【Sales elite】

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成为销售精英须知的关键技巧

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销售的技巧--需求分析
SALES TIPS--DEMAND ANALYSIS
销售的技巧--需求分析
字面理解：分析客户要求的和需要的。
客户需求的五个层次 a.产品需求 b.服务需求 c.品牌需求 d.关系需求 e.成功需求不同的客户需求不同，只要存在两个以上的客户，需求就会不同。由于客户需求、欲望及购买行为是多元的，所以客户需求满足呈现差异化。
（让客户明白，你对他和市场情况已有所了解，不是新手，这样客户会配合你，甚至安排人给你沏茶。）
用赞美赢得客户好感
借上司或他人的推荐
“是××经理专门派我来的……”
（客户会感觉公司领导对其很重视）
“经×××客户介绍，我今天专程过来拜访您……”
（熟人推荐，客户不能太不给面子）
销售的技巧--陌生拜访
学会提问激发客户兴趣
用来帮助我们进行准主顾名单的筛选，根据准主顾的相关情况进行评分，然后筛选出优质客户进行优先拜访，助力我们成交。
销售的技巧--客户开拓
缘故开拓法
（Relatives and friends development）
缘故法就是从熟人及亲友中找出你的客户。
因工作而认识的：过去的同事、上司、顾客、供应商。一起参加培训的学员……
销售的目的
销售是创造、沟通与传送价值给顾客，及经营顾客关系以便让组织与其利益关系人（stakeholder）受益的一种组织功能与程序。销售就是介绍商品提供的利益，以满足客户特定需求的过程。
销售人员的素质
正确的心态
任何事情都有两面，你看到好的就看不到坏的，看到美的就看不到丑的。好的美的就吸引着更好更美的人和事。培养自己积极的心态：一段时间以后你会养成积极的习惯，销售人员尤其需要好的心态……

majorgeneral是什么中文意思

majorgeneral是什么中文意思英语major general虽说在日常生活中不是很常用，但是也可以了解一下英语major general的中文意思。

为此店铺给大家整理了英语major general的中文意思的内容，欢迎阅读参考!英语major general的中文意思英 [ˈmeidʒəˈdʒenərəl] 美 [ˈmedʒɚˈdʒɛnərəl]第三人称复数：major generals少将;1. 少将：Czuma少将(Major General)的部队在坚固的防御工事中良好地布防,并击退了莱茵哈特将军(General Reinhardt)的坦克部队的一次决定性进攻. 波兰人体验到了辉煌但是短暂的胜利喜悦. 德军不久之后就发觉战况的严重性,出动他们全部的装甲力量和斯图卡,2. 空军少将：空軍中將-----Lieutenant General | 空軍少將-----Major General | 空軍大校-----Senior Colonel3. 埃及国防部部长助理：◆Abdelrahman Mohamedzain Ahmed,苏丹国防部副部长| ◆Major General, Dr. Mohamed Asar,Major General, Dr. Fouad,埃及国防部部长助理| ◆Dr. Haroun U.Sanusi,尼日利亚国防部常务秘书4. 陆军少将：Lientenant General 陆军中将 | Major General 陆军少将 | Brigadier Gennral 陆军准将英语major general的单语例句1. Army Major General Thomas Turner, had discussed the matter with West African peacekeepers in the capital.2. A General Motors auto plant and a major factory of the Gujarat State Fertiliser Corporation have been closed.3. They joined an air force organized by legendary US Army Colonel Claire Lee Chennault, who went on to become a major general as commander of the unit.4. Their ranks vary from admiral to major general, and theynumber more than 300.5. Analysts said the US currency's general weakness and the mounting inflation pressure in China were two major factor's in the yuan's rise.6. The Dalian Customs office in northeastern China seized major quantity of drugs recently, according to a notice on the official website of the General Customs Administration on Wednesday.7. The meeting came a day before Obama's debut before the UN General Assembly, but officials had downplayed chances of a major diplomatic shift.英语major general的双语例句1. While acceptting Nobel prize for peace, the UN Secretary General Kofi Annan pointed out that facing the world today is facing two major challenges.联合国秘书长安南在接受诺贝尔和平奖的时候曾经指出，当今世界面临两大挑战。

公司产品介绍必备英文术语

公司产品介绍必备英文术语1. Product Features（产品特点）Innovation（创新）Quality（质量）Performance（性能）Durability（耐用性）UserFriendly（易用性）2. Target Market（目标市场）Demographics（人口统计）Geographics（地理分布）Psychographics（心理特征）3. Competitive Advantage（竞争优势）Price（价格）Brand Reputation（品牌声誉）Customization（定制化）AfterSales Service（售后服务）4. Product Lifecycle（产品生命周期）Introduction Stage（引入期）Growth Stage（成长期）Maturity Stage（成熟期）Decline Stage（衰退期）5. Marketing Strategies（营销策略）Online Marketing（线上营销）Offline Marketing（线下营销）Content Marketing（内容营销）Social Media Marketing（社交媒体营销）6. Distribution Channels（分销渠道）Direct Sales（直销）Indirect Sales（间接销售）Retailers（零售商）7. Pricing Strategy（定价策略）CostBased Pricing（成本导向定价）ValueBased Pricing（价值导向定价）Penetration Pricing（渗透定价）Skimming Pricing（撇脂定价）当然，让我们继续深入探讨这些术语在实际应用中的更多细节。

8. Customer Engagement（客户参与）Feedback Loop（反馈循环）Customer Surveys（客户调查）User Reviews（用户评价）Community Building（社区建设）9. Technical Specifications（技术规格）Dimensions（尺寸）Materials（材料）Power Requirements（电源需求）Compatibility（兼容性）Certifications（认证）10. Sales Forecasting（销售预测）Market Analysis（市场分析）Trend Analysis（趋势分析）Historical Data（历史数据）Sales Funnel（销售漏斗）11. Product Development（产品开发）Research and Development（研发）Prototyping（原型制作）Beta Testing（beta测试）Iteration（迭代）12. Intellectual Property（知识产权）Patents（专利）Trademarks（商标）Copyrights（版权）Trade Secrets（商业秘密）13. Supply Chain Management（供应链管理） Procurement（采购）Inventory Management（库存管理）Logistics（物流）Vendor Management（供应商管理）14. International Trade（国际贸易）Import and Export（进出口）Tariffs and Duties（关税和税费）International Shipping（国际运输）Currency Exchange（货币兑换）15. Customer Support（客户支持）Help Desk（帮助台）Warranty Services（保修服务）Training and Support（培训与支持）Multilingual Support（多语言支持）在使用这些术语时，记得要将它们融入到生动的案例和故事中，这样不仅能更好地吸引听众的注意力，还能帮助他们更深刻地理解您的产品。

推销员的优缺点英文作文

推销员的优缺点英文作文Salespeople are often seen as both a blessing and a curse in the business world. On one hand, they can bring in new clients and increase revenue for a company. On the other hand, they can be pushy and annoying, turning potential customers away. Here are some of the pros and cons of having salespeople on your team.Firstly, salespeople are great at buildingrelationships with clients. They can provide personalized attention and help customers find the right products or services to meet their needs. This can lead to increased loyalty and repeat business, which is essential for long-term success.However, salespeople can also be too aggressive intheir approach. They may come across as pushy or insincere, causing potential customers to feel uncomfortable or annoyed. This can lead to a negative reputation for the company and a loss of business.Another advantage of having salespeople is that they can provide valuable feedback on customer preferences and market trends. They are on the front lines of customer interactions and can provide valuable insights into what customers are looking for and what competitors are doing.On the flip side, salespeople may not always be honest in their feedback. They may be more focused on making a sale than providing accurate information, which can lead to poor decision-making and lost opportunities.Finally, salespeople are often highly motivated and driven to succeed. They thrive on the challenge of closing deals and meeting sales targets. This can be a great asset for a company, as it can lead to increased revenue and growth.However, salespeople can also be motivated by the wrong things, such as commissions or bonuses. This can lead to unethical behavior, such as pushing unnecessary products or services on customers.In conclusion, salespeople can be a valuable asset to a company, but they also come with their own set of drawbacks. It is important to carefully consider the pros and cons before deciding whether to hire salespeople or not. Ultimately, the success of a sales team depends on finding the right balance between building relationships anddriving sales.。

销售人员的优势英语作文

销售人员的优势英语作文Salespeople, they're a special breed. They've got the ability to charm a customer in a flash, turning a simple conversation into a potential deal. They know how to find that little spark in a person's eye, the one that lights up when they see something they want.The best part about salespeople is their adaptability. You never know what kind of customer you're gonna get, but they're ready for anything. Whether it's a chatty Cathy or a quiet Joe, they can adjust their style to make the other person feel comfortable.And they're not just about the hard sell. No, they understand the value of building relationships. It's not just about making a quick buck; it's about creating long-term partnerships that lead to repeat customers and referrals.Plus, they're resilient. When a deal falls through or acustomer says no, they don't get discouraged. They dust themselves off, learn from the experience, and keep moving forward. That kind of perseverance is rare and invaluable.In a nutshell, salespeople are the lifeblood of any business. They're the ones who bring in the revenue, build the brand, and keep the customers happy. Without them, well, let's just say it wouldn't be the same.。

sales excellence职位

sales excellence职位(中英文实用版)英文文档：Sales Excellence PositionThe sales excellence position is a critical role within an organization that is dedicated to driving revenue growth and customer satisfaction.This individual is responsible for developing and implementing sales strategies that result in achieving or exceeding sales targets.They must possess strong communication, negotiation, and closing skills to effectively engage with potential customers and convert leads into sales.In addition to closing deals, the sales excellence professional must also have a deep understanding of the market and competition.This includes staying abreast of industry trends, analyzing sales data, and identifying opportunities for improvement.They should be able to develop and maintain relationships with key accounts, providing exceptional customer service and ensuring long-term business partnerships.The sales excellence position often requires collaboration with other departments, such as marketing and customer service, to align sales efforts with overall business goals.This individual must be a team player, able to motivate and mentor sales team members to achieve their fullpotential.They should also be adept at sales coaching and training, ensuring that the sales team has the necessary skills and knowledge to succeed.To excel in this role, individuals should have a strong background in sales and a proven track record of meeting or exceeding sales targets.They should also possess excellent analytical and problem-solving abilities, as well as the ability to effectively manage multiple priorities.A solid understanding of sales technology and tools, such as CRM systems, is also essential for success in this position.Overall, the sales excellence position is a key driver of an organization"s success.By leading the sales team to achieve outstanding results, this individual directly contributes to the company"s growth and profitability.中文文档：销售卓越职位销售卓越职位是组织中一个关键的角色，致力于推动收入增长和客户满意度。

暖通销售精英岗位职责范本

暖通销售精英岗位职责
Job responsibilities of HVAC sales elite
说明：为规划化、统一化进行岗位管理，使岗位管理人员有章可循，提高工作效率与明确责任制，特此编写。

岗位职责:
1、负责公司产品(地暖、暖气片、家用中央空调、新风、净水设备)进行销售及推广;
2、根据市场营销计划，完成部门销售指标;
3、开拓新市场，发展新客户，增加产品销售范围;
4、户外推广，并完成销售任务。

任职资格:
1、善于沟通，有上进心
2、具有吃苦耐劳的精神，能化解压力
3、有销售经验优先
4、做事踏实认真、吃苦耐劳，有责任心，能承受较大的工作压力
请输入您的公司名字
Fonshion Design Co., Ltd。

2013 Honda Sales Manager's Guide

2013S A L E S M A N A G E R G U I D EContinuing to uphold its long-standing tradition of collaborating with dealerships and their sales professionals, Honda will again recognize and reward top-performing Sales Managers and Sales Consultants in 2013. For you to achieve such a high level of success, you will have to challenge yourself and your Sales Consultants to continually improve skills and increase professional knowledge. T ogether, you need to stay focused on the customer and motivated to achieve your goals throughout the year.To help you and your sales team members do just that, Honda provides the 2013 Council of Sales Leadership (COSL) program. It rewards and inspires, with the ultimate goals of attracting and keeping customers who will be loyal to Honda, your dealership, and you. By recognizing top Sales Consultants, the program also helps to retain the best sales professionals.Remember, the mark of a true champion is doing things well not only occasionally; it’s about achieving lasting greatness. T he 2013 COSL program honors those Sales Managers and Sales Consultants who strive for – and achieve – that next level of greatness.Challenge yourself and your team to be part of this elite group!Honda continues to evolve its product lines to accommodatemarket and customer wants and demands. T he 2013 COSL program does this as well. T he forward-thinking changes implemented into the program align with current Honda objectives and meet or surpass industry standards.Honda has modified the 2013 program for Sales Managers by offering a single midyear award, which replaces the threequarterly On-Track Awards and provides more significant and valuable recognition.In addition, several changes have been incorporated into the Sales Consultant portion of the program, including:• A recognition level and special business-oriented recognition trip for the top 100 Sales Consultants (based on totalsales credits)• An increase from one-half credit per sale to one credit per sale of a Honda Certified Used Car (HCUC)• Removal of the five-year time constraint to attain the Gold Master membership level• Elimination of the Bronze level and the Gold Mastermembership ring• Modifications to the membership bonus calculation• Redesign of the Gold Master plaque• Creation of a tracking poster for displaying current progress of your Sales Consultants toward achieving their COSL program objectives Update Y our ProfileYour current email address is needed to keep you updated through various COSL program communications. T o register or update the Profile page, go to . By taking the time to do this now, you’ll be able to receive important information about the 2013 COSL program that may affect your membership status or awards.What’s New in 2013?A Powerful Resource at Y our Fingertips The enhanced COSL program website serves as a one-stop shop by providing the latest COSL program-related information and a snapshot of performance data through the end of each month. Visit to view program news, extensive FAQs, and a library of resources, to ensure you fully understand the program and the benefits COSL status can bring you and your sales team members.The best always strive to get better. Honda is no exception. Honda’s goal is to reaffirm its leadership and respond to the challenges of a highly competitive market in 2013.The enhanced 2013 Civic and the all-new Accord have strengthened Honda’s award-winning lineup. In addition, a winning strategy for creating lifelong advocates of the brand is in place. T he key to Honda’s successful sales year is having unrivaled dealership sales professionals – and leaders such as you – to represent the brand.When you participate in the 2013 COSL program, you can develop and advance your professional skills and those of your team.By focusing on achieving the program goals, you will elevate the caliber of your staff and create a sales environment that is optimal for satisfying customers. In addition, when you excel in the program’s criteria, become proficient in the professional knowledge your position demands, and lead your Sales Consultants to perform at their highest levels, you’ll receive well-deserved recognition and awards as one of Honda’s best Sales Managers.Recognizing the BestThe COSL program recognizes Sales Managers who exemplify leadership and best represent the Honda brand. T o be eligible for program recognition, Sales Managers are required to meet the established training requirements by December 31, 2013, and work at a dealership that ranks in the top 150 across the nation, based on performance points earned in two areas:• Achievement of the dealership’s new-vehicle sales objective • Team completion of Sales Consultant required trainingNew-Vehicle Sales ObjectiveA dealership earns monthly performance points when it meets or exceeds 80 percent of its monthly new-vehicle sales objective,as follows:Log in to to view your dealership’ssales objective. Sales Team TrainingWell-trained Sales Consultants are better equipped to meet the demands of today’s consumers and to build allegiance to the brand and your dealership. T o encourage the highest level of product and professional knowledge, the COSL program awards performance points when your sales team completes 85 percent or more of the required monthly training, as follows:Sales Manager TrainingTo become a more effective leader who can guide his or her team to new heights, you need comprehensive knowledge. Honda provides top-quality training opportunities to help you sharpen your professional skills and qualify for awards in the COSL program. Meet the COSL program requirements by completing the current required training listed in the Sales Manager Performance Summary on the I nteractive N etwork (iN) at .Sales Manager Program ObjectivesPercentage of New-Vehicle Sales Objective Attained120% and above115%–119.9%110%–114.9%105%–109.9%100%–104.9%95%–99.9%90%–94.9%85%–89.9%80%–84.9%79.9% and belowSales ConsultantTraining Completed100%95%–99.9%90%–94.9%85%–89.9%84.9% and belowPerformance PointsEarned706560555045403530Performance PointsEarned70605025Sales Manager AwardsThe 2013 COSL program will continue its ongoing tradition of honoring Sales Managers at the top 150 dealerships across the U.S., based on performance points earned.Sales Manager On-Track AwardPrimary Sales Managers at the top 150 Honda dealerships, based on performance points earned through the end of June, each receive a special recognition award. T his award is designed to remind them of the extraordinary results they’ve attained at the midyear point of the 2013 COSL program, and to encourage them to sustain their efforts through the end of the year.Sales Manager Annual AwardAt the conclusion of the 2013 program, each dealership ranked among the top 150 of all Honda dealerships, based on performance points earned, receives 1,200 award dollars. T hese award dollars will be deposited, according to an allocation completed by the dealer, on the Honda Reward Cards of eligible Sales Managerson record who completed their training requirements.For more information about eligibility and these awards, log into to review the Sales Manager Program Rules Bulletin in the Library section, or to browse the FAQs. In addition, you can view your year-end award allocation percentage on the Home page when you log in to the COSL website.Sales Consultant Program OverviewTo lead your sales team members effectively, you should havea clear understanding of how Sales Consultants qualify and the areas of performance for which they will be measured for COSL membership. Visit the Library and FAQs on the COSL website () to become more familiar with the Sales Consultant requirements.You may also want to consider meeting with your sales team members to review the 2013 program rules and solicit their commitment to elevating their performance this year. When you make earning COSL membership a priority for your team members, you are not only improving the quality of your sales force, you are increasing your chances of receiving a Sales Manager award this year.Tracking SuccessYour program success is dependent on the performance of your sales team. Help your Sales Consultants stay focused on the program objectives by accessing their progress to date via the Performance Summary on the Honda Sales Portal. Share success stories at team meetings, and post current progress on the COSL tracking poster monthly.For 2013 COSL program information:• Visit the COSL website at .• Go to the Honda Sales Portal on the iN at . • Call Program Headquarters at 1-866-446-0381 between8:00 a.m. and 4:30 p.m. CT, Monday through Friday.•****************************.• Contact your District Sales Manager.。

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【销售精英2天一夜疯狂训练】时间：2011年 9月17-18日 ( 广州 )时间：2011年 9月24-25日 ( 深圳 )时间：2011年10月15-16日 ( 北京 )◇参加对象：总经理、销售总监、区域经理、销售经理、业务代表销售培训专员◇温馨提示：本课程可为企业提供上门内训服务，欢迎来电咨询！◇课程需知：A.请参会学员带好一盒名片,以便晚宴交流学习B.建议团队参加并带好自己的产品可以现场模拟销售.并归档出最佳销售方案◇课--程--背--景： Judge（评价）一个人,一个公司是不是优秀,不要看他是不是Harvard（哈佛大学）是Stanford（斯坦福大学）不要judge（评价）里面有多少名牌大学毕业生，而要judge（评价）人干活是不是发疯一样干，看他每天下班是不是笑眯眯回家！―――――― 阿里巴巴公司马云1. 为什么相同的产品，业务人员的业绩相差几十倍？2. 为什么销售人员经常向公司申请政策支持，但业绩却很不理想？3. 为什么不同的客户，销售人员说词千篇一律？4. 为什么销售人员轻易给客户亮出自己的“底牌”？5. 都知道要多听少说，但为什么遇到客户后连说都不会说呢？6. 为什么销售人员总是误解客户要表达的意思？7. 为什么销售人员总是以打工者的心态，不愿意更多的投入？8. 为什么销售人员报销的费用越来越高，但业绩却越来越不理想？是因为你没有参加销售精英2天一夜疯狂训练◇课--程--收--益：1. 2天1夜内完成36个讨论题，17个案例分析题；2. 分组讨论，训练为主，互动式教学，真实案例分析3. 既有抢答，又有辩论，还有现场演练；4. 将销售管理融入培训现场：不仅关注个人学习表现，而且重视团队合作；不仅考核个人得分，而且考核团队得分；不仅考核学员的学习成绩，而且考核学员学习的参与度；◇专--家--介--绍：[王越] 中国销售精英疯狂训练创始人；销售团队管理咨询师、销售培训讲师；曾任可口可乐（中国）公司业务经理；阿里巴巴（中国）网络技术有限公司业务经理清华大学.中山大学.南京大学EMBA特邀培训讲师； 2000年至今一直从事销售与销售人员激励与训练工作，曾任可口可乐的业务经理，全球知业阿里巴巴公司的业务经理，曾每月疯狂上门拜访100家以上的客户,半军事化的销售职业生涯强度的工作压力,全面系统的受训经历，积累了丰富的客户收集、销售谈判、客户跟进、客户自我激励的经验，在公司曾获“悍将杯”榜眼。

主讲课程：《销售精英疯狂训练营》《销售主管巅峰训练》《电话销售精英提升训练》《店面销售技巧》《礼仪与职业素养》《销售中的考核与高压线》《销售心理学》◇课--程--大--纲：一、销售人员应该具备的10个心态1. 做销售要有强烈的企图心 — 成功的欲望2. 做销售不要总是为了钱 — 有理想3. 拜访量是销售工作的生命线 — 勤奋4. 具备“要性”和“血性” — 激情5. 世界上没有沟通不了的客户 — 自信6. 先“开枪”后“瞄准” — 高效执行7. 不当“猎手”当“农夫” — 勤恳8. 坚持不一定成功，但放弃一定失败 — 执着9. 胜则举杯相庆，危则拼死相救 — 团结10. 今天的努力，明天的结果 — 有目标二、与客户打交道的9个基本原则1. 销售谈判中为什么一定要以客户为中心？案例：沟通就是与客户确立共同点的过程案例：销售就是把客户的事当自己的事2. 不要满足销售人员头脑想像中的客户；案例：客户提出来的不一定是他非常在意的案例：客户并不一定是你想的那个态度3. 不要主观臆测，以已推人；案例：你遇到的问题，别人不一定会遇到4. 客户有意向，就一定会买吗？案例：态度不能完全决定行为，行为可以影响态度5. 客户喜欢专家的知识，不喜欢专家的姿态案例：适当的自我示弱，获得别人的好感6. 销售的线路不一定是走直线案例：客户会在不同人面前表现出不同的态度7. 客户的态度是由销售人员引导的案例：多考虑客户的外在因素8. 不要在客户面前传播任何负面的信息案例：客户不喜欢带来负面信息的销售人员9. 客户不不喜欢被伤害，也不喜欢被自己伤害的人案例：当客户对你撒谎时你会怎么做？三、沟通中有哪些因素影响客户是否与我们签单?A、谁说？销售人员自己的因素客户为什么对不同的销售人员有不同的态度？使客户产生信赖感要满足哪些因素？如何让自己更自信？B、说些什么？说词不要千篇一律1. 何时要用逻辑性的理性说服？2. 何时要用激发情绪反应的情感说服？3. 何时介绍自己产品的缺点？何时不能？4. 何时介绍竞争对手的公司？何时不能？5. 客户迟迟不下决定的原因有哪些？6. 先发言与后发言，谁更有优势？7. 客户告诉你一大堆竞争对手的优势，你会如何处理？C、对谁说？客户因素的影响四、如何设计销售不同阶段的提问内容？第一、为什么要“问”？为什么要学习提问死了都要问，宁可问死，也不憋死!提出的问题一定是提前设计好的客户的回答一定是自己可控制的第二、怎么“问”？提问有哪些方法常用的3种提问法提问时需要注意的6个原则第三、对谁“问”？不同客户的提问方式1、客户文化水平的影响2、客户熟知程度的影响3、客户时间与兴趣的影响因素4、销售中不同阶段的影响第四、“问”什么？与客户初次见面要了解哪9个问题？当客户提出异议时应该提出哪5个问题？客户有了供应商时要问哪4个问题？客户拒绝购买,你需要了解哪3个问题?合同成交后,你要了解哪4个问题?五、如何判断真实的想法—有效倾听四步骤倾听是尊重别人，弄懂别人的意思第一步、停止动作，停止7个不良的心态和行为第二步、仔细观察，通过4个方式观察客户要表达真实意思第三步、充分鼓励客户表达的3方式第四步、安全通过，确定客户真实意思六、如何处理议价问题1、如何给客户报价如何处理客户与销售人员初次接触时询价正式报价前需要确认哪4个问题？报价时需要注意的6项原则什么时候报实价？什么时候报虚价？2、如何处理客户的还价当客户还的价格是你完全可以接受时你会如何处理？当客户还的价格是你没办法接受时，你会如何处理？什么时候可以降价，什么时候不能？降价时需遵守的6项基本原则拒绝客户的技巧如何应对客户的连续问价？如何应对客户一味地压价？七、不同客户情况如何洽谈1. 当我们是客户接触的第一个供应商时；2. 当我们是客户接触的第二个以上供应商时；3. 如何应付“捣乱者”？◆ 主办单位：企 - 业 - 学 - 习 - 网 ◆ 课程费用：2470元/人(包括教材、两天午餐、以及上下午茶点等)◆ 报名咨询：【上海】 ( ０２１) ５１８７０６１２◆ 报名咨询：【深圳】 (０７５５) ６１２８９８２０◆ 报名咨询：【北京】 ( ０１０) ５１２９５４０９◆ 报名邮箱： qiyexuexihr@[报名回执表]报名传真:F A X:(0755)6128 9821 或 (0 2 1) 5187 0613）其中任何一处即可。

我单位共____人报名参加：（请选择“□”打“√”）□ 时间：2011年 9月17-18日 ( 广州 )□ 时间：2011年 9月24-25日 ( 深圳 )□ 时间：2011年10月15-16日 ( 北京 )单位名称：________________________________________ 参会人数：__________人联系人：_______________ 电话:________________ 传真：________________参会费用：________元邮件：_____________________________参会人：_______________________________________________________________付款方式：□现金 □转帐预订项目：□是 □否住宿备注:请您把报名回执回传我司，传真后请您务必再次电话确认!【销售精英2天一夜疯狂训练】时间：2011年 9月17-18日 ( 广州 )时间：2011年 9月24-25日 ( 深圳 )时间：2011年10月15-16日 ( 北京 )◇参加对象：总经理、销售总监、区域经理、销售经理、业务代表销售培训专员◇温馨提示：本课程可为企业提供上门内训服务，欢迎来电咨询！◇课程需知：A.请参会学员带好一盒名片,以便晚宴交流学习B.建议团队参加并带好自己的产品可以现场模拟销售.并归档出最佳销售方案◇课--程--背--景： Judge（评价）一个人,一个公司是不是优秀,不要看他是不是Harvard（哈佛大学）是不是Stanford（斯坦福大学）不要judge（评价）里面有多少名牌大学毕业生，而要judge（评价）这帮人干活是不是发疯一样干，看他每天下班是不是笑眯眯回家！―――――― 阿里巴巴公司马云1. 为什么相同的产品，业务人员的业绩相差几十倍？2. 为什么销售人员经常向公司申请政策支持，但业绩却很不理想？3. 为什么不同的客户，销售人员说词千篇一律？4. 为什么销售人员轻易给客户亮出自己的“底牌”？5. 都知道要多听少说，但为什么遇到客户后连说都不会说呢？6. 为什么销售人员总是误解客户要表达的意思？7. 为什么销售人员总是以打工者的心态，不愿意更多的投入？8. 为什么销售人员报销的费用越来越高，但业绩却越来越不理想？是因为你没有参加销售精英2天一夜疯狂训练◇课--程--收--益：1. 2天1夜内完成36个讨论题，17个案例分析题；2. 分组讨论，训练为主，互动式教学，真实案例分析3. 既有抢答，又有辩论，还有现场演练；4. 将销售管理融入培训现场：不仅关注个人学习表现，而且重视团队合作；不仅考核个人得分，而且考核团队得分；不仅考核学员的学习成绩，而且考核学员学习的参与度；◇专--家--介--绍：[王越] 中国销售精英疯狂训练创始人；销售团队管理咨询师、销售培训讲师；曾任可口可乐（中国）公司业务经理；阿里巴巴（中国）网络技术有限公司业务经理清华大学.中山大学.南京大学EMBA特邀培训讲师； 2000年至今一直从事销售与销售人员激励与训练工作，曾任可口可乐的业务经理，全球知名企业阿里巴巴公司的业务经理，曾每月疯狂上门拜访100家以上的客户,半军事化的销售职业生涯，高强度的工作压力,全面系统的受训经历，积累了丰富的客户收集、销售谈判、客户跟进、客户服务、自我激励的经验，在公司曾获“悍将杯”榜眼。