Most companies are betting that reps who focus on building stronger customer relationships will rebuild sales.They’re wrong—here’s why.
大部分的公司相信業務如果著重跟顧客建立很強的關係，會恢復銷售。
但是這是錯的，以下是為什麼？
在經濟不景氣的時候，會特別好奇哪種型業務會勝出？這是the Sales Executive Council 所作的研究，調查全球超過30多個國家的450個業務經理，將這些業務的策略歸成五類，引用天下雜誌對五類型的中文翻譯：
1.苦幹實幹型：總是願意多努力一些，自我驅力足，不輕易放棄。他尋求回饋，並且試著找出可以改進的機會。The Hard Worker—always willing to go the extra mile. He is self motivated and does not give up easily. He seeks out feedback and tries to identify opportunities for improvement.
2.挑戰型：是team中的好辯者。他對於客戶生意有深度瞭解，並且不畏說出自己的觀點，即使所說的跟人不同。他很積極的處理對內以及對外的關係人，傾向將人推出舒適圈。The Challenger—the debater on the team. He has a deep understanding of the customer’s business and isn’t afraid to share his views, even if they are different. He is assertive in dealing with internal and external stakeholders, tending to push people out of their comfort zone.
3.關係至上型：著在在服務顧客。他藉由讓顧客隨時可以找到以及照顧顧客的特殊需求，來善於建立並維繫與顧客的關係。The Relationship Builder—focused on serving the customer. He is adept at building and nurturing customer relationships by being highly accessible to customers and responsive to their specific needs.
4.孤狼型(獨來獨往)：自信，依照自己的直覺非規則做事。The Lone Wolf—self-confident, follows his own instincts instead of the rules.
5.問題解決型：注重細節、可靠、並且很自然地會去解決客戶問題。他很擅長處理棘手的售後服務(會傷害顧客關係的問題)。The Problem Solver—detail oriented, reliable, and naturally drawn to solving client issues. He excels at handling the post-sale service issues that can harm a client relationship.
究竟是哪種業務類型勝出呢？
答案是挑戰型的業務比較容易業績好，這一型的人如果仔細分析有三個特質：
第一，他們可以教顧客新的以及有價值的東西。挑戰型業務以非常有說服的方式提供顧客在市場上競爭的獨特見解，不是只對所販賣的產品以及解決方案一股腦地說。
這個方式可以讓顧客看到業務本身經驗的價值，而有了差異化。這個獨特的說法跟所販賣的產品的獨特優點，如果連結程度愈高，就愈能定位產品，進而贏得生意。
第二、挑戰型業務會根據顧客想要的結果，量身打造訊息。製造部門的頭為了降低成本故大量生產，但是業務部門的頭想要增加產品的多樣性，提供顧客多些選擇。挑戰型業務知道這一點，所以根據客戶不同需求改變自己的話術。(產品不改話術改)
第三、挑戰型業務在銷售的過程中堅定自己的想法並且維持主控權。這種類型的業務不但在遇到客戶駁斥時，能站穩自己立場，還可能創造「有建設性的」緊張。這是指正面地驅使顧客的想法，這想法能帶給顧客比較好的結果。(讓顧客走出自己的舒適圈)
為什麼關係至上型的業務會比較差一些呢？因為他們繞著顧客跑，但是沒有讓顧客產生記憶度或感覺其有價值。
First, they can teach customers something new and valuable. Challengers compellingly offer their customers unique perspectives for competing in their markets—not deep dives into the supplier’s products and solutions.
This approach can powerfully differentiate the sales experience in the customer’s eyes. And the degree to which the perspective offered ties back to the supplier’s unique strengths positions the supplier to win the business.
Second, Challengers tailor their messages to individual customers based on the customer’s desired outcomes. A Head of Manufacturing might be trying to maximize plant through-put by standardizing production runs but another person involved in the sale might be trying to increase the number of product variations offered to customers to increase choice. Challengers know this and alter their pitch to reflect differing motivators.
And third, Challengers assert and maintain control in sales conversations. Not only is this type of rep more likely to stand firm when customers push back, he is also likely to create tension—constructively. That means pressuring the customer’s ideas and timelines in a positive way intended to bring the customer to a better outcome.
所以在管理業務人員時，注意三點：
一、教導差異化，讓你的業務可以提供獨特的見解，可以讓顧客用新的眼光(reframe)看待其本身的生意，並讓你的服務在市場中區隔開來。
二、為了獲得共鳴，需要針對顧客組織中不同的利害關係人，量身打造訊息，替你的解決方案贏得共識。
三、掌握主導權，鼓勵你的業務刻意去引導對話來確保訊息有被記住，並且在面對顧客趨閉風險心態高漲的時候，守住售價。
* Teach for Differentiation—Enable your reps to offer unique perspectives that reframe how customers view their business and set your offerings apart in the market-place.
* Tailor for Resonance—Equip your reps to tailor your message to a variety of individual stakeholders across the customer organization to win broad consensus for your solution.
* Assert Control—Encourage your reps to deliberately guide conversations to ensure your teaching message sticks and that your pricing holds steady in the face of rising customer risk aversion.
