Dear SalesExecutive:
各位销售精英，大家好：
Can a sales force be “good” and not achieve its quota?
销售团队不能完成其配额，算“好”吗?
Is a sales force that achieves quota always “Good?”
销售团队完成配额称之为“好”吗?
There are many factors to consider when answering these questions. Sometimes companies gain a short-term product advantage over the competition, which makes hitting goals far easier. Also, under certain market conditions, customer demand for products becomes extremely high. Either of those scenarios, and several others, can make a mediocre sales organization look better than it is.
回答这些问题时要考虑很多因素。有时，公司比竞争对手短期获得产品优势，这使得实现目标变得容易得多。同时，在一定的市场条件下，客户对产品的需求也变得非常高。这两种情况中的任何一种，以及其他几种情况，都可以使一个平庸的销售组织看起来比实际情况更好。
Conversely, a good sales force can be hobbled by factors involving products, economics, or market forces that make it especially difficult to achieve an annual goal. When external factors exist, and they always do, how can you determine if your sales force is “good”? Glad you asked.
相反，一个好的销售团队可能会受到产品、经济或市场因素的影响，这些因素会使它特难实现年度目标。当外部因素存在时，无法避免，你如何判定你的销售团队是否“优秀”?很高兴解答您的咨询。
We are committed to your professional success.
我们致力于您的事业成功。
Duane Sparks杜南•斯巴克斯
Author of Action Selling行动销售作者
HOW DO YOU KNOW IF YOUR SALES FORCE IS GOOD?
你怎么知道你的销售团队是否优秀?
If you’re wondering whether your sales force is “good,” basing your measure on quota attainment alone is probably not the best way to look at the issue. In fact, quota attainment just raises more questions: Is the revenue you’re getting the right revenue? Are your salespeople selling the right solutions, to the right customers, in the right way? How comfortable are you that your team would be successful at launching new products, attacking new markets, or calling on a different customer set?
如果你想知道你的销售团队是否“优秀”，仅仅根据配额实现情况来衡量可能不是解决这个问题的最佳方法。事实上，配额的实现带来了更多的问题：你获得的收入是对的吗?您的销售人员是否以正确的方式向客户销售合适的解决方案?你觉得你的团队在推出新产品、开拓新市场或拜访不同的客户方面取得成功有多轻松?
How trainable is your sales team? A “good” sales force is adaptable to changes that occur in the marketplace and to new assignments your company asks them to take on. How flexible is your team when called upon to make necessary changes in their sales approach?
如何训练你的销售团队?一支“优秀”的销售团队能够适应市场的变化和公司要求他们承担的新任务。当你的团队被要求对他们的销售方法做出必要的改变时，你的团队应变能力如何?
IF YOUR SALESPEOPLE AREN’T ADDING VALUE, WHY DO YOU NEED THEM?
如果你的销售人员没有创造价值，你为何需要他们?
Would you consider your sales force a competitive weapon? All of us want a sales force that gives us a genuine competitive advantage—a sales force that adds significant value to our solutions. But, if that’s the case, then the question becomes: How capable is your sales force at differentiating your products and services…even when they aren’t very different? If your salespeople can’t do that, then how do they add value—and, to be blunt, why do you need them?
你会认为你的销售团队有竞争利器吗? 我们所有人都想要一支能够为我们提供真正竞争优势的销售团队(一支为我们的解决方案增添重要价值的销售团队)。 但是，如果是这样的话，那么问题就变成了：您的销售人员在区分产品和服务方面有多大能力......即使它们没有太大差异? 如果你的销售人员不能这样做，他们价值在哪儿直言不讳，为何你需要它们?
That is the real starting point for discussing the question, how good is your sales force? Here’s a survey that helps answer it. Rank your sales force in the following criteria by circling the number that best describes your team:
这是讨论该问题的真正起点，你的销售人员有多好? 这是一项有助于回答问题的调查。 通过圈选最能描述你的团队的数字，按以下标准对销售人员进行排名：
How did you score your team’s “goodness”? Use the following ranking to measure their current level:
你是如何评价你团队“优点”的? 使用以下排名来衡量他们的当前级别：
My Team’s Total = ________
我的团队总分= ________
WHAT’S YOUR SALES FORCE’S GOODNESS?
你的销售团队的优点是什么?
The Goodness Survey obviously isn’t perfect. It doesn’t assign weights to any of the individual areas we measure—you might consider some areas more important than others. The survey may not include every topic that could go into an evaluation of your team. Perhaps your salespeople hit their numbers but don’t meet your expectations for accomplishing the company’s business strategy. Perhaps their sales behaviors aren’t everything you would like them to be.
很明显，优点调查并不完美。它不会为我们测量的任何单个区域指定权重，您可能会认为某些区域比其他区域更重要。调查可能不包括所有可以进入团队评估的主题。也许你的销售人员达到了他们的标准，但不符合你对完成公司商业目标的期望。也许他们的销售行为并不是你想要的。
Regardless, the Goodness Survey gives you an opportunity to look at measures above and beyond quota that could be improved. Bottom line: If your team hits their numbers AND you truly believe they represent a genuine competitive advantage for your company, then you’re in a great position, and you’ve done a commendable job of sales leadership.
不管怎样，优点调查给了你一个机会，让你看看高于或超过配额的措施，可以得到改善。底线是如果你的团队达到了他们的目标，你真的相信他们对你的公司来说是真的竞争优势，那么你就处于一个很占优势的位置，并且你在销售领导方面做了一件值得称赞的工作。
WANT A “GOOD” SALES FORCE? FILL THIS GAP.
想要一支“好”的销售队伍吗?填补这个空白。
Action Selling in Action
行动销售 实践案例
“The main goal of all our sales conversations with customers is to create and build loyalty,” says Ryan Tracy, corporate sales manager for Dakota Supply Group (DSG), a Fargo, North Dakota century-old company that provides products and services in the electrical, plumbing and HVAC industries.
“我们与客户的所有销售对话的主要目标是建立忠诚度。”达科他供应集团(DSG)的公司销售经理Ryan Tracy说，该公司是一家有百年历史的公司，在电气、管道和暖通空调行业提供产品和服务。
DSG used the principles of Action Selling to build itself into one of the largest regional suppliers in the industry. Action Selling has become the operating system for developing a quality sales and service organization that customers love to work with.
DSG利用行动销售原则，将自己打造成业内最大的区域供应商之一。行动销售已成为一个操作系统，作为开发品质销售和服务的组织，客户喜欢与他们合作。
“By following the Action Selling process, we know what a high-quality, loyalty-based business relationship looks like. And, we know the precise steps required to generate more loyalty in every customer interaction we have.”
“通过遵循行动销售流程，我们知道高质量、基于忠诚度的业务关系是什么样子的。而且，我们知道在每一次客户互动中产生更多忠诚度所需的精准步骤。”
