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各位销售精英,大家好!!

第 47 期

☞ 本期主题:学习它是一回事,做又是另一回事!

How often have you wondered whether the sales training you buy is actually worth its cost? For my money, sales training can be considered successful only if it produces meaningful, long-lasting gains in sales performance.

你曾多少次想知道你所购买的销售培训是否真的对得起你的投入?对于我的投入,只有当它产生有意义的,长期的销售业绩增长,销售培训才可能被认为是成功的。

If that is the standard for success, then here’s some bad news: 90 percent of all sales training fails. That means 90 percent of the $1 billion spent on sales training every year is essentially wasted.

如果把这作为成功的标准,那么这里有一些坏消息:90%的销售培训都失败了。这意味着每年花在销售培训上的10亿美元中的90%基本上被浪费掉了。

This is the third in a series of eCoach newsletters in which I explain why so much sales training fails, and how to make it succeed instead. Please read on.

这是我第三次公开解释为什么如此多的销售培训会失败,如何让它转为成功。请继续读下去。

If you have a question about how sales training and customer-communication training can merge and pay off with spectacular results, contact us at 0755-88265430,88261982.

如果您有关于销售培训和客户沟通培训中,需要解决的问题,请联系我们:0755-88265430,88261982.

We are committed to your professional success.
我们致力于您的专业成功。

LEARNING IT IS ONE THING,DOING IT ANOTHER.

学习它是一回事,做又是另一回事!

I am frankly embarrassed to work in an industry whose products have a 90 percent failure rate. Yes, that is the approximate percentage of sales training programs that fail to produce meaningful, long-term gains in sales performance in the field.

坦白说,在一个产品失败率为90%的行业工作我感到很尴尬。是的,这是销售培训项目的一个大致百分比,这些培训项目无法在实际销售业绩中产生有意义的长期绩效。

Sales performance “in the field” is, of course, the only place where performance really matters. That brings us to the subject at hand. I believe that there are three major reasons why so many sales training programs fail.

当然,销售业绩“在这个领域”中是真正重要的部分。这使我们想到手头上的问题。我认为有三个主要原因导致如此多的销售培训项目失败。



Here is a quick graphic view:
这里是一个快速的图形视图:


previous editions of this newsletter, I explored the first two of those reasons:

先前版本的电子期刊中,我探索了前两个原因:

1、Programs have the wrong content. They simply try to teach the wrong things.

1、项目有错误的内容。他们只是试图教导错误的东西。


2、The training is rejected by salespeople. Trainees never really buy into the premise that the program has useful things to teach.

2、销售人员拒绝接受培训。受训者从来没有真正地相信这个培训项目有有用的东西可以教。

Now let’s look at the third major cause of failure: ineffective transfer of new skills from the learning environment to the field – the place where better performance would really matter.

现在让我们看看导致失败的第三大原因:把新技能从学习环境中转移到工作中,在工作中有更好的表现才是真正重要的。

“Transfer” is a term we use for learning that actually gets applied in the field. It’s the only reason why a business organization, as opposed to a school or college, would want to invest in training in the first place. No transfer? Then no performance gains. No performance gains? Then no success.

“转化”是我们用于实际应用领域学习的一个专业术语。作为首选投资于培训的唯一原因,为什么选择一个商业机构,而不是学校或大学。没有转化?就不存在性能的增益。没有性能的提升?就没有成功。

Most people mistakenly think of transfer as a synonym for follow-up or reinforcement – things that happen after the training program is over. Yes, those things are necessary, and they do contributeto successful transfer. But other factors play into the transfer process as well.

大多数人错误地认为转化是后续或强化的同义词——在训练计划结束后发生的事情。的确,那些东西是必要的,他们这样做有助于成功的转化。但其他因素也会影响到转化过程。

FOLLOW-UP AND REINFORCEMENT ARE NECESSARY, BUT THEY AREN’T THE WHOLE BALL GAME.

跟进和加强是必要的,但他们不是全部。

Here are the critical elements that determine whether learning will transfer from the classroom (or learning environment) to the job.

以下是决定学习是否从课堂(或学习环境)转化到工作中的关键因素。

1、 Students must be actively involved in the entire learning process.

1、学员必须积极参与整个学习过程。

2、 Early in the training process, students need to connect the learning to their life experiences. It has to make sense in the world they know. They need to see relevance right away.

2、在训练过程的前期,学员需要把学习与生活经验联系起来。这对他们的认知是有意义的。他们需要立刻看到相关性。

3、 They must know that there will be follow-up activities and assessments that measure what they learned and also measure how well they are applying the new skills in their day-to-day work.

3、他们必须知道将会有后续的动作和评估,来衡量他们所学的知识,并衡量他们在日常工作中应用新技能的能力。

4、 They must be held accountable by their managers to demonstrate the use of new skills and knowledge in the field. This cements the message that management believes the learning was important.

4、他们的经理负责跟进,以确保掌握了该领域的新技能和知识。这给管理层传递了学习很重要的信息。

5、 The employer must take a systematic approach to reinforcement. Acting as coaches in the field, managers must minimize the “transfer distance” by helping learners apply new skills and knowledge on the job—quickly. Assign online “skill drills” as homework. In everyday conversations about job performance, use the specific language that was taught in the training. Force the learned concepts into routine use.

5、雇主必须采取系统的加固方法。在专业领域作为教练,管理者必须通过帮助学习者快速运用新技能和知识来将 “转化距离” 最小化。布置在线“技能训练”作为作业。在日常工作的对话中,使用培训中所学的特定语言。把学到的概念运用到日常工作中。

Want to invest in sales training that actually succeeds? Start with three fundamental rules:

希望投资的销售培训成功吗?从这三个基本规则做起:

  • Teach the right skills, and teach them the right way.
    教授正确的技能,并教给他们正确的方法。

  • Anticipate possible rejection, and make sure salespeople believe that the training program will benefit them personally.

    预见可能的拒绝,并确保销售人员相信培训计划会对他们个人有帮助。

  • Treat “transfer” as a crucial goal that requires plenty of attention and a systematic approach.

    将“转化”视为一个至关重要的目标,需要高度的重视和系统的方法。

Follow those rules, and your odds of success will increase astronomically.

遵循这些规则,你成功的几率会大大增加。

 
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