中创造出一个新类别市场，使得自己成为第一个就行了。IBM在计算机市场上占据第一的位置后，还有大量的公司进入，但是，他们是在计算机市场中创建了一些新的类别，使得自己在新的市场上成为第一。比如，戴尔是在计算机市场上第一个使用电话销售方式的公司。 3：感知法则 许多人认为，最优质的产品最终会赢得市场的胜利，但这仅仅是一个幻想。没有最优的产品，优劣与否是相对的。可口可乐公司曾经做了一项20万人的调查，对可口可乐、百事可乐和NewCoke进行品尝。结果可口可乐排名第三。但是可口可乐始终在市场上是第一品牌。因为人们相信他们希望相信的事情，人们喝他们希望喝的饮料。市场是感知的战争，而不是产品的战争。 4：头脑法则 赢得人心比赢得市场更重要。早期，五大个人电脑品牌依次是： AppleII、CommodorePet、IMSAI8080、MITSAltair8800和RadioShackTRS－80。显而易见， AppleII是最简单的，也是最容易记忆的。由此可见，在人们头脑中占据第一，比在市场中成为第一要有效得多。 5：焦点法则 如果能使代表自己公司的一个词汇深深植根于人们的头脑中，那么这个公司就可能非常成功。比如：宝马——驾驶；沃尔沃——安全。公司通过将自己的业务或者特点浓缩成一个词汇，这个词汇就成为了焦点。一旦某个词汇在人们的头脑中扎根，要改变它将是一件非常困难的事情。 6：排他法则 当你的竞争对手已经“拥有”某个词汇时，企图再把同一词汇作为自己的“焦点”是徒劳的。若干年前，市场研究表明：对于快餐业来说，最重要的特性是 “快”，所以汉堡王决定以“更快”为“焦点”发展自己的事业。但是市场研究中没有说明：“快”这个词汇已经属于麦当劳了。结果，汉堡王的努力几乎成了一场灾难。 7：阶梯法则 不能在市场上占据第一，并不意味着最终的失败。因为人们做出购买决定时，头脑中总有一个产品次序。如果产品 X、Y、Z分别对应同一类型市场的第一、第二和第三的话，那么X、Y、Z对应的市场占有率通常在4、2、1左右。企业在开始一个市场计划之前，应首先问自己：在人们的心目中，我们到底处在哪一个梯级上，抑或根本不在这个市场梯级上。然后再确认市场计划与企业在该市场上所处的梯级相适应。 8：二元法则 一个新的市场类别出现时，对应的阶梯上可能有很多梯级。但从长远来看，最终该阶梯上将只有两个梯级。在胶卷市场是柯达和富士；在汽车租赁市场是Hertz和Avis。 9：对立法则 有太多的NO.2希望能晋身为NO.1，这是不对的，他们应该将自己定位成与NO.1不同的东西，并努力成为NO.1的替代品。换句话说，如果你想与市场上的领袖品牌抗衡，首先就要充分认识到领袖的优势和弱势，并将其弱势转化为自己的优势。 10：细分法则 正如培养基中的变形虫能够分裂一样，整个市场可以被看作一个不断扩张的不同类型市场的海洋。很多人认为市场的长远趋势是合并，而不是细分，这是错误的。 11：远景法则 短期内，降价销售能够提高销售额，但越来越多的事实证明：降价销售从长远看会降低公司的产品销量和市场占有率，因为它告诉人们：只有降价销售时达成的交易才是合适的。当降价停止时，人们就会避而远之。市场不是业余者的游戏。当你因为短期效应而兴奋时，长期效应的阴影却正在逐渐扩散。 12：扩张法则 就像一个书橱或者衣箱，你在不知不觉中就把它塞满一样，当一个公司试图向所有顾客提供所有可能的商品时，它就会逐渐陷入困境。 多即是少，产品线越长，赚取的钱就越少；少即是多，如果一个公司希望长久地发展，那就应该集中于少数产品之上，以便稳固在人们心目中的地位。 13：舍弃法则 如果你希望获得成功，必须学会舍弃一些东西，使自己的精力集中在能够成为“领袖”的产品上。对企业来说，有三种东西可以舍弃： 第一个可以舍弃的是产品线。对于一个公司而言，拥有全部的产品线是非常奢侈的想法。 第二个可以舍弃的是目标市场。由于可口可乐是领袖品牌，所以百事可乐舍弃了除年轻人之外的其他市场，将自己定位为年轻人的可乐。 第三个可以舍弃的是“应激反应”，因为你是不可能回应所有的市场变化而做出变化的。事实证明，幸运和机会只会落在那些懂得舍弃的人身上。 14：特征法则 对于产品来说，某些特征可能较其他的特征来说更为重要，人们在决定购买时，会更看重这些特征。因此，企业应该尽可能地去拥有这类最重要的特征。 Gillette几乎主宰了世界的剃刀市场。当一家小公司生产出“可随意使用”的剃刀时，Gillette没有忽视它，而是生产了自己的可随意使用剃刀，起名叫GoodNews。通过大规模的市场宣传，Gillette赢得了这场竞争的胜利。 15：坦诚法则 这个法则实际只是证明一句古话：诚实是最好的策略。Scope曾经凭一种味道比较好的漱口水进入由Listerine主导的市场。面对挑战，Listerine不但承认自己的漱口水味道差，还承认人们实际上非常讨厌这个味道。但这恰恰树立了Listerine漱口水的杀菌概念。人们相信，像Listerine这样的漱口水必然能杀死更多的细菌，结果Listerine终于赢得了更大的市场。 16：一击法则 你的竞争对手往往有一个最薄弱的地方，你的最大任务就是集中优势力量对准这个软肋，发出致命一击。 17：不可预见法则 没有人能准确地预见未来，市场计划也不能。从多数情况来看，市场研究只能很好地分析过去，新的思想和概念则几乎是不可能通过分析得到的。 18：成功法则 自负是成功的最大敌人，客观才是市场所需要的东西。当一个产品成功后，公司往往会认为品牌是该产品成功的关键原因。而事实上，并不是品牌使产品获得成功，成功源于正确、适当的市场策略。 明智的市场人员会将自己与客户联系在一起来考虑问题，而不是将自己的主观想法强加在市场环境之上。一般情况下，公司越大，管理层就越容易远离市场一线，这可能是限制公司成长的重要因素之一。 19：失败法则 承认错误但不改正它是件非常糟糕的事情。失败并不可怕，可怕的是不断地重复某些错误。正像沃尔玛首席执行官在《商业周刊》中所说的：“我们应该处罚的是那些重复犯同样错误的人。” 20：过度宣传法则 发展顺利时，一个公司是不需要过分的宣传的。过度的宣传往往不是预示着某一产品将获得成功，而是宣告现存的产品已经过时。 21：跟进法则 潮流和趋势是不同的概念。潮流就像大海中的波涛，壮观但来去匆匆，伴有许多的泡沫；而趋势像是潮汐，潜移默化，实实在在，却力量惊人。 企业常常将潮流当成趋势，结果导致严重的失败。 22：资源法则 如果没有资金，即便是世界上最好的创意也毫无用处。市场是在人们头脑中进行的竞争游戏。你需要资金使你的想法进入人们的头脑，你还需要资金使你的想法根植在人们的头脑中。所以，你需要做的是，利用你的想法获得资金，而不是纯粹地凭借市场的帮助。 May 28 开篇：最生动的营销理论解释（纯属开心）市场营销是个人和群体能过创造并同他人交换产品和价值以满足需求和欲望的一种社会和管理过程。
为了排解寂寞你决定上网找人聊聊，这叫创业初期；
上来一看，嘿！MM还真不少，这叫市场潜力大； 可是GG也不少，这叫竞争激烈； 于是你决定想个办法让各位MM注意你，这叫定位； 因此你说你又帅又有钱，这叫前期炒作； 旁边一男的看不惯，说你其实又丑又穷又色眯眯，这叫恶性竞争； 你向网管告状，网管把他踢了出去，这叫规范市场。 一老哥们证明说：“其实你是谢停疯第二”，这叫竟合炒做；
你问：“这里有美女吗？”，这叫市场调查； 有２０个人同时回答：“我是美女”，这叫泡沫经济； 你说：“谁想和我聊天？”，这叫发布广告； 两美女说见过你，这叫老客户； 你飞快的记下两个美女的联系方式，这叫客户关系管理； 你厚着脸皮问两个美女你是不是很帅，这叫代言人公关； 你继续厚着脸皮让他们介绍几个熟人认识，这叫关系营销； 这两个美女说你的确很帅，这叫联合炒作； 然后不再理她们，这叫开拓新市场； 居然２０个美女都表示要和你聊天，这叫市场垄断； 要问为什么会有那么多美女找你，那是因为这年头顾客忠诚度低； 你高兴的说：“这些美女都是我的”，这叫划分势力范围； 你如果说：“凡北京的美女都是我的”，这叫划分可行的势力范围； 如果你又说：“恐龙别来找我”，这叫市场细分； 旁边一男的说：“我才是帅哥”，这叫正面竞争； 旁边又一男的说：“有河南的MM吗？”这叫侧面竞争； 旁边又一男的说：“谁和我聊我给钱谁”，这叫价格战； 旁边又一男的说：“我是版主，不许你强占这么多MM”，这叫政府行为； 你说：“那我介绍两个跟你聊”，这叫政府公关； 你说：“谁给我钱我和谁聊”，这叫心理战； 结果２０个美女都抢着向你表达倾慕之情，这叫卖方市场； 当然，你还遣散了两个去应付版主，这叫寡头市场； 可你打字速度太慢，不能同时和２０个人聊天，这叫市场承接力有限； 你又说：“我看谁顺眼才和谁聊”，这叫精品策略； 有一美女说：“还认识很多靓女，问你要不要介绍？”这叫销售代理； 又有一美女说：“发你张我的照片。”这叫电子商务； 又有一美女说：“谈的开心今晚可以来找我。”这叫发现目标用户； 你说：“那从此我只和你聊”，这叫大客户战略； 可是你当然不会只和她聊，这叫成功的大客户战略； 你说话会引用鲁迅席慕容海子周星星黑格尔罗丹斯皮尔伯格，这叫文化营销； 你说：“我能歌善舞会写诗”，这叫优势展示； 你又说：“我好象爱上你了”，这叫客户关怀； 她说：“呸，我才不信呢”，这叫客户的逆向反映； 你接着说：“真的，是真的”，这叫IBM； 或者你说：“不信我去你家把心掏给你”，这叫DELL； 或者你说：“不信我你还能信谁？”，这叫微软； 你还可以说：“我会慢慢让你相信的”，这叫通用； 如果她说：“得了吧”，这叫理性消费者； 如果她说：“那我暂且信你一会儿吧”，这叫阶段性成果； 这时你说：“XXXXXXXXXXX（省略2000字）”，这叫市场培育； 然后你说：“我越来越喜欢你了”，这叫合理诱导； 然后你又说：“我们见面吧”，这叫进入实质销售阶段； 她当然会习惯性的拒绝，这叫假性拒绝； 是你说：“那你来找我吧”，这叫精通消费者心理学； 她问：“这不一样吗？”，这叫再次获得销售机会； 于是你又说：“当然不一样，我们可以去SOGO，然后在仙踪林喝茶”，这叫远景共享； 你又说：“我在那儿看见过一瓶香水我想一定适合你”，这叫促销； 她说：“我才不要香水呢”，这叫需求调查失误； 你只好说：“本来是想给你买衣服，可是不知道你的尺码，要不一起去看看吧”，这叫空头支票； 正好她确实想去买衣服，这叫真理瞬间； 可是她对你的建议有些过意不去：“你是我什么人就帮我买呀”，这叫售前交涉； 于是你就坡下驴：“那你买，我帮你把关”，这叫及时降低销售成本； 当然你要说明：“我请你吃饭，我帮你拎包，我开车送你”，这叫服务承诺； 于是你们决定在SOGO见面，这叫签单； 临关电脑前你揭穿了版主威胁你的丑恶嘴脸，这叫远华案； 在SOGO门口你们见面，这叫履行合同； 可是你发现该“美女”与收到的照片不符，这叫有中国特色的电子商务； 而且是只大恐龙，这叫货不对板； 恐龙还穿着晚礼服带着大耳环，这叫精包装； 好在还有一女伴陪同恐龙过来，这叫买一送一； 这女伴居然还很靓，这叫天大利好； 靓女穿着吊带裙，这叫简包装，其实你更希望散装。 你想请美女吃饭恐龙一定要跟着去，这叫捆绑销售； 你想了很多办法想把恐龙打发走，这叫策划； 你终于把恐龙灌醉，这叫公关； 你把恐龙塞进的士，这叫剥除不良资产； 通过恐龙，你终于和女伴走到了一起，这叫借壳上市； 而且女伴已经答应晚饭后跟你回家，这叫获得期权； 可是饭后女伴称病回自己家了，这叫纳斯达克； 你愤怒之余追到她家，将生米煮成熟饭，这叫鼠标加水泥； 之后你才发现她有很多男朋友，这叫多方控股； 而且她还在发展你的哥们，这叫配股； 要命的是她还傍大款，做二奶,这叫多品牌经营。 May 18 【原创】老年人无线监护产品规划老年人无线监护产品规划 1.1 背景 根据我公司2006年度上半年产品规划，主要产品类别为无线监控类和无线监护类，其中无线监护(Baby Monitor) 类产品主要分为普通型和液晶型，但是此类产品针对目标人群定位于婴儿监护，而忽略了老年人监护市场的需求。 国外应用同类产品已经有很多年的时间。如美国已经使用了16年，中国香港也有5年的使用时间，中国香港大约有6万人使用“平安钟”。现在，深圳市面上也出现了一个名为“亲情通”的类似产品。 1.2 市场前景分析 根据国际标准，一个地方的65岁以上的人口占10%时，该地方就可以称为“老年型社会”。聯合國預測，在2005年以前德国，日本，美国的老年人口增長三分之二。在20年內德國幾乎每四人就有一人是超過65歲，在2005年以前高齡人口將成長47％。 如今随着人口老年化程度的日益加深，被称为"银色一代"的65岁以上的老年人口正在与日俱增。据日本国内预测，到2015年，这部分老年人口占日本总人口的比例将从目前的17%升至25%。但与此不合拍的是，长期以来，10到20岁之间的年轻一族以及三、四十岁的"工薪一族"始终是日本商界的主要关注对象，因为他们既有强烈的消费需求，同时又掌握着每个家庭主要的可支配收入，但由于日本经济近年来持续衰退，这部分消费群体的消费欲已明显消退。于是，"老年人消费市场"就凭借其无限的发展潜力而逐渐"浮出水面"。目前，我国已逐渐向“老年型社会”过渡了，甚至某些城市已超过了这个标准。所以，从事老人服务是大有可为的，其中最广泛的当数老人看护市场。 当然，一向讲求实际的商界人士绝不会仅凭直觉判断市场的发展前景。种种事实表明，"银色市场"确实蕴含着无限的商机。其中最具说明力的一点是，目前年龄在65岁以上的日本老年人拥有50%以上的家庭储蓄。据日本"市场调查网络"公司的预测，为了使老年生活变得更加充实、方便，这部分老年消费者每年在新商品、家庭照顾和住宅改造方面的支出将达到950亿美元。与此同时，日本是一个"养老"观念极强的国家，这一事实也在很大程度上意味着"老年消费市场"的巨大潜力。根据"市场调查网络"公司的预计，仅家庭照顾这一项的消费今年就将达到378亿美元，到2010年则将再增加一倍。受此鼓舞，一向嗅觉灵敏的日本商家们已开始闻风而动，逐渐向"银色"市场投入大量资金，希望凭此改变日本消费市场一蹶不振的局面。 目前中国60岁以上的老人大约有1.3亿人，这个数字每年还以3000万的数字在递增。再加上患有各种高危疾病的中年人和残疾人群体，无线监护的适用人群有2亿人。 粗略地计算，老人监护的理论市场容量近千亿，最少也是几百亿的市场规模。 1.3 产品发展概况 目前，针对老年人市场的产品，大多数还依然停留在主动式呼叫类产品，视频监护产品多数还是由Baby monitor 产品来支持，但是因为婴儿与老年人的心理，生理需求的不同，此类产品并不符合老年人的定位。 1.3 消费人群分析： 1.3.1 消费决策者： 对于无线监护产品的购买决策，可能存在两种情况，一是老年人的晚辈为了方便照顾老人兼顾工作，选择购买此类产品，考虑老人的生活习惯，不一定会告知他们，多属于隐蔽监控。 另一类是老年人主动购买或者要求购买此类产品，并且乐于使用。 1.3.2 消费使用者： 老年人大都经过岁月的沧桑，几十年的奋斗留给他们的不仅仅是可观的物质财富，更多的是事业上的成就感和社会上的自豪感。其人生经历必然会影响他们对监护产品的接受观念。如果老人看护能给他们更多的尊重，更体贴周到的服务，他们才能够接受此类消费品。 对于消费理念尚不成熟的国内市场，可以先从被动服务做起，待市场成熟到一定程度，主动服务就可同步进行了。 1.4 产品定位： 针对主动式购买产品的老年人消费行为，因为消费者接受了被监视的环境，并且乐于使用我们的产品，因此，我们除了音视频传输之外，应该更多考虑增加紧急呼叫功能。 目前，Baby Monitor产品多为单向传输，但是老年人是具备交流能力的自然人，因此，在他们遇到困难时刻或者其他情况下，呼叫求教将会更加重要。这也是老年人监护产品的核心价值“紧急求助”。 总而言之，此类产品更应当归属无线求助系统。 1.5 产品概念： 核心特征：家用无线求助系统。核心功能就是要在老人或家庭患者在危急时刻方便地进行呼救，发出明确的求救信号。 实现方式： 可以采用ZTV 850L 作为原始模型，增加双向通话等功能。 可能的产品扩展： 由NC601为原型来改进，但是成本的提高会对消费行为和消费市场培养带来消极影响。 同类产品的特殊功能： “亲情通”可设置输入8个电话号码，比如儿女的手机、家庭电话、办公电话、邻居电话、物业管理处电话、120、110等紧急电话，一旦发生危险，按下遥控按扭，即开始循环拨打设置的电话，直到接通为止。这样，发病的家庭能第一时间得到救助。 1.6 产品述求： 定位于“家庭关爱”文化，是家庭成员间的感情桥梁，是父母和子女，健康人和患者间的感情纽带。它能使健康的家庭成员放心地“在外工作，家庭无忧”。传播亲情文化，在父母和子女之间架起一座情感之桥。 May 17 营销人开门必做的的18件事1、 在企业文化的基础之上建立明晰而富有激情的团队价值观和愿景； 2、说服老板在公司推行以客户为中心，为客户创造价值的现代管理理念，并以此整合各个部门的行为； 3、建立内部和外部信息搜集系统，并以此作为制定战略的基础；战略要考虑3-5年的事情； 4、编写两本书：白皮书——战略和盈利模式，蓝皮书——业务流程与管理制度；高超的战略要能容忍平庸的战术； 5、建立招聘——入职培训——个别指导——例行培训为流程的内部人员招聘、培养、考核体系； 6、形成快速适应环境并作出反应的机制； 7、建立有效的绩效考核、目标管理体系； 8、通过会议、榜样、沟通、奖励、身先士卒、业绩评比、定期聚会等多种方式激励团队作战，打造追求卓越、充满激情的学习型团队； 9、正确衡量公司内外环境，整合公司内外部资源并为己所用；尽可能多的向老板争取资源； 10、推行品牌战略和新产品战略； 11、熟练的把4P组合、鱼骨图、波特5力模型、28法则、SWOT分析、STP理论、马斯洛需求理论、标杆管理、产品生命周期管理等营销基本工具应用于实战； 12、能够熟练的使用沟通技巧，在内部形成通畅的沟通渠道； 13、系统执行计划、执行、控制、反馈的工作流程；做好年度、季度、月度营销计划； 14、发现并全力打造销售团队的核心竞争力，并思考如何在销售过程中持续给客户创造价值； 15、正确评估营销执行过程中的所有风险，建立危机预警机制； 16、坚持营销创新，坚持不断学习掌握21世纪的先进营销理念：数据库营销、体育营销、事件营销、关系营销、口碑营销、水平营销、交叉营销等； 17、熟练应用《孙子兵法》、波特5力、克劳·塞维茨的《战争论》等理论应用于竞争战略之中； 18、通过指引团队在竞争中不断胜出和高尚的人格魅力逐渐树立自己在团队中的威信，最终达到销售管理的最高境界——内圣外王。 |
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