Basically, it's this routine:
The first step is to confirm the requirements. Call to confirm the demand for car purchase, and generally invite you into the store to see the car;
The second step is to introduce cars. After entering the store, I will recommend a car to you according to your needs and budget;
The third step is to test drive. After the introduction of the sales consultant, you will be arranged to test drive and experience it for yourself.
The fourth step is to sign. If the previous steps go smoothly, we will enter the initial stage and pay the deposit;
Step five, deal. Pay in full by car.
Let's simplify the above five steps, and a simple sales funnel diagram of automobile 4S shop will appear (as shown below).
Suppose you are now the sales director of this car 4S shop, and the goal is to double the sales in 20 17. Where will you start?
Increase the number of clues
Improve sales conversion rate
Shorten the trading cycle
Increase the average transaction amount per order.
In fact, these are four key factors that restrict the performance improvement of most sales teams. Here we have a general concept of sales funnel and what are the influencing factors.
So as a manager, how to manage the sales team with the help of the sales funnel? According to our personal practice in the past three years, we have summarized the following three points:
1.？ Set sales behavior goals
June 5438+February has 5 working days left. Remember the sales target set at the beginning of this month? Now you can look back and see how the completion progress is. I can almost see your anxious and helpless expression, because I used to be like this. Goal setting doesn't seem to have much influence on whether I can achieve it. If I'm lucky, I can overfulfil my goal. If I'm poor, you know. So what's the problem? Why do some sales teams always achieve their goals and win Topsales in a row?
Let's look at the above two goals first. When we compare with goal one, even normal people will find goal two more reliable. Mining 1 000 clues every week, 200 such behavior targets are obviously more operable than the sales of 1 000 million. Just like many girls set themselves weight loss goals. If you just set the goal of losing 20 Jin in 20 17, I can almost imagine that at this time of 20 17, you won't change much, and you may even increase instead of decreasing. Now let's change our thinking. 20 17, we ran 200 times, 5 kilometers each time. After running once, we added 1 to the book at the bedside. Does it feel different in an instant, far more reliable than the goal of losing 20 pounds? Actually, it's true. Such behavioral goals can make you more focused on the current sales behavior, not just the final result, which will make you more confident instead of being frustrated frequently. You may have a question in your heart, can you achieve the ultimate goal by doing what you say? The answer is not necessarily, but in terms of probability, if the established sales behavior goal can be achieved, the final result is similar and can be inferred (see the figure below).
Suppose I set myself a goal of 5,438 June+4 February. According to my historical conversion rate from leads to orders, I can finally calculate that to reach 4 orders, I need to complete 20 customer visits and 100 lead mining. There are two points to note here. First of all, the longer the historical data span, the more accurate the final result will be. Secondly, there is the depth of each behavior that affects the final result. Our goal is the final transaction, which is what we will talk about next. Otherwise, it becomes a kpi index with policies and countermeasures, and we visit for the sake of visiting.
2.？ Establish standard sales process
The sales process of each company is unlikely to be the same, but in general, we can establish a standard sales process from these four dimensions, namely, sales stage, sales skills, sales tools and checkpoints, which are simply what to do, how to do it, what to do with it and how to do it.
The above picture shows the simplified standard sales process of Ming Dow Software, taking the product demonstration as an example. Although the way of product display is slightly different, product display is an essential link in the process of B2B software sales. Ming Dow takes the line below the opposite demonstration. During daily customer visits, customers often raise a series of problems encountered in their own management. Simply introducing product functions to customers will not play a big role in solving customer problems. There is still a long way to go between product functions and the problems that customers want to solve. It is obviously more reasonable if we must stand on the customer's side at this time, integrate the customer's needs or problems with Ming Dow's functions, and give a set of professional solutions. The key skill involved here is consulting sales.
"How can we ensure that we can use Ming Dow?" This is a frequently asked question in the process of visiting customers on 20 14. This answer seems to be very weak, because it is not implemented in a specific plan, and it is difficult to really convince people. After suffering a lot in this link, we realized that we should make such an after-sales deployment schedule and put our deployment training plan on paper after signing the contract. In fact, as soon as the customer mentioned this question, we directly handed over the deployment schedule, which was much better than our verbal guidance. Submitting the deployment schedule has become a standard operation to solve customers' doubts about the successful deployment in our product demonstration.
As a manager, how to check the implementation of customer consultants in product demonstrations? Ming Dow checks daily by browsing the daily newspaper and visiting the follow-up mail. Cut the crap and go straight to our real daily newspaper
3.？ Quantitative analysis of sales staff
Set goals and define standard sales processes. In the end, the results made by each consultant must be uneven. What will you do as a manager at this time? I was dragged into the little black room many times before, and I analyzed the customers I followed up one by one, looking for problems in customer follow-up, and then adjusted my status to continue next month. This is actually the process of "locating the problem" and then "solving the problem". There is nothing wrong with this method, but there may be a more accurate way to locate the problem, that is, through the historical sales data of each customer consultant, and the data will not deceive people.
Ask yourself first, do I know these four data of each member of our team?
What is the lead order conversion rate of team members?
What is the average closing cycle of team members' orders?
How many new customers have team members developed this month?
What is the average transaction amount of orders from team members?
As you can imagine, if you put four data of everyone in the team in front of you, it will be clear at a glance who is doing well and which link is weak. Weak links can be improved in a targeted manner, and excellent links can also be shared with everyone.
These are three dimensions of the application of sales funnel in actual sales management. Setting sales behavior goals can achieve higher target achievement rate, establishing standard sales process can promote the rapid growth of new employees, and quantitative analysis of sales staff can accurately locate the weak and excellent links of sales staff, so as to promote them in a targeted manner.