Sales Must Be Overbearing.

On that day, ASU, a ten year old college friend, played billiards. ASU didn't play physical games except playing computer games.

ASU University and I have a dormitory, I am in the 7 bed, he is in the 9 bed, feet to feet.

He is younger than me, and is my little brother in my life. No matter in terms of emotion or professional exhibition, we often communicate with him, and think he is my little brother, plus his stubborn temper, I regard him as younger brother.

But at the moment when he hit the ball, I discovered how incompetent he could be and could not control.

I suddenly think that if you want to do something slightly more than the crowd around you, you must show your domineering and even crazy! Even if only two players play on the billiard table, you must show your determination and domineering, otherwise you can only pick the ball out of the hole and give it to others.

Two days ago, the new trainees were trained and the training was over. A new colleague asked me, Mr. Zhang,

I don't know if my new student understands the strength, but the most top sales I've seen in two years is not the most powerful.

The chief executive who has received more than 1 million of the total annual turnover from overseas sales team is over 100 million.

They can say "do not sign a bill, do not delay me for such a long time" when they do not sign the bill. They can reprimand the customers. They can do the same with customers when they eat. They can open the BMW speakers to customers and so on when waiting for customers.

My recent boss often told us that sales are the battle of intelligence. If your salesmen can't win, they will not be able to make a deal.

He said that you should use your wisdom light to illuminate every corner of the customer's mind and eliminate all the doubts of your customers before you can make a deal.

He added that it was you who spelled it out and won it.

He has the capital to say so.

In the past ten years, he has only 14 days from bankruptcy to the top 5 of the whole industry, and the sales and operation plan of the company and even the training materials of sales manager depend on him alone.

It depends on the strength and willpower of his sales.

He himself prescribed how many calls he made every day and how many clients he visited. He always stood on the front line to maintain the sensitivity of his business.

He will bring out his sales recording for the staff of the whole company.

Every sales case is much more than he speaks.

I've heard about his conversations with personnel managers like Panasonic, KONKA, Hedy, Pepsi Cola, Coca-Cola, and so on, except for one of them who was robbed of the phone call of AMD director.

We often say that listeners who sell well do not seem to be very clever in him.

My chief executive analyzed this way: his sales belonged to the uniform and pressure suit.

Where does his domineering come from? He comes from a hundred percent confidence in his ability, knowledge of products and services, and trust in the growth of his company.

They dare to put forward their own creative ideas when they talk with customers, dare to ask direct and uncomfortable questions that are beneficial to the paction, dare to assign tasks to customers, dare not answer any questions of customers, ask the opposite questions and so on.

No him!

Finally, the domineering in sales comes from our indisputable advocacy and consistent insistence on the sales monopoly. We have to deal with customers and accumulate our experience with any kind of customer after this kind of domineering.