As an agent, how to do a good job in sales?

1, I think, that is, salespeople should have certain planning ability. Most of the overseas sales staff of the manufacturer carry out sales work in the designated regional market. Manufacturers set sales tasks for salesmen, and provide certain guaranteed wages, travel expenses, promotional materials and other resources. All sales work in this area, including market research, market planning, customer development, customer management, complaint handling and other basic work, must be completed by the salesman himself. To do all this well and ensure the sustained and healthy development of regional market sales, first of all, sales staff should have an overall market plan for the regional market they are responsible for, including phased sales targets, how to lay out the sales network, what kind of dealers to choose, what kind of products and price combinations to cut in, and what kind of promotion methods to adopt. Secondly, in the process of developing and managing dealers, salesmen often encounter many problems, such as dealers complaining about high product prices, asking for regional general agents, asking manufacturers to bottom out funds, controlling manufacturers' development, quality accidents and so on. In order to deal with these problems, salespeople must use some strategies, and these strategies need careful planning by salespeople; Thirdly, the salesman should also act as the consultant and helper of the dealer, discover the opportunities and problems in the development of the dealer, provide guidance for the development of the dealer, and help the dealer plan promotional activities and public relations activities. Only when a regional salesperson is the chief planner can the sales performance of the market he is responsible for grow faster and more steadily; Only when the regional sales staff help the competent dealers to make suggestions can they win the trust and recognition of the dealers, make full use of and give full play to the distribution function of the dealers, and ensure the health and stability of the sales network. 2, listening, that is, sales staff should have the ability to listen. In the process of developing dealers, many salesmen will talk about how good their products are, how complete their products are, how excellent their companies are, and how rich benefits dealers can bring by selling such products as agents, whether they like it or not. It may be noted that most salesmen who sell products in this way are in vain. In fact, whether it is to develop dealers or deal with customer complaints, listening is more important than speaking. Why? First, listening can let you know each other's personality, hobbies and interests; Second, listening can let you know what the other person is thinking and what the other person's real intention is; Third, listening can make the other person feel that you respect him and attach great importance to his ideas, so that he can let go of his burdens and concerns; Fourth, when the other party has a lot of complaints about the manufacturer, listening can let the other party vent and eliminate the other party's anger; Fifth, listening can give you enough time to think about how to respond to each other strategically. How do salespeople listen? First, eliminate interference, concentrate, and listen to customers' statements with an open attitude and positive input; The second is to listen to all the contents clearly, sort out the key points, and listen to the emotional color in the other party's words; Thirdly, retell the information you hear, record the key words quickly, and improve the memory effect of listening; The fourth is to respond with appropriate body language, ask appropriate questions, keep silent in time, and let the dialogue continue. 3, writing, that is, sales staff should have the ability to write general documents. Many marketing executives may have this experience: a salesman often calls you to report that this competitor is promoting sales and that competitor is reducing prices, asking you to give him policy support. If you ask him to write a written report, the salesman either can't send it back on time, or the report he wrote back is unclear and unclear. Why is this happening? Because many salesmen can't write reports at all or can't write them well. How to improve the writing ability of salespeople? First, when sales staff report their work and ask for policy support, the sales supervisor should let them report in writing as much as possible; Second, for salesmen, hire professionals to carry out official document writing training, or buy relevant books to organize salesmen to study; The third is to ask and encourage salesmen to write more articles about sales experience and publish them in internal publications or some professional magazines, so as to give appropriate rewards to those who successfully publish articles. 4, that is, salespeople should have certain persuasion ability. The salesman is the permanent representative of the manufacturer, and the basic situation, product characteristics and sales policies of the manufacturer are all passed on to the dealer through the salesman. When the salesman communicates with the dealer about the manufacturer's policy, some dealers quickly know and understand the manufacturer's intention, some dealers don't know or understand the manufacturer's intention, and some dealers are disgusted with the manufacturer or even cut off the cooperative relationship with the manufacturer. Why did these things happen? The reason is that different salespeople have different persuasion abilities. How do salesmen improve their persuasion ability? First, the salesman should make full preparations before formally persuading the dealer: first, he should know the dealer's needs from the dealer's related people or the dealer himself by asking questions, that is, what he is thinking, what he wants and what he is worried about, so as to prescribe the right medicine; Secondly, according to the needs of dealers, draw up a persuasion plan, write down how to persuade dealers and what points touch him, and keep them in mind; Third, the speech should be vivid, concrete and operable. In the process of sales persuasion, it is necessary to specifically talk about when, where, who, what method to use and what effect can be achieved after implementation; Finally, from the dealer's point of view, help him analyze his own situation, let him understand that the manufacturer's policy can help him improve his own situation, explain to him the specific operation method of the manufacturer's policy, and describe the benefits and values that can be brought to him after implementing the manufacturer's policy. 5, teaching, that is, sales staff should have certain counseling ability. An excellent salesperson can maintain a high sales performance because he can effectively integrate resources and improve his business level and ability by training and guiding the distributors, their salesmen and their end customers in his regional market, so that they can all be as excellent as themselves. What does the salesman teach dealers, dealers' salesmen and terminal network customers? First, product knowledge, teaching them the technological process, main formula, main selling points, differences from competing products, features and functions, and usage methods. The second is management methods, teaching them how to make market planning, how to develop offline customers, how to manage offline customers, how to establish good customer relations with offline customers, and how to deal with offline customers' objections and complaints. The third is to guide the operation, and constantly discover the problems existing in the actual operation process of dealers and their salesmen, such as inadequate distribution, slow development of regional markets, and low efficiency of effective sales time. And put forward suggestions and opinions for improvement, so as to improve sales execution. 6, do, that is, sales staff must have strong execution ability. Many sales executives may have had this experience: subordinate salesmen clap their chests at the beginning of the month to assure you what sales targets will be achieved this month, and they also have a series of strategies and measures to achieve sales targets, but the sales plan is always frustrated at the end of each month. Why is there such a deviation? The salesman's execution is not high. Many salesmen are usually very idle at the beginning and middle of the month. At the end of the month, they are like ants on hot bricks, constantly urging dealers to report plans and pay back money. The distributor's distribution ability is not entirely determined by the distributor, but depends on how many terminal outlets he has and how many of these terminal outlets are effectively controllable. And all this needs salespeople to sink to the end day after day and year after year to understand it. Therefore, salesmen must have strong execution ability.