Reasons For Poor Performance Of Salesmen

Almost all enterprises have 20% - 30% salesmen who are poor in performance, resulting in many reasons for the low performance of these salesmen. But from a subjective point of view, poor salesmen have the following common problems:

Customers are the people who place orders for salesmen. The more customers there are in the salesmen, the more stable the foundation of business will be.

The reason why excellent salesmen sell products continuously is that they have enough customers.

Research shows that the reason why poor salesmen have a small number of customers is that they often commit one or more of the following three mistakes:

(1) do not know where to open to potential customers;

(2) did not identify who is potential customers;

(3) too lazy to develop potential customers.

Because developing potential customers is a time-consuming task, some salesmen are reluctant to develop potential customers, only to meet with existing customers. This is a way of committing suicide.

Because customers are often away from you for various reasons, such as customer conversion, closures or personnel changes, they decrease at a rate of 15% - 25% per year.

In this way, if a salesperson can not continuously develop new customers to supplement lost customers, then 4 to 7 years later, the number of customers in the salesman will become zero.

Another mistake often made by a salesperson with less potential customers is that they can not make a cool judgement on potential customers.

They often become "only themselves know their customers best".

If an old salesman told a new salesman, "* * company is the best customer of a competition manufacturer, it is useless to go."

"The chairman of the company is very stubborn."

But the salesman was in the mood to give it a try. The result of the visit was that he received the order.

There are many examples of failures caused by the prejudices of salesmen.

Poor salesmen often complain and have many excuses. They often attribute their failure to objective aspects, such as conditions, the other side, others, etc., and have never reviewed their responsibility for failure from subjective aspect.

The complaints and excuses they often mention are:

"This is the wrong policy of our company."

"Our company's products, quality and trading conditions are not as good as competitors."

The price of * * manufacturers is lower than ours.

It is useless for a salesman to make excuses for his failure. Instead of looking for excuses, he should make some constructive considerations, such as:

"This may move customers."

"What better way is there?"

When faced with failure, these salesmen are depressed, negative and full of failure.

In fact, when people are faced with real difficulties, they usually can not even speak. If they can find excuses to justify themselves, it means that they have not yet fully realized their abilities.

Salesmen are not good at what they should do, or they can not cut down what they should do, but when they say something discontented, they only show their childish impotence.

Truly good salesmen never complain or make excuses, because self-esteem will never allow them to do so.

Poor salesmen always put forward all kinds of requests to the company, such as raising the basic salary, travelling expenses, overtime pay, etc., and often comparing them with other companies.

People with this tendency are not qualified to be an excellent salesman.

Salesmen can not ask for protection from anyone. They must rely entirely on themselves.

No instructions, no work, no superior supervision of the idea of human feelings, such a person can not be an excellent salesman.

Really good salesmen often ask themselves: "what can they do for the company" instead of simply asking the company to do something for themselves.