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Sales, Master With An Apprentice Will Not Work

2008/11/11 10:33:00 41876

If you are now asking any growth enterprise in China: How did your salesperson grow up?

No matter how he describes their training process, you will find that the way that the master takes the apprentice is the most common one. The so-called master apprentice is that after the company recruits new salesmen, the company sends a preliminary training to the job and designate a guide for daily work. The instructor is responsible for the training, guidance and even examination of the new employees during the probation period. This person is the so-called "master".

This way is relatively popular in domestic enterprises. It may be related to the establishment of sales teams by employers when they are in business.

This is well understood. In the early days of an enterprise, many bosses could not expect others, especially the problems of human beings. Only the boss could train himself to stay. Many employees grew up in the state of "catching up and holding". The backbone of today's team was mostly the masterpiece of the old board, but the enterprise grew and grew fast, and this way of teaching the apprentice was more and more manifests various malpractices.

一、“師傅”并不是真正的“師傅”

The author has served in a food enterprise, the company has more than 5000 sales staff, the annual turnover rate of staff is around 20%, that is to say, nearly 1000 people need training every year, this is a very alarming figure. In order to reduce costs, the company used the way of the local teacher and the apprentice. All the new employees were handed over to the master in the district after a simple training, but such a way did not solve the problem of missing people, but the loss of personnel was more and more serious.

The study found that the core issues are:

首先，缺乏系統(tǒng)性。多數(shù)的師傅都是銷售人員的出身，并沒有太多的訓(xùn)練技巧，這就象優(yōu)秀的士兵，并不一定是一個(gè)良好的教官一樣，士兵強(qiáng)調(diào)自身的作戰(zhàn)能力，而教官?gòu)?qiáng)調(diào)如何“教會(huì)”士兵，這個(gè)“教”的過(guò)程是一個(gè)非常復(fù)雜的系統(tǒng)過(guò)程，必須經(jīng)過(guò)嚴(yán)格的訓(xùn)練，所謂的好的銷售人員就是好的師傅這本身就是作坊式的思想。

其次，周期長(zhǎng)。由于師傅自身的素質(zhì)限制，銷售人員的成長(zhǎng)基本上處在自由生長(zhǎng)的狀態(tài)，對(duì)于公司的產(chǎn)品、客戶、銷售技巧需要很長(zhǎng)的時(shí)間才能逐漸摸索出來(lái)，而師傅在這個(gè)過(guò)程中，一方面不愿意教，另一方面沒有時(shí)間交，這些都嚴(yán)重影響了銷售人員的成長(zhǎng)時(shí)間。我們?cè)?jīng)做過(guò)試驗(yàn)，將師傅帶徒弟的方式與模壓式銷售訓(xùn)練系統(tǒng)比較，發(fā)現(xiàn)后者的周期可以縮短30%-50%。

第三，成活率低。銷售人員的成活率很多情況下取決于“上手”的時(shí)間，過(guò)晚的上手將挫敗銷售人員的信心而造成人員流失，盡管人員“上手”的因素非常復(fù)雜，但是師傅自身素質(zhì)無(wú)疑是最重要的因素。另外，師傅本身也是士兵，也有很重的任務(wù)要完成，在任務(wù)與帶人之間，師傅更多的會(huì)選擇前者，而不會(huì)選擇后者。

二、作坊方式，難以大面積復(fù)制

Another disadvantage of master's apprentice is that it can not be formed in scale. Different masters are good at different things. They emphasize different skills, and many skills may only suit themselves.

In our research, we often find that salesmen of many enterprises are self-taught through market sharpening. Their so-called experience has a certain one-sided nature, and even has extreme individualized colors. Simply impart these experiences to the new salesmen directly, and can not quickly enhance the combat effectiveness of salesmen.

Therefore, enterprises must coordinate between personalization and standardization. In fact, most salesmen of some enterprises have some common characteristics, which are mostly the most basic skills part of salesmen. As long as these characteristics are effectively summarized and applied to new salesmen, enterprises can achieve some standardized manufacturing processes.

This is the essence of the molded training system.

Just like the training of new recruits, basic movements such as standing, marching, assassination, shooting must be standardized and consistent. On the basis of consistent basic movements, special training should be combined with individual characteristics.

三、容易形成幫派勢(shì)力

師傅帶徒弟的方式經(jīng)常促使師傅將徒弟作為自身的私有財(cái)產(chǎn)，甚至是自身的縮影與附庸，中國(guó)傳統(tǒng)的“一日為師終身為父”觀念更加助長(zhǎng)了幫派勢(shì)力的形成，員工效忠的目標(biāo)已經(jīng)不是企業(yè)而是師傅的，這種狀況一旦形成蔓延的趨勢(shì)破壞性極大，曾經(jīng)有一家企業(yè)的區(qū)域銷售人員都是區(qū)域經(jīng)理培養(yǎng)的，一次某個(gè)區(qū)域的銷售員工在業(yè)績(jī)上弄虛作假被發(fā)現(xiàn)，當(dāng)時(shí)企業(yè)開除并嚴(yán)厲的處罰了這名銷售人員，事情本來(lái)這樣就可以結(jié)束了，但是由于這名銷售人員是地區(qū)經(jīng)理的徒弟，在處理時(shí)，地區(qū)經(jīng)理百般阻撓，依仗自己對(duì)區(qū)域的控制與公司分庭抗禮，雖然在公司的高壓下解決了問(wèn)題，但是為以后埋下了隱患，三個(gè)月以后，該地區(qū)經(jīng)理帶領(lǐng)所有區(qū)域銷售人員集體叛變，對(duì)公司造成了巨大損失。

Enterprises even went to court for this purpose, hoping that this form will be a deterrent to other salesmen.

But careful analysis shows that even if the court wins, the real failure is still the enterprise itself, because he did not really solve the problem of the ownership of employees, such things will happen sooner or later.

Therefore, the apprentice can only be a partial stage or a project, rather than all of them. The enterprise must not be a Mr. shake hand, but will push the apprentice entirely to the master.

四、有虐徒傾向

In practice, teachers often decide whether they are good or bad to their apprentices according to their own likes and dislikes.

Especially in terms of character traits, master prefers to choose the person he likes. If he feels bad, he may lose his interest in training his apprentice, which seriously affects the construction of the sales force and even loses the excellent salesperson.

After research, we find that excellent salesmen may be sold in different personalities. For example, we often think salesmen must be able to say, but we often find that many salesmen who are not very good salesmen sell well. For example, we think salesmen must be smart and discernible, but we find that many salesmen who are simple and even stupid are more likely to succeed.

The training of salesmen must not be judged by the likes and dislikes of one person, which will cause serious inbreeding and affect the comprehensive ability of the sales team.

Besides, apart from personal preference, the master also has a potential competitive relationship between the apprentice and the master. The so-called "church apprentice and starving master", under such a psychological impact, on the one hand, the master will not teach the true things to the apprentice, and the other side will master the apprentice as his puppet.

The apprentice cultivated the master and harvested the apprentice after the harvest.

In this way, the master can guarantee that no one can compete with him. The master in this area is always the oldest.

All these have seriously damaged the construction of the company's sales team.

Through the analysis of the above problems, we can at least get the following conclusions:

1, relying entirely on the way the master takes the apprentice is the representative of the workshop type, and it is also the irresponsible performance of the enterprise.

2, it is difficult for teachers to copy their apprentices, so it is difficult to meet the needs of comprehensive development of enterprises.

3, the training of talents is always a problem that enterprises should grasp, and enough energy and financial resources should be invested.

4, a molding sales training system should be established to pform the workshop training mode into an enterprise scale manufacturing mode.