How Can New Product Agents Achieve Successful Sales?

As early as the year before last, there was a very successful one. Agent And I talked about how to sell new products. Like him, how many agents are there? Sales of new products The problem is a little puzzled. I wonder why the sales team that is proud of it will not sell new products. It needs to be explained that the "new product" mentioned here is not a new product, but a product that the dealer has not sold before. From my experience with long-term engineering machinery dealers, the key reason why agents are not selling new products is that they are not new products. Regularity characteristics To carry out sales work, I would like to talk about my views and suggestions on the problems frequently encountered by agents in the process of new product sales.

First, what kind of new products should be chosen?

There are two main factors that affect the choice of new products, one is the market development space for new products, and the other is the overlap degree between the target customers of new products and the existing customers of agents. The two is the market development space of new products. There is no doubt that agents will not choose new products without market development space, otherwise they will be difficult to make profits. Therefore, evaluating the market development space is a prerequisite for agents to choose new products, and it is a common problem. The real factor determining the agent's choice of new products is the overlap of the target customers. This is the problem of individuality. As far as the status quo of domestic construction machinery agents is concerned, the vast majority of agents do not yet have the comprehensive product agency ability, most of them are single players rather than omnipotent players. For example, we can often hear such an evaluation in the industry, "no loaders will be sold for excavators", "no road machinery will be sold for earthmoving machinery" and so on. In contrast, Caterpillar's four largest agents in China are strong comprehensive agents, representing almost all Caterpillar products. Therefore, when introducing new products, agents must consider whether they are based on existing customers or extend to new customers. According to my understanding of domestic agents, I suggest that general agents choose new products with relatively high customer overlap. Those with stronger strength can choose new products with lower customer overlap.

Two, do we need to set up special sales agencies for new products?

Whether the overlap of target customers is high or low, the author suggests that agents should set up specialized sales agencies for new products, either new ones or new ones. The reason is very simple. When the new product has not become the profit pillar of the agent, the agent actually pays much attention to the old product. If the agent sells the new product with the sales team of the old product, the salesperson will undertake the sales task of the new product and the old product at the same time, and the task proportion of the old product will often exceed that of the new product. The salesperson will certainly take the old product as the main direction of attack, and the old product can be said to be "familiar with the way", and the new product is easy to be ignored. In order to let salesmen pay attention to new products, some agents increase the incentive of new products, but the effect is not good, because the difficulty of sales of old products is definitely less than that of new products, and the sales of old products are much higher than that of new ones. Therefore, salesmen must be more interested in old products which are both "main tasks" and easy to get orders. In fact, the fate of the new product has been decided since the beginning of the sales task. In this way, it is easy to form a negative cycle. Because the agent expects to support the new product with old products, the new product will be placed in a subsidiary position. Because the new product is not valued, the sales performance is not satisfactory. The agent can not profit from the new product and will increase the dependence on the old product, which further worsens the survival environment of the new product.

Three, how to build a new product sales team?

There should be a product specialist in the core members of the new product sales team, that is to say, there should be at least one or more members with new product sales experience. Many agents believe that the salesmen who are trained by themselves can draw up new salesmen from the original sales force. They think that they only know about the new products themselves. As long as they carry out some product knowledge training, they can successfully sell new products. In most cases, the lack of expert sales teams often fail to solve problems in time, and these problems are not solved by product knowledge training. Once the sales of new products are sluggish, the confidence of the sales team will be shaken, and the income of salesmen will also be greatly affected (although the incentive standards for new products exceed the old ones). At this time, many people will miss the old products, will return to the original job requirements. Therefore, when setting up a new product sales team, agents are not focusing on incentive policies, but product experts with successful experience. The use of product experts can be the new product leader (or core person) in the long term, or the coach role of short-term behavior, which depends on the principle of employing agents. {page_break}

Four, how to formulate incentive policies for new product sales?

Sales of any new product will not be smooth sailing. There will be a market running in process. This requires not only the patience of the sales team, but also the patience of the agent. When formulating incentive policies for new products, agents should focus on solving the problem of smoothly passing through the market introduction stage and speeding up the speed of market introduction, so that salesmen can focus their attention on how to break through the market without distraction from income treatment and other issues. A good sales incentive policy for new products should embody two principles. One is only rewards and no punishments, the other is two. The selected salesmen of new products must be the people who trust and appreciate the agents. When they encounter obstacles and difficulties in the process of selling new products, the most important thing is the encouragement of the agent's boss to help them to strengthen their confidence. I suggest that agents in the new product sales incentive policy can consider taking some special measures, such as giving a certain period of exemption from assessment, and only rewards and punishes during this period; decomposing the market import target according to the process, and linking the reward with the process objectives, not just the sales results; the first prize, the first to achieve sales, the first to complete the sales task, and so on.

Five, how do new and old product sales teams share customer resources?

The customer's resource is the most valuable resource of the agent, and the increase of the utilization of the resource can increase the profit. There is bound to be a certain overlap between the target groups of new products and old products. The best way to introduce new products is to excavate new product needs from old customers. As new and old products are sold by different sales teams, how to sell them for the same customers is a difficult problem for agents. Some agents stipulate that salesmen of old products must sell new products to customers, and salesmen of new products must also sell old products when developing new customers. Apparently, sales ability seems to be fully utilized, but in fact, the effect is not good. The salesmen of old products often fail to attach importance to new products and lead to low success rate because they do not pay much attention to new products. They lose interest in selling new products. Sales staff of new products will be easier to sell than new products because of the mature sales mode and experience of old products, and the focus of sales will gradually shift to old products. The sales team of new products will gradually become the second sales team of old products. I suggest that the sales teams of new and old products should be responsible for their sales process, and only sell products that they are responsible for. The salesmen of old products are only responsible for collecting the information of new products and not being responsible for the sale of new products. The salesmen of new products are also responsible for collecting the demand information of old products and not responsible for sales. So, will this lead to sales staff only concerned about the products they sell, instead of collecting the demand information of other products? Agents can solve this problem with effective information reward and internal communication. The communication between different sales departments not only contributes to team building, but also the sharing of customer resources, and rewarding the information of effective customer needs will further stimulate the interest of salesmen.

Six, how to improve the efficiency of new product marketing?

The key to improving the efficiency of new product marketing is to select a breakthrough in the market. The reason why the new product promotion is blocked is that the agents do not know where the customers of the new products are. Where are the customers with potential demand for new products? What are the different customers' interest in New products? Here, I suggest that the agents carry out the marketing work of the new products in three steps, first looking for potential customers, then looking for customers' interests, and finally determining the market breach. In accordance with this method, I guided an agent to formulate a marketing plan for small dig new products. Originally, we thought that there were not many potential customers. After a market survey, we found 14 different types of potential target customers, and their confidence increased rapidly. Later, after analyzing, according to different customers' interest points, we found different targeted product selling points, combined with the actual demand urgency, finally determined the market breakthrough, and soon achieved good results. In practice, many agents do not take seriously the new product market research and new product promotion strategy in the early stage, which leads to the fact that the sales staff of new products can not give practical guidance during the training process, and salesmen still need to rely on their own long time to fumble, so as to master the sales skills of new products and delay a lot of time.