- 小菜G
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可口可乐的业务代表和其他公司的代表一样,都是在当地进行具体的市场调查,摸清当地饮料产品的供销情况,尽量多的让可口可乐占领当地市场,为上级公司在当地的营销策略提供建议和参考,经常在当地的一些销售饮品数量大的地方咨询买卖双方,分析竞争对手的竞争手段,反馈给上级公司使上级公司能及时作出有效的应对反映。其实说白了就是拉客户呀!呵呵,要是在当地能有些小门路就更好了,办事也方便。。
举个小例子,作为当地的代表,你得知当地将有大型赛事、庆祝活动、大型集会活动。。。你就可以提出建议在活动的时候举行一系列的可口可乐的促销活动,拉拢更多的销售商和买家。。
关键在于要摸清当地的实际情况,协助上级公司制定针对当地的营销策略和方法。
以前可口可乐的销售环节是通过一级批发商到二级批发商,再到终端客户。虽然那时公司也有业务代表随时保持与客户的沟通,但毕竟力度不够,很多情况下是将货发给一级批发商,就不再过问。在这种传统营销模式下,基本上是批发商自己寻找下线客户,拉来订单后向厂家要货,可口可乐只负责生产,却不清楚货物究竟被卖到哪个区域,市场分布情况如何。客户管理非常松散,可口可乐难以准确把握市场。
随着业务代表对市场的不断深入,可口可乐调整了营销策略,推出了101销售模式,将一部分批发商定义为101客户,省略二级批发商环节,直接面对零售终端。
所谓“101”,即“1”——“一体结盟”(将批发商看作可口可乐的一部分),“0”——零售目标,“1”——“一瓶在手,欢乐无穷”。
这些101客户,主要由大的批发商和原来的区域配送中心转变而来。转为101客户后,批发商们不再需要到处寻找客户,而可以“坐享其成”。由作为可口可乐正式员工的业务代表直接从终端拿到订单,交给101客户,再由101客户在最短时间内按订单将产品送到每一个终端客户。
可口可乐的每个装瓶厂下都设置有二三十个分公司,比如福建厂设在厦门,则漳州、福州等城市都会设有分公司。所谓分公司,也可以叫做营业所或办事处,通常由一个财务人员、一两个负责经理,和一大批业务人员组成。每个分公司掌握几十家101客户,将他们按线路或区域划分,每家又面对几十个零售终端。如果在某个区零售终端比较多,101客户也相对增加。在终端密集的地方,一个镇、一个县就会分布一个101客户。即使像农村小店这样的终端,也都由101客户直接负责配送,中间再无批发商。这样下来,整个可口可乐系统就拥有了几万家101客户。
针对每家101客户,可口可乐都为其配备一个或几个专业业务代表。他们每天去拜访自己负责区域内的零售店,以掌握对方的需求。在大一点的101客户手下,业务代表甚至还分为不同工种,有跑餐饮的,有跑街边小连锁店和冷饮店的,还跑网吧等场所的。每种客户需求都不相同,时间长了业务代表们谈判起来就很熟练,业务越做越容易。这样一来,每个装瓶厂都能直接掌握了几万家终端客户,业务代表们在拿到订单的同时,给还可以随时向对方介绍新上市的产品和近期的促销政策,为下一步的销售做铺垫。
- Chen
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HANDLING OBJECTIONS
Learning Objectives
1. Able to identify different kinds of objections.
2. Learn how to use handling objections process in daily selling
What is Objection?
It may be treated as a concern, reason, or argument towards a plan or idea.
Objection is part of the Selling Process; it only reflects customer"s concern or current limitation, which needed to be resolved before making a decision. Objection can also express as personal need – go to be listened to; to be given face.
There are two main ways to deal with objections. One is to reduce the opportunities of occur; the other is to handle it effectively.
Reducing Objection Opportunities
1. Have good knowledge of customer information (business needs and personal style) to anticipate potential objections.
2. In your call planning, read and practice related information:
a. Promotion Description; New Product Trade Leaflet and Q&A (this will help you to answer most of the questions)
b. Promotion Details: raise and discuss potential questions in weekly meeting
c. For specific potential objections, get manager or supervisor inputs and practice how to deal with these objections before action.
“Real” and “False” Objections
Retailer can raise “real objections” and also “false objections.” The key to us is to learn how to identify and handle the real objections, not spending a lot of time attempting to answer false ones.
From a practical standpoint, we should assume, at first, that every objection is an actual or real concern in the retailer"s position. However, some concerns are more important than others.
Real objection = Expressed concern is an actual/real concern from the retailer"s position.
Example:
Retailer: The problem with your plan, Mr. Chen, is margin. It"s not enough.”
Salesman: “You"re concerned about margin. Does anything else trouble you?”
Retailer: “No. The plan sounds good --- except for margin.”
Is the objection real? Is margin the retailer"s real concern? To close the sale, is it the margin objection
that must be handled to the retailer"s satisfaction?
False Objections
Since many sales people accept these false objections and stop their efforts to make the sale, some retailers get in the habit of saying the first thing that comes into their mind. We should, therefore, to help the retailer think through and further examine his/her responses and objections so that our idea gets a fair evaluation. If our idea is good for his/her business, he/she will accept it.
False Objection = Expressed concern is not actual/real concern.
Example:
Statement like: “The package design is too dull”. “Kids do not drink that anymore”. “No-one will pay that premium price”.
To identify the “real” objection and “false” objections, we need to examine the concerns raised by the retailer.
Process of Handling Objections
Four Basic Steps:
1. Identify (the real objection)
2. Understand
3. Verify
4. Handle
Purpose of Steps 1 and 2 is to help you find out the Real Objection that must be handled to close the sale.
Purpose of Step 3 is to assure your finding - the retailer"s actual/real concern and isolate it as the only remaining objection, preferably in words that you can address (e.g. profit, not margin).
Purpose of Step 4 is to help close the sale by handling the real objection to meet retailer expectation.
Identify (The Real Objection)
STEP 1: Clarify the objection by restating it; then ask for any other concerns.
Example:
Retailer: “The problem with your plan, Mr. Chen, is margin. It"s not enough.”
Salesman: “You"re concerned about margin. Does anything else trouble you?”
Retailer: “No. The plan sounds good --- except for margin.”
Salesman: “So, you"re concerned about margin. No other things trouble you?
Retailer: “No… nothing of importance.”
So, the retailer has said that margin is the real concern, and that nothing else. Step 1 completed.
But, is it safe to assume margin is the real concern? Yes, it is safe for the moment. At this point, it is all you have to work with. A more thorough examination will lead to better understanding. And, that understanding generally reveals whether or not it is the real concern.
In some cases, buyers express more than one objection. So, let"s look into how those situations are handled.
Here is another answer for Example:
Retailer: “Oh! Shelving Space is also a problem”
Salesman: “OK… you have a concern about shelving space. Is there anything else?”
Retailer: “Well, another is weather. It would be too cold for your product.”
Salesman: “I see… so, you also concern about the weather will have negative impact on sales performance. Does anything else trouble you?”
Retailer: “No.”
Salesman: “Mr. Guo, you"ve mentioned three concerns… margin, shelving space and weather impact on sales performance. Which one"s the most important?”
Retailer: “Well. I"d have to say weather impact.”
So for this situation, Step 1 has been carried out. And, we know for the moment that “weather impact on sales performance” is apparently the main concern. While this objection is still too vague to attempt to answer, the purpose of Step 1 has been accomplished.
Understand The Objection
STEP 2: To clearly understand the objection and to find out exactly what it is that must be handled to close the sale.
Examples:
Retailer: “Well, I"d have to say weather.”
Salesman: “Tell me more about that.”
This will give the retailer lots of “room” to tell you more about the impact due to weather. The retailer will then offer specific information, to avoid possible misunderstanding, or to give information that in some other way contributes to clarity.
Retailer: “Well, I"d have to say shelving space. I do not have enough room to display all the products.”
Salesman: “So, the shelving space is your main concern?”
This reflects your understanding. It is an opportunity for the retailer to correct wrong impressions you might have.
When you clarify the objection, try to turn that into something you could handle in future, for example: Price/Margin objection - we should try to turn it into profit, as you can better answer that by using the Profit Story concept. For example: Salesman: “You have said the problem is price/margin. What you are really concerned about is profit, how much you can make by selling X, is that correct?”
It is important that understanding of an objection don"t indicate immediate disagreement by you. Remember your purpose is to gain more information, not to immediately minimize or reduce the objection. If the retailer perceives your response as contradicting his statement, his natural reaction is to be defensive, thus strengthening the objection.
Therefore, before the real concern is handled, the process calls for first being sure that it has been accurately identified. And, that the retailer and you have a mutual understanding of it.
Note:
Concessions – Do not begin offering concession until you have negotiated all issues, which you can reach agreement.
Verify The Objection
Step 3: To ensure both of you understand the objection and have focus on the real issue.
An effective way to verify your understanding of the objection is to summarize the objection from the retailer"s point of view. And, conclude the summary with…” is that right?” Good ways to start your summary statement include:
- “So what you are trying to decide is why…” Is that right?
- “Then what you really want to know is… correct?
- “You seem to be asking…” is it?
This gets the retailer"s agreement that you have accurately stated his concern and allows you the opportunity to address it. You are in a sense helping the retailer to reopen his mind about his concern. You are also encouraging him to listen further. If the buyer disagrees with your summary of the objection, you obviously need to learn more about his concern before proceeding.
Handle The Objection
STEP 4: To resolve the issue, meeting retailer"s expectation.
Handling objections satisfactorily generally requires three things. They are:
- Being knowledgeable about the business: should be knowledgeable in our business, i.e. Brand information, Customer information, Trade information.
- Being skillful in converting objections into benefits: Convert concern into selling point, highlight the profit story and benefits to customer so as to overcome the concern.
- Being concise: Presenting the case with just enough information and focus on account benefits.
What are the most effective ways to resolve objection:
- Find parallel with retailer"s own experience – similar product/package/promotion has been successful.
- Good experience of other stores – refer other stores, other towns, other cities. Who does he respect as a leader? GT outlets may look at Independent supermarket; Independent supermarket may look at Key account.
- Propose test of small initial quantity to check consumer acceptance, e.g. Salesman: “My profit story presented was based on Qoo Peach selling 50% of Orange, let"s play safe and assume it is only 20% to start – that means a first order of 3 cases. Is that a better option?”
- Identify urgent reaction to a program despite some concerns – price increase, other competition store opening.
CONCLUSION
Four basic steps of handling objection provide a simple but practical way to deal with Objection. At the same time, we should not afraid to face the objection. In fact, we should equip ourselves to be capable for effectively and successfully handling them.
The more you practice using this process, the better you will become at making sales when objections are raised.
- 可可
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资料简介: 可口可乐101销售模式全套资料
01百宝箱
│ 101周报.xls
│ 101指引(业代篇〕.doc
│ 101指引(内勤篇〕.doc
│ 101指引(经理篇〕.doc
│ chuzhou KPI 1-2.xls
│ 储运101的运作模式:.doc
│ 滁州101运作模式.ppt
│ 滁州KPI 2-3.xls
│
├—101报表
│ 101售点调查表格.xls
│ 101固定报表.xls
│ 101客户资料汇总表.xls
│ 101市场考核表.xls
│ 101汇报表格式(空白).xls
│ 101运作进度表0712(Revised).xls
│ 仓库盘点表.XLS
│ 仓库管理单.xls
│ 利润分析new.xls
│ 各地101资讯执行跟踪表0712.xls
│ 各地101项目进展跟踪表0712.xls
│ 调查表格.xls
│ 送货单0502.xls
│
├—101合约
│ 101合作伙伴调查表.xls
│ 101合约(县城)0719.doc
│ 101补充协议.doc
│ 101项目合作伙伴审批表.doc
│ 县城101季度经营计划(储运)326.doc
│ 售点调查汇总表1.xls
│ 市内101合作伙伴合约0608.doc
│ 市内101经营计划06081.doc
│
└—101业代预售及电话订单流程
101 process directions.doc
101 process.doc
101 tel process directions.doc
101 tel process.doc
合作伙伴订单抽查流程.doc