A WORD FROM Author
作者有话说
What happens in your company after a sale is made? How well does the rest of the organization align around the goal of strengthening the customer relationship and creating customer loyalty for the long haul?
贵公司在销售完成后发生了什么?组织的其他成员在加强客户关系和建立长期客户忠诚这一目标上做得如何?
If thinking about those questions sends a little chill up your spine, there is a name for the thing that worries you. It’s called a sales-culture gap. Closing that gap may be the most vital task facing you today. How do you go about it? Let’s talk.
Author of Action Selling行动销售作者
CLOSE YOUR CULTURE GAP! ALIGN SALES AND SERVICE.
缩小你们的文化差距！协调销售和服务
Congratulations! Your sales force just made a sale. You’ve gained a new customer. Now, what happens when that customer begins to interact with the rest of your organization? What happens when the customer comes into contact with functions like technical support or customer service? Are they all on the same page with your salespeople? Do they even speak the same language?
恭喜您！您的销售团队刚刚成交了一笔生意。你获得了一个新客户。现在，当客户开始与您组织的其他成员进行交互动时，会发生什么呢?当客户接触到技术支持或客户服务等职能部门人员时会发生什么?他们都和你的销售人员意见一致吗?他们甚至会说同样的语言吗?
A lot of your company’s employees come into contact with your customers. Some deal with your customers a lot more often than your salespeople do. I refer to those employees, collectively, as Customer Relationship Professionals, or CRPs—not because that’s what most of them are but because it’s what all of them ought to be. So, let me ask my earlier question a bit differently:
你公司的许多员工都与你的客户有联系。有些人比你的销售人员更经常地和你的客户打交道。我把这些员工统称为客户关系专家，或者CRPs——不是因为他们大多数人都是这样，而是因为他们都应该是这样的人。所以，让我换个角度来问我之前提到的问题:
How well do your CRPs align with your sales force around the goal of strengthening customer relationships, identifying additional opportunities and generating customers who are stuck like glue to your company?
您的CRPs与您的销售人员一致的目标是如何加强客户关系，识别其他机会并产生像胶水一样粘性与贵公司的客户保持联系？
In the last edition of eCoach, I explained the idea of the sales-culture gap that afflicts most companies, why that gap is widening today, and why it is increasingly critical to close it.
在上一期的eCoach中，我解释了困扰大多数公司的是销售文化差距概念，为什么这种差距现在正在扩大，以及为什么缩小差距变得越来越重要。
In a nutshell, to avoid falling into the commodity trap, both your sales team and your service teams must know how to add a level of value that the internet cannot. To bind customers to you, your sales and service teams must be able to differentiate your products/services, company and people in the mind of the customer. If you want truly loyal customers, you must add value on all fronts.
简而言之，为了避免落入商品陷阱，您的销售团队和服务团队都必须知道如何增加互联网无法提供的价值水平。为了将客户与您联系在一起，您的销售和服务团队必须能够在客户能够在客户心中区分您的产品/服务、公司和个人。如果你想要获得真正忠诚的客户，你必须在所有方面提升价值。
You’ll need to train your teams to do this—and to do it consistently. In other words, sales training is no longer enough; you must train your Customer Relationship Professionals, too. Everyone who interacts with your customers—all of your CRPs—must speak the same language. They all must know what “adding value” means in your company, and how to do it.
您需要训练您的团队来做到这一点——并且要始终如一地做到这一点。换句话说，销售培训已经不够了;你也必须训练您的客户关系专家。与您的客户互动的每个人(所有CRPs)都必须使用相同的语言。他们都须知道“增值价值”在你的公司意味着什么，以及如何去做。
EVERYONE MUST KNOW WHAT “ADDING VALUE” MEANS AND HOW TO DO IT.
每个人都必须知道“增值价值”意味着什么，以及如何去做。
Am I proposing that you should deliver great sales training not just to your sales force but also to all of your CRPs? Not quite. Here are a few problems with the notion of extending “sales training” to everybody:
我是否建议你不仅要给你的销售团队，还要给你所有的CRPs提供出色的销售培训?不完全是。以下是将“销售培训”扩展到每个人的一些问题:
1.Most CRPs do not want to be salespeople. They don’t view their jobs as stepping stones into a sales career. Some are recognized professionals in their own right—think of nurses or accountants or engineers. They would much rather “take care of the customer” than sell a product or service. If we put CRPs through a sales training program, we may be trying to make them into something they don’t want to be.
1、大多数CRPs都不想成为销售人员。他们不认为自己的工作是进入销售行业的垫脚石。有些人本身就是公认的专业人士——护士、会计师或工程师。他们宁愿“照顾客户”也不愿销售产品或服务。如果我们通过销售培训项目来培训CRPs，我们可能会尝试将他们变成他们不希望的状态。
2.Most sales training courses require time away from the field. At least a portion of the training is in a workshop environment. Workshops can be two or three days in length. In high-volume, high-demand situations, companies just can’t shut down their CRP teams long enough to attend a workshop.
2、大多数的销售培训课程都需要离开工作场地。至少一部分培训是在研讨会环境中进行的。研讨会一般有两到三天的长度。在高产量、高需求的情况下，企业无法长期停下CRP团队的工作让他们去参加研讨会。
3.Nearly 100% of training programs intended for CRP types lack adequate reinforcement and/or measurement. Without both of these ingredients, the motivation and ability to excel at applying the learning is minimal. The training is quickly forgotten and becomes a waste of time and money.
3、几乎100%用于CRP类型的培训计划缺乏足够的强化和或测量。如果没有这两种因素，应用学习的动机和能力是极小的。培训很快就会被遗忘，成为浪费时间和金钱的行为。
Some of the nation’s best-run companies have discovered that there is an answer to the dilemma. Its fits the self-perception of CRPs, it accommodates the high-demand nature of their work, and it has the measurement and reinforcement needed to make training a fabulous investment. It is a program called Action Selling CRP. One company’s experience with it is described below.
美国一些运营良好的公司已经发现有一个解决困境的办法。它符合CRPs的自我认知，适应了高需求的工作性质，并且具有使培训成为一项极好的投资所需的量化和强化。这就是行动销售CRP的项目。以下是一家公司的经验。
Before I introduce that company, however, one final note: Why would the training I’m talking about be such a “fabulous investment”? What is the bottom-line benefit of aligning sales with service, and giving everyone in the company a common language to speak? I hinted at it earlier. It’s simply this: An aligned sales culture is the best way for a company to earn and keep genuinely loyal customers.
然而，在我介绍这家公司之前，我想说的最后一点是:为什么我所说的培训是一项“极好的投资”?把销售与服务结合起来，并为公司里的每个人提供一种通用语言，这样做的根本好处是什么?我之前暗示过。原因很简单:统一的销售文化是公司赢得并保持真正忠诚客户的最佳途径。
Not all Customer Relationship Professionals work in functions with names like “customer service,” and not all aspire to be salespeople. Bergen KDV is a leading regional accounting and consulting firm in the Upper Midwest. When Bergen set out to close the gap in its sales culture, the CRPs it needed to train included a lot of people with titles such as Certified Public Accountant.
并不是所有的客户关系专业人员都以“客户服务”这样的名字工作，也不是所有人都渴望成为销售人员。Bergen KDV是中西部地区领先的区域会计和咨询公司。当Bergen着手缩小其销售文化的差距时，它需要培训的CRPs包括许多拥有注册会计师等头衔的人。
Here is how Bergen partner Lee Roberts describes his company’s experience with Action Selling CRP:
Bergen的合伙人李•罗伯茨(Lee Roberts)这样描述他的公司在行动销售CRP的经验:
“Most of our staff is CPAs. They didn’t educate themselves with the intention of becoming salespeople. So, there is a lot of resistance to sales training. But, because Action Selling CRP is positioned around developing communication skills that improve customer loyalty, buy-in was easy to accomplish. Every person identified with the training scenarios and materials. I expected push-back, but that didn’t happen.”
“我们的大多数员工都是注册会计师。他们并不想成为销售人员。因此，对销售培训的阻力很大。但是，因为行动销售 CRP项目的定位是发展沟通技巧，从而提高客户的忠诚度，所以很容易得到认可。每个人都认同了培训场景和材料。我原以为他们会有抵触，但那并没有发生。
We expected the training to improve our client satisfaction and add revenue opportunities for Bergen KDV. To our great surprise, we got much more than we expected. Within days following the initial launch of the CRP program, the office was alive with comments about how we were communicating on a better level, not just with clients, but with each other. Our internal sales and service teams actually have found a way to work better together!
我们希望通过培训提高客户满意度，增加Bergen KDV的收入机会。出乎我们意料的是，我们得到了比预期多得多的东西。在CRP项目启动后的几天内，办公室里充满了关于我们如何更好地沟通的谈论，不仅是与客户，还有彼此之间。我们的内部销售和服务团队已经找到了更好的合作方式!
“Effective training requires a lot of highly effective pieces and parts. The CRP program came complete with every tool we needed to prepare staff to be trained, conduct the training, reinforce the new behaviors, and measure the learning that was acquired.”
“有效的培训需要大量高效的组成部分。CRP计划提供了我们所需的所有工具，以使员工接受培训，进行培训，强化新的行为，并衡量所获得的学习。
“Since the cost to acquire revenue from new customers is 5-7 times more than the cost of gaining revenue from current customers, the program’s ultimate objective—to build customer loyalty—fit perfectly with our philosophy. Most of our clients buy only one service from us. So, the potential to add services to current clients is extremely high.”
由于从新客户那里获得收入的成本比从现有客户那里获得收入的成本高出5-7倍，因此该计划的最终目标 - 建立客户忠诚度 - 完全符合我们的理念。我们的大多数客户只从我们这里购买了一项服务。因此，为当前客户增加服务的潜力非常大。“
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