<![CDATA[Center for Summits Leadership - 销售与服务]]> http://www.lingdaoli.com/ zh-cn PBlog2 v2.4 Center for Summits Leadership http://www.lingdaoli.com/images/logos.gif http://www.lingdaoli.com/ Center for Summits Leadership http://www.lingdaoli.com/article.asp?id=1707 <![CDATA[几句话决定生死存亡]]> shenshiyi6@126.com(mitch) Mon,05 May 2008 08:56:57 +0800 http://www.lingdaoli.com/default.asp?id=1707


　　晚上8点整,肯尼迪机场航空交通管理员通知52航班的飞行员,由於严重的交通问题他们必须在机场上空盘旋待命。



　　8:45,52航班的副驾驶员向肯尼迪机场报吿他们的"燃料用完了"。管理员收到了这一消息,但在9:24之前,飞机仍没有被批准降落。 在此之前,阿维安卡机组成员再没有向肯尼迪机场传送任何情况十分危机的信息,但飞机座舱中的机组成员却相亙紧张地通知他们的燃料供给出现了危机。



　　9:24分,52航班第一次试降失败。 由於飞机高度太低以及能见度太差,因而无法保证安全着陆。 当肯尼迪机场指示51航班进行第二次试降时,机组成员再次提到他们的燃料将要用尽,但飞行员却吿诉管理员新分配的飞机跑道"可行"。



　　9:31分 ,飞机的兩个引擎失灵,1分钟后,另外兩个也停止了工作,耗尽了燃料的飞机於9:34分坠落於长岛,机上73名人员全部遇难。





    请反思：机组成员和地面人员在沟通上各有什么问题？

]]> http://www.lingdaoli.com/article.asp?id=1651 <![CDATA[情境服务首页]]> shenshiyi6@126.com(smalleyes) Wed,20 Feb 2008 11:37:44 +0800 http://www.lingdaoli.com/default.asp?id=1651


任何组织为自己确定的唯一竞争优势都是。。。服务

“The single competitive advantage any organization

defines for itself is… Service.”


数十万个客户服务案例研究出的智慧，30年销售组织行为学发展研究出的结晶，全球500强企业中80%的企业用于培训客户服务精英的必修课程，全球数千家客户服务致胜宝典。

      
--了解每年超过10%的年收入是如何因为顾客的不满而流失的
Studies show that over ten percent of annual revenue is lost due to customer dissatisfaction.

--损失一个顾客的成本是该顾客一年潜在价值的5倍。尽管各行业性质不一，当一个顾客的离开了，成千上万甚至是数不胜数的潜在收益也随之而去。

The cost of a lost customer is five times the annual value of that customer. When a customer leaves your organization, depending on your industry, that can equate to tens or even hundreds of thousands of dollars walking out the door!

--所有行业，10%至15%的顾客当其感到不满的时候都不会选择投诉，而是直接换一个商家。

Ten to fifteen percent of all customers, across all industries, never complain but switch to a competitor.

  --超过2/3 选择换商家的顾客，离开的原因是因为受到了冷落。

Over two-thirds of customers who go elsewhere do so because the people they deal with are indifferent to their needs.

-- 让顾客满意意味着达到甚至超越顾客的期望值，如此才能获得顾客的芳心以及他们下一次的光临。。。。。。。让顾客青睐于您而不是您门外众多虎视眈眈的竞争对手们。

Customer satisfaction means to meet or exceed the expectations of the customer so the customer will purchase from you again at their next opportunity… to prefer you over your competition or other spending options that they have.



课程导论  introduction

毫无疑问您的企业已承诺要力争顾客满意度这项指标第一。企业总是从大规模改变企业文化作为实现该目标的第一步。这些转变从广泛参考各行业领先者的操作规范开始，经过市场可行性研究，最后得出一套适合自己的关于如何让顾客满意的标准。

Your organization has undoubtedly made a commitment to being number one in customer satisfaction. Companies often first approach this goal through a wide-ranging cultural transformation. The transformation begins with benchmarking the practices of leaders in different industries, and continues with clearly researched and defined customer satisfaction standards.

   企业视顾客满意为己任，确保顾客认知和满意，这是因为它能为企业带来实实在在的回报，进而确保了员工持续的个人发展，确保了他们的收入和就业。激烈的竞争，日益增强的顾客意识以及其他的因素使得顾客满意度成为影响企业成败最重要的因素— 这不仅是我们的工作，还决定着我们的就业。

organizations strive to keep their customers informed and satisfied because it pays in very real bottom-line dollars, and it pays you personally in continued growth, compensation and employment in your job. Fierce competition, increased consumer awareness and other factors make satisfying customers the most crucial ingredient in future success – it’s not just our jobs, it means our jobs!

   但是，仅看一下那些关于企业如何流失客户的资料便能发现最大的因素都是些人为的。顾客满意的关键在于人为的表现——在于客服人员与顾客一对一的直接交流。本课程旨在通过建立一个基于常识的影响模型来帮助您不但让您的顾客满意，还能让他们下次再次光顾。

But, if we look at the data on just why companies lose customers, the largest factor lies in the area of human performance. Customer satisfaction hinges on the human interface, the oneon-one interaction between service provider and customer. This program is built around a common sense influence model to help you keep your customers not only satisfied, but coming back!

服务提供者面临的主要挑战就是发现顾客需要的同时，满足顾客的需求。而正确区分顾客需要和需求，正是普通服务和卓越服务结果有着天壤之别的真正原因。

The primary challenge for service providers is to meet a customer’s wants, while at the same time uncovering their needs. Being able to differentiate between needs versus wants can make a world of difference between average service results and outstanding service results.

情境服务课程是一互动的课程，它适用于所有处理一对一顾客接触的职员。这个课程描述了一个由客户驱动的过程，非常适合起步阶段的客服新人，同样也适合资深的客服人员。

Situational Service® is an interactive workshop appropriate to all personnel that manage the one-on-one customer interface. This program outlines a customer driven process appropriate for beginner service representatives, as well as for veteran service professionals.

完成这个课程时，您便会有一套能更加成功地影响和满足顾客的个人方案。方案一旦成功，您就是促进了一个客户期待与您再度合作，更有实力的企业的诞生。在这个课程中，您能学到众多如何让您企业有效提供服务的方式——服务改变并不是一套单一的“六步走”方案。这个课程将要您在适用于不同情况的各种不同方案中做出选择。

On completion of this program, you will have a personal plan for influencing and satisfying your customers even more successfully. With success, you can help create an even stronger organization to which your customers will want to return to do business. In this program you will learn that there are many ways in which you can be effective as a service provider within your organization – there is no single “Six-Step” solution to the service influence process. This program will let you select from a variety of styles according to the demands of each situation you encounter.

同样重要的是，这个课程将助您把在其他客服培训中学到的技巧运用到实际中。大家常常不能学以致用，并不是因为这些技巧无足轻重或一无是处，而是大家难以把握在实际情况中什么时候该用什么时候不该用。当您完成这个课程，您就有可能把您所有的技巧整合成一个有效的个人影响系统……不仅知道什么时候该运用他们，还知道为什么要用。

Of equal importance, this program will help you use skills you have learned in other customer service training courses. Too often, people are unable to transfer the skills learned in training sessions to their jobs… not because the skills are unimportant or useless, but because they’re uncertain about when and when NOT to apply them to real situations. On completion of this program, you will be able to integrate all your skills into an effective personal influence system… knowing not only when to apply them, but also why.

尽管《情境服务：超越基础培训》是一门高度结构化的课程，您的讲师却能够相当灵活的安排个部分内容。因此，您会获得最好的机会快速学习，掌握知识，并把理念运用到工作中去。

Although Situational Service® …Beyond Basic Training is a highly structured program, your facilitator has considerable flexibility in conducting the sessions. Therefore, you will be given the best opportunity to learn quickly, retain the information and apply the concepts on your job.

      情境服务®正是基于满足和超越服务标准这一常识理念而设立的课程。扩展了著名的情境领导®模式的运用，参加情境服务课程的学员可以学习到服务过程中即时、面对面的有价值决策技术，从而带来真正卓越的服务。有多种类型服务风格的可供选择，而选择何种服务的关键是根据所遇不同形势的要求来明确应选用何种类型。

Situational Service® is grounded in common sense approaches to meet and exceed service standards. By extending the application of the Situational Leadership® Model, participants of Situational Service® will learn valuable techniques for making those moment-to-moment decisions that result in truly outstanding service. There are a variety of service styles to select from, the key is understanding which style to adapt according to the demands of each situation encountered.

课程模块设置

客户忠诚度

Customer Loyalty

在现代激烈的市场竞争中，提高消费者的意识，利用各种手段使客户满意是未来成功最至关重要的因素----这并不仅仅是我们的工作，而是我们要做的工作。

Fierce competition, increased consumer awareness and other factors make satisfying customers the most crucial ingredient for future success – it’s not just our jobs, it means our jobs!

你准备好了吗？

Are you Ready?

在情境服务的模型中，这些的活动都是围绕定义和识辨不水平的客户准备度，参与者在这课程中将学会根据不同的准备度的状态调整自己的行为模式以适应客户的需求

The activities in this module center around defining and categorizing the different levels of customer readiness. Participants learn to identify the behavioral cues associated with each level.

我的服务风格是怎样的？

What’s My Style?

学员能透彻的了解到自己与客户服务的互动时真实的行为反馈。自我评估系统让学员认识到他们自己的盲点，自己影响客户满意度和忠诚度的服务行为风格趋向和服务优势，以及需要改进的地方。

Participants take an inward look at the behaviors they use when interacting with their customers. A self-assessment exercise allows for personal insight around their comfort zones and the impact of their behavioral tendencies on customer satisfaction and loyalty.

情境服务的应用与反馈

Applications and Feedback

服务的工作是这世界上最艰难的工作之一，因为他们承担着提供信息给客户并使其满意的责任，客户人员经常在没有时间或缺乏足够信息的情况决定如何去做。情境服务的模型论证了在服务风格与客户准备度之间如何使客户更了解我们和满意，并保持回头的的关系。

The job of service provider is one of the toughest in the world, in that the service provider owns the responsibility of informing and satisfying customers. Often there is very little time or information on which to make a decision. This module demonstrates the relationship between service style and customer readiness, which results in informed, satisfied customers that keep coming back.

课程收益 main outcomes


           -- 本课程有助于培养您对客户满意度进行评估的能力。

         helpful to enhance the competency of adopting customer satisfied

            --  增进关于人与人之间如何有效影响的认识

        To increase your understanding of how people are influenced effectively.

              --有利于准确判断客户的服务准备度状况，并选择最为匹配的客户服务风格。

        Exactly diagnose customer readiness, adopt the match service style

              --握能使您的服务满足顾客需求的特殊技巧

         To develop specific skills that will help you match your service style to the needs of your customers.

              --有助于您学会能够提升顾客满意度和忠诚度的策略，将不同情境的战略和战术应用于实际的客户服务情境中

        To learn strategies you can use to increase the satisfaction and commitment of your customers.

              --更迅速地辨别或诊断客户需求或期望并采取可能达到的对企业和客户产生最好效果的以服务为重心的方法。

      More quickly read or diagnose customer needs and expectations and adopt a service focused approach that is likely to achieve the best possible result for the organization and the customer


Extended Outcomes

  •Personal insight around the impact of behavioral tendencies on customer satisfaction and loyalty

   洞悉客户满意度和忠诚度的影响行为趋向

• Developing or increasing customers’ readiness to interact

   发展和增加客户准备度的互相影响

• Stopping and reversing slippage in customer readiness

  防止客户准备度的下降，恢复客户准备度

• Isolating service strengths and areas for improvement

  明确服务风格的优势和需要改进的地方

• Creating informed, satisfied customers that keep coming back

  创造知情而又满意的客户，保持他们回头与我们合作
  
    
课程大纲 (二天)  outline


第一单元: 客户忠诚度－“定义您的角色”

Module 1:Customer Loyalty――“Defining Your Role”

本单元《客户忠诚度—“定义您的角色”》强调的是顾客满意的重要特性，以及更为重要的客服人员与顾客之间一对一的直接交流。没有通用的模式能够实现顾客的满意；真正能发挥作用的是一个能把您所学知识和实际经历相结合的基于常识的影响模式。

This first part, Customer Loyalty “Defining Your Role,” has emphasized the critical nature of customer satisfaction, and even more importantly, the one-on-one human interface between service provider and customer. There is no all-purpose set of “steps” to take in satisfying customers; rather, what is useful is a “common sense” influence model that organizes what you’ve already learned and experienced.

             时刻意识到您在实现顾客满意中所扮演的角色——提供信息和确保满意。

Remain aware of your role in customer satisfaction – to provide information and ensure satisfaction.

             要意识到是您的行为影响了顾客——而且是您的行为给顾客留下的印象才是重要的。

Always be aware that it is your behavior that influences the customer – and what counts is how the customer perceives the behavior.

             要铭记在心的是您在关键时刻对顾客的影响将在很大程度决定顾客对您企业的印象。

Always be aware that what you do in the “moments of truth” in which you interact with any customer has a major impact on how the customer perceives your organization.

             尽量多的应用您所学到的模式——使用地越频繁，越能转化成为您自己的东西。

Use the model you will be provided – the more you use it, the more it will become second nature.

             与他人合作，观察他人的行为并用您在这儿所学到的语言标准给他人做出反馈。

Work with one another. Give feedback to each other on the behaviors you see each other use, and apply the language that you learn here.

             讨论您的顾客和业务类型，情境服务是一个很重要的工具。它能使顾客对您企业的印象和与您的合作方式大大改观。而且，当您能对顾客产生正面的影响时，您心里也必会有一番不同的感受。

Discuss your customers and transaction types. Situational Service® is an important tool. It can make the difference in how customers perceive you and work with you. And, it will make a difference in how you feel when you are able to positively influence your customer.

第二单元: 顾客准备度 ――“重要的事先完成”

Module 2: Customer Readiness －“First Things First”

本单元主要围绕定义并分类不同层次的“顾客准备度”为核心逐步展开。学员将获取鉴别顾客在不同准备度情况下的行为特征的能力。调查显示服务改变的成功是由工作环境中的若干因素决定的。在所有的环境因素中，客服人员与顾客之间的关系是成功的决定性因素。而准确地评估顾客准备度又是决定这种客户关系成功与否的关键。

The activities in this module centre around defining and categorizing the different levels of customer readiness. Participants learn to identify the behavioral cues associated with each level. Research has shown that your success in service influence is affected by several factors in your work environment. Of all the environmental factors, the relationship between service provider and customer is most crucial to your ongoing success. Your ability to correctly assess customer readiness is critical in determining success within that relationship.

               定义和掌握顾客准备度的各项特征。

Define and understand the indicators of customer readiness.

               解释“知道”和“满意”在顾客意愿中所表达的含义。

Explain the meaning of “informed” and “satisfied” in customer readiness.

               为顾客准备度分类

Classify examples of customer readiness levels within a specific transaction as to informed/uninformed and satisfied/dissatisfied.  


              区别顾客意愿中的“不满”和“不安”。

Distinguish between “dissatisfied” and “apprehensive” in customer readiness.

第三单元: 服务风格“从建立认知到实现满意”

Module 3: Service Styles ――“From Establishing to Fulfilling”

在这个单元里，学员将审视自己在与客户交流时采用的行为方式。通过自我测评，学员会清楚地了解自己的在服务过程中的“适宜范围”，以及自己的行为模式对客户满意和忠诚度产生的影响。  
Participants take an inward look at the behaviors they use when interacting with their customers. A self-assessment exercise allows for personal insight around the participant’s comfort zones and the impact of their behavioral tendencies on customer satisfaction and loyalty.

             评估您个人在影响顾客方面的行为倾向。

Assess your own behavioral tendencies in influencing customers.

             解释服务“风格”以及它对有效影响顾客的重要性。

Explain service “style” and its importance to effective customer influence.

             解释什么是“指导行为”和“支持行为”。

Explain the terms “directive behavior” and “supportive behavior.”

             列举高效和低效的指导行为，以及高效和低效的支持行为。

Give examples of high and low directive behavior and high and low supportive behavior.

             列举并分类那些既不是高/低效指导也不是高/低效支持的行为。

Classify examples of behavior as either high/low amounts of directive behavior or high/low amounts of supportive behavior.

             描述“建立”，“阐释”，“参与”和“完成”这几个阶段在服务模式中的各项提示。

Describe indicators of the “Establishing,” “Clarifying,” “Involving”and “Fulfilling” service styles.

             掌握和识别各种服务模型中的行为引发因素。

Understand and identify behavioral triggers associated with each service style.

第四单元: 情境服务® 模式

Module 4: The Situational Service® Model

服务人员的工作是世界的最难做的工作之一,他们不仅需要向顾客提供信息，同时要让顾客感到满意，然而通常可供他们做决策的信息和时间却非常缺乏。情境服务®模式向您诠释了服务人员的行为风格和顾客准备度之间的关联，对这种关联的深入了解将对顾客满意度的提升，最终成为永久客户有着直接的影响。

The job of service provider is one of the toughest in the world, in that the service provider owns the responsibility of informing and satisfying customers. Often there is very little time or information on which to make a decision. This module demonstrates the relationship between service style and customer readiness, which results in informed, satisfied customers that keep coming back.

              与情境服务影响模式人员讨论与合作。

Discuss and work with the Situational Service® influence model.

              解释哪种服务风格在不同的业务中拥有最高的成功几率。

Explain which service styles have the highest probability of success in various transactions.

              选择适合于您所遇到的顾客及其意愿的服务风格。

Choose service styles that match the readiness level of customers in your own specific customer situations.

              阐述在不同的业务中使用几率最高的服务模式，了解因服务风格和客户意愿程度搭配不当带来的长期及短期的影响。

State the high probability service styles for various customer contact situations and understand the short and long-term consequences of style/readiness mismatches.

第五单元: 开发和修复

Module 5: Development and Recovery

本模块对模式进一步说明，开始对如何开发并提升客户的准备度进行探讨。在这部分你也会了解到客户准备度恢复和下滑的动态情况，或是客户准备度的停止和衰退。

This module takes the model a step further, into developing or increasing customer readiness. In this part you will also look at the dynamics of recovery and slippage, or stopping and reversing readiness slippage of a customer.

               掌握在每个顾客意愿水平的潜在开发或修复空间。

Understand the human dynamics of development and recovery at each level of customer readiness

               识别和归类需要采取修复策略的业务类型。

Identify and organize typical transactions that require recovery strategies

               详细说明每个相应服务风格的开发和修复特征。

Define development and recovery tactics for each corresponding service style

第六单元: 评估反馈 ――“您的风格是怎样的”

Module 6: Assessment Feedback －“What’s Your Style”

通过对个人发展的量表分析，学员将认识到自己的服务优势以及有待改进之处。如何将新获得的技能转化到工作场所的策略将会付诸实践。

Through a Personal Development Inventory, participants identify their service strengths and areas for improvement. Strategies for transferring newly acquired skills back to the workplace are put into practice.

               了解您主导风格的重要性。

Understand the significance of your primary service style.

               识别使您个人服务风格更完善的其他支持风格。

Identify the supporting style(s) that complete(s) your style profile.

               了解您所属风格概貌的优势。

Understand the strengths of your style profile.

第七单元：个人开发应用

Module 7: Personal Development

识别了主要和次要服务风格，个人服务风格范围和你本人的实际能力，你就会问：接下来是什么？本模块将解决疑难。

Identifying primary and secondary service styles, personal service style range and the strengths of your profile leads you to ask, “Now what?” This module puts it all together.

  Program Specifications

课程细目：

Audience  对象

           营销/销售总监、营销/销售经理、营销/销售主管

Marketing Director, manager, supervisor

          客户服务经理、公关经理

Customer Service manager, public relations manager

          高级商务代表、资深销售人员

Business representative, senior sales

          培训经理、内部销售讲师

Training manager, trainer

          呼叫中心人员，前线服务人员，客服代表

Call Center Reps， All Frontline Personnel，customer service Reps

Delivery Options  授课选项

• License and in-house delivery            室内授课

• Tailored or customized                企业定制课程

• Blended learning solutions             混合学习解决方法  ]]> http://www.lingdaoli.com/article.asp?id=1400 <![CDATA[Promised is to be committed]]> shenshiyi6@126.com(木乔) Mon,19 Nov 2007 23:59:59 +0800 http://www.lingdaoli.com/default.asp?id=1400
This is a basic rule as a professional worker, and more over as a manager.

So I decised to commit what I have promised to Mr. Smalleyes,
share what I learnt, what I find is interesting to myself,
and probably also to others.

Before I share, I would like to thank you all here,
which have been continuously reading my writings.
No matter they are good or not, interesting or not, useful or not,
and continuously comment and remark on them.  
You may not know, every sentence you wrote down,
I learnt from you,
we were communicating through this dialog, silently but inspiring.

Ok, let's be persistent with this "game" then,
I would like to call it as a game,
since I think interests would be the best rope to link us together.

I want to make something new,
someone of you may not like it, since you may
think I am showing my capabilities.
First I would like to explain,
lanaguage is only a tool, which could
help us to understand outside world more
and better, not only understand our own life,
our own culture, but others culture, others life,
By understanding, you may more find how great our
culture is, how great our country is,
and more, you get yourself more open, your eyes
sharper, your ears more active.

So let's practise expressing our feelings with
other's language today.

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

First Sharing: From Tompeters!

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

"Recently we have had some very good discussion about customer relationships
—thank you for the comments.
Last Friday I offered part one of a two-part defintion of a customer relationship:

A relationship is an ongoing conversation with a customer ...

Here's the rest of the suggested definition:

A relationship is an ongoing conversation with a customer,
in which the customer never thinks of you without thinking of the two of you"

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

For all industries, we design, make, sell things to delight our customers,
customers are our resource for surviving.
Without customers, there would be no demanding,
then we will die.
Just like if what I wrote would not be liked by any of you,
my inspiration would die out slowly, for sure it depends on how long I can insist on it.
But let's back to our topic, we need customers,
so conversation with customers are very important.
Conversations make us understand better what
customers really want, what we can offer, and
more important what we can not.
Let customers know, we are trying our best to
offer what we promised, and we are really making commitment
to our promise.
Let customers know, we can only give what we can,
what is within the scope, but not giving everything they
want, that would lead their dis-satisfaction, since we are
not giving we can give the best, that would also lead to
ourselves bankrupt, since we are paying high cost to do
what we actually can't do. This would be a dead cycle.

So let's try. try to achieve the target of

"A relationship is an ongoing conversation with a customer,
in which the customer never thinks of you without thinking of the two of you"

Cheers!]]> http://www.lingdaoli.com/article.asp?id=1252 <![CDATA[初食《输赢》有感]]> shenshiyi6@126.com(tony) Tue,02 Oct 2007 09:59:39 +0800 http://www.lingdaoli.com/default.asp?id=1252 在书中我看到这么一段话，我看书有点慢，看了好长时间才看到第9页。里面的方威喜欢上了那个空姐儿，在得到电话后在北京见面，因方威的领导周锐找他有急事，在急于离开时的一段对话：

“我们走吧，你去办你的大事吧。”赵颖没有表情地坐着，不加修饰的面容显得更有韵味。
　　“你知道我说的大事是什么吗？”
　　“我怎么会知道？”
　　“我说的大事就是送你回宿舍，然后我再去办我的小事。”
　　“这算什么大事啊。”
“在夜里护送一位女孩子，穿过漆黑的机场路，安全地到达偏僻的郊县宿舍，这不是一件大事吗？”方威义正词严地说道。
“不用了，我打电话叫男朋友开车来接我。”赵颖平静地说。
…………，方威回到公司中后与周锐见面后的对话：
…… “还是说说你的那个空中小姐吧。既然你那么喜欢她，你真的打算放弃吗？你知道那个人真的是她男朋友吗？你看见他们手拉手吗？即使是她的男朋友，他们感情好吗？她真的幸福吗？这些你不知道。如果她有了男朋友，她为什么要单独与你见面呢？为什么不和男朋友一起来呢？很简单，因为她对你有好感。如果你现在就要放弃，我不知道你最终会和谁在一起，但是我知道，当你已经七老八十，抱着自己的孙子的时候，你心中都会有一块阴影和怀疑，因为你根本没有努力就放弃了。你真的对她一见钟情吗？你现在甚至不愿意去试一试？”“当然一见钟情，你说得对，哪怕她已经结了婚，生了三个孩子了，我也要把她抢过来，决不放弃。”
　　周锐大声笑着说：“如果都有三个孩子了，那就算了吧。”
　　方威却不依不饶地顺着周锐的话说下去：“不能算，她即使结了婚，你知道她幸福吗？如果不幸福，我一定要挺身而出，将她从水深火热中拯救出来。”
     “如果幸福呢？”
　　“那我要让她更幸福。”方威大声说。
周锐是市场总监，而方威是周锐的得利手下。从上面的对话上就足可以看出做销售的人对自己所关注的事情的一种得不到不放弃的一种心里动态，同时在其过程中对事件的分析如：“你知道那个人真的是她男朋友吗？你看见他们手拉手吗？即使是她的男朋友，他们感情好吗？她真的幸福吗？这些你不知道。如果她有了男朋友，她为什么要单独与你见面呢？为什么不和男朋友一起来呢？很简单，因为她对你有好感。如果你现在就要放弃，我不知道你最终会和谁在一起……”，就好像一个客户他现在的合作伙伴与其的合作是不是顺利，他们的合作关系如何？他们的合作能否达到共明？等等。
做业务应该有这种得不到不罪休的思想，同时了解其动态和运作情况也是很重要的。当然在重到以后如何给她（它）幸福才是更重要的。
]]> http://www.lingdaoli.com/article.asp?id=1245 <![CDATA[商战销售- 输赢 推荐]]> shenshiyi6@126.com(Evergreen) Sun,30 Sep 2007 14:46:53 +0800 http://www.lingdaoli.com/default.asp?id=1245 http://www.lingdaoli.com/article.asp?id=1087 <![CDATA[这个西瓜该不该换?]]> shenshiyi6@126.com(赋忙在外) Mon,06 Aug 2007 21:13:07 +0800 http://www.lingdaoli.com/default.asp?id=1087 小眼睛老师的一次亲身经历,偶遇一销售案例——这个西瓜该不该换的问题。其实情景销售就是要充分运用当时当地的所有情和景，西瓜老板在当时的心理状态和心理活动就是希望有一个对他有利的情景出现，恰好，我们小眼睛老师的出现正是她所求的，既保全了自己小买卖的声誉，又做到了对在买卖过程中不知令客户不满意的原因究竟发生在哪个环时，如何对自己的客户说“不”的技巧。我根据老师的叙述作一漫画供大家分享。


]]> http://www.lingdaoli.com/article.asp?id=1075 <![CDATA[CRM—是靠心在对顾客服务]]> shenshiyi6@126.com(赋忙在外) Fri,03 Aug 2007 17:01:51 +0800 http://www.lingdaoli.com/default.asp?id=1075       可能大家都认同这样的一种看法，随着知识经济的到来，人们的传统营销理念已在不知不觉的发生着悄然的变化。由于生产的工业化、规模化、产品的同质化等原因，相同产品的可比性越来越小。这就给我们提出了一个新的命题，那就是如何在这纷繁复杂的市场竞争中立于不败之地呢？而作为现代管理的仁人志士们，时下都把目光不约而同的聚焦到了自己的客户身上。与此同时，以客户为中心，以顾客为关注焦点的现代管理理论也就应运而生。目前集团和公司正在导入和推进的客户关系管理（CRM）这一新的管理思想，就是很好的寻找到了我们如何来识别和怎样服务于我们客户的最好解决方案。

     CRM所强调的是一切以客户为中心，企业所有的经营战略都是与客户互动的结果，其目的是致力于达到提高客户满意度，谋求建立与客户长期的合作关系，让他们真正心甘情愿的给我们企业不断地带来新的客户。当然，要做到这一点我们是否首先是需要去了解我们的客户对我们服务的期望是什么？期望值有多高？换句话说也就是客户对我们的服务质量究竟满意不满意，或满意的程度有多高？我想，这个问题就是一代营销管理大师也不一定对他的客户所报有的期望值有多高能够作出精准的判断。因为在CRM中，对服务质量的定义不仅仅是结果质量，它还包含了过程质量和环境质量。如果过程质量不高的话其结果质量再好又能起到什么作用呢？相应地，客户对服务质量的满意度也就更谈不上了。同样，过程质量和结果质量再好而环境质量差，客户的满意度同样也不会高，甚至离他们的期望值相去甚远最后让他大失所望。这看来确实是一个矛盾，而其实不然，只要认真思考一下，这是一个非常好解决的问题，因为我们没有理由成天去苦思瞑想我们的客户对我的服务质量是怎样要求的，要求的期望值有多高？而是应该充分地树立和运用CRM理念和管理思想，在与客户互动的过程中（也叫服务过程中）不断跟踪、收集、记录、积累、分析与客户相关的数据，用IT这一高科技手段科学地从数据中找到我们所要的答案，我们的客户是谁？他们现在需求的是什么？潜在的需求又是什么？我们现在能为他们做些什么？我们将要为他们做些什么等等。这样我们才能真正的首先去替客户着想，并尽量多的把我们服务过程中可能遇到和发生的问题想在和解决在客户想到之前，这样就使得我们从被动型的服务变为了主动型服务。而往往这种为客户想之所想急之所急的主动服务，都会使你和你的客户同时收到令人意想不到的双满意效果。

     另一方面，服务质量的优劣往往是取决于服务过程的细节，不经意的小事辩证的来看是蚁穴溃堤之大事。试想，假如当你的一个客户在接受你提供给他十分中意的商品时，而你忽略了一些基本的行为规范，所表现出的是那样与你企业所倡导的文化内涵和你的商品核心价值格格不入，他会对你的服务质量满意吗？要想他成为你的忠实客户又从何谈起。所以，CRM系统除了表现手段IT技术这个硬件为货币可以交换而来外，其余的都是需要我们每一个人的“以客户为中心”的观念树立，内功的自我修炼，围绕客户从每一件小事做起，真正做到“不为善小而不为，不为恶小而为之”，使我们的CRM的全面推行和实施得以顺利的进行。]]> http://www.lingdaoli.com/article.asp?id=1062 <![CDATA[ 销售人员能力模型--情境销售在线培训]]> shenshiyi6@126.com(smalleyes) Wed,01 Aug 2007 10:38:00 +0800 http://www.lingdaoli.com/default.asp?id=1062 要想成为顶尖销售人员，需要不断补充自己的知识，修炼自己的能力。

学习和实践是修炼的不二法门。

销售中的问题，往往就是人们感觉销售不是一个职业化的专业，这简直是一个悲剧。因为销售的的确确是一个高度专业化的职业。

很多公司都认为只要一个人能说会道就可以做销售，认为只需要招聘他们来，将产品作简单的介绍，然后提供给一些产品手册什么的，就让他们走向市场。同时，用一种简单的数字激励方式来激励销售人员，美其名曰：低工资＋高提成。并引用小平同志的猫论说道： 不论白猫黑猫，抓住老鼠就是好猫！

更有甚者，有些国营公司转制过程中，将以前搞维护的维修工，食堂做饭的炒菜员，开货车的司机，以前企业医院里面的医生等等都通通转岗到销售部门，对外则称：全员营销！

如此，这些没有经过系统训练和培养的猫，不但不能抓回老鼠，反而将整个市场弄的乌烟瘴气。

很多公司都认为销售人员是最好招聘的，而且都认为这些人员流动性很大，所以一般都不愿意去精心培养，于是市场上便充斥着各类凭着感觉走的销售人员，他们辗转于公司和公司之间，客户与客户之间，披星戴月，甘苦自知。

传统的培训的确也可能会传授一些影响客户的通用概念，但单独的销售技能不能保证达到卓越的销售表现和业绩。

这里所说的销售人员的能力模型，主要包括三大块： 产品技术和知识能力，销售胜任力以及管理胜任力。

而在销售培训中，最欠缺的，就是对销售人员管理胜任能力的培养！

若要成功，销售人员必须管理他们公司与其客户之间的互动界面。销售不再是一个单独的行动，所以销售人员必须学会管理自我的同时管理其他资源。

情境销售，更多的就是教给销售人员这种管理的能力！


]]> http://www.lingdaoli.com/article.asp?id=1049 <![CDATA[顾客—朋友]]> shenshiyi6@126.com(赋忙在外) Sun,29 Jul 2007 07:40:38 +0800 http://www.lingdaoli.com/default.asp?id=1049 北京有一个可谓天下第一小的小餐馆,每天只卖中午和晚上各一桌.经营这家小餐馆的老板历善麟老爷子那可算得上是一个人物.为什么这样说呢?因为他是前清华大学建筑系毕业生,首都经贸大学数学系教授.出身正宗的满族正白旗.他的爷爷曾在清朝同治和光绪年间任内务府都统,论职务相当于现在的国务院副总理级别,用他自己的话说那就是他算得上是个贵族后裔了.

   他的这个小餐馆接待过冰岛总统,拳王阿里,世界首富比尔.盖茨,洛克菲勒,以及各国驻华大使都曾是他的座上客.中国名人如溥杰,梅葆玖,葛优,梁咏琪,郑伊健,成龙,汪明荃,周星驰也乐于去品尝他的历家菜.历老爷子的小餐馆论口岸,那谈不上,是北京一条普通得不能再普通的胡同深处的自家四合院住房,要不是那年历老爷子要接待克林顿总统而考虑到国际影响的话,他都还难得淘神来搞一下简单的装修.

   可就是这样,他的席座都要提前半年预约,为什么呢?因为他有着自己独到的经营理念,他是这样说的:"都说顾客是上帝,我却不这样认为,我是无神论者,不相信上帝,这句话对我来说,就没有吸引力.再说,上帝是看不见,摸不着的,很陌生,没有亲切感.我不把客人当上帝,而视他们为朋友,知己,每晚一桌的宴席,就是为这些至爱亲朋所准备的".看来我们的历老爷子早就在运用情景营销售、情景服务这一模式了,顾客不应该是上帝,而是我们能够沟通的知心朋友,与朋友在一起体验快快乐乐的每一天,这种感觉你找到了吗?说说看.]]> http://www.lingdaoli.com/article.asp?id=1036 <![CDATA[销售力－－情境销售在线培训]]> shenshiyi6@126.com(smalleyes) Tue,24 Jul 2007 12:32:34 +0800 http://www.lingdaoli.com/default.asp?id=1036 说实在的，销售力这个词语是我杜撰的！

它不仅仅是指销售能力那么简单。我给它的定义是： 销售员为达成销售而对客户的影响尝试！ 其实也就是销售人员对客户的影响力。

本站一直再讲领导力是领导者影响他人去达成目标。所以这里所说的销售力就是领导力在销售方面的运用。只不过这里的领导者变成了专业销售人员，而追随者变成了客户！

销售是一个过程，为了达到目的，销售人员持续地对客户施加影响。也就是领导客户。

情境销售的核心思想是：要达到有效销售，要求销售人员改变自己的行为来适应客户购买的需求。

让我们来看一个逻辑：

首先，是谁购买？ 我们说购买总是客户决定的。关于这点请参看本站帖子：购买是谁的责任

PEOPLE LOVE TO BUY, BUT HATE TO BE SOLD! (点击进入）

购买是客户来作决定，但他们在购买的过程中，有需求。

比如对产品和服务的不熟悉，比如对商家或销售员的不信任等等，都可能会构成购买的障碍。

所以销售人员应该改变瞬时把握顾客的购买状态，满足他们的需求。

改变的是销售员，不是客户。销售员通过建立关系，同步，引导，再同步等方式，去匹配客户的状态。有点象毛主席说的“敌进我退，敌退我进，敌疲我扰，敌逃我追。。。”，其实也就是上善若水的境界。

还有，改变的不是销售员的态度或内心的想法那么简单，而是销售人员的行为！

这里又回到一个现实: 影响客户做出决定的，不是现实，而是客户的感知！

销售人员改变自己的销售行为，其实也就是采用不同的销售风格。

销售力的运用范围很大。不仅仅是用于销售产品和服务。

比如在组织中，下属对上司的影响，往往用的就不是情境领导方法，反而要求助于情境销售！ 至于本站有会员提到的情境夫妻，情境男女等，其实也类似]]>