Selling Big to China E-Book

Morry Morgan

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 290

Veröffentlichungsjahr: 2011

Beschreibung

This book is a complete sales and negotiating guide for mainland China and includes practical and measurable techniques that have been tested and proven to work with Fortune 500 companies operating in the 'Middle Kingdom'. It is divided into four main areas: * The Knowledge * The Sales Call * The Negotiation * The Maintenance The book is the result of my 8 years of training in sales and negotiation skills across mainland China, as well as running a multi-city, multicultural company in the 'World's Most Stressful Country' (according to Newsweek). The book includes a collection of anecdotes from this experience, as well as case studies developed by working closely with leading companies in China. Some of these companies include Rockwell Automation, Microsoft, Thomson, SAP, and NBC. Sales and negotiating is not easy, particularly when done in a country with completely new values and rules of engagement. The purpose of this book is to lay the rules out clearly, and provide the reader with an easy to understand strategy to doing business in mainland China.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Acknowledgments

Introduction

THE CHINESE GENERATIONS

SALES IN CHINA

MYTH 1: THE B2B SALE

MYTH 2: SALESPEOPLE CLOSE DEALS

Part One - The Knowledge

CHAPTER 1 - The Target Acquisition Equation

CHAPTER 2 - Needs

POSSIBLE NEEDS

NEEDS VERSUS POSITIONAL SALES

TARGETS

ALTERNATIVE SOURCES OF INFORMATION

CHAPTER 3 - Features

THE FEATURES FOLDER

USING THE FEATURES FOLDER

CHAPTER 4 - Benefits

LINKING TO BENEFITS

USING THE LINKS

CHAPTER 5 - Goodwill

THE POWER OF GOODWILL

POSITIVE LANGUAGE

MIRRORING AND MATCHING

ADDING GOODWILL IN WRITING

RECIPROCATION

COMFORT AND CONFIDENCE LINK

CHAPTER 6 - Reputation

KEY OPINION LEADERS

WOMBAT SELLING

KEY INTERNAL INFLUENCERS

CHAPTER 7 - Trust

CHAPTER 8 - Agreement

Part Two - The Sales Call

CHAPTER 9 - Checking

WHAT CONSTITUTES A CHECK?

HOW MUCH CHECKING DO I NEED BEFORE I CAN SIGN THE CONTRACT?

ARE ALL CHECKS EQUAL?

CHECKS IN ACTION

MOTIVATING YOUR SALES FORCE

THE MEETING

RECORDING INFORMATION

THE PROPOSAL

Part Three - The Negotiation

CHAPTER 10 - Negotiating with Your Target

LEVERAGE

BATNA

MEASURING YOUR LEVERAGE

INCREASING YOUR LEVERAGE

CHAPTER 11 - Personalities of a Negotiation

CONFLICT AVOIDERS

ACCOMMODATORS

COMPROMISERS

PROBLEM SOLVERS

COMPETITORS

CHAPTER 12 - Tactics of Negotiation

IDENTIFY THE TACTIC

Part Four - Keeping Your Target Satisfied

CHAPTER 13 - Maintenance

SHARING INFORMATION

CALL, DON’T E-MAIL, THROUGH PROBLEMS

OFFER SOLUTIONS

ADD VALUE (THINK LIKE YOUR TARGET)

MAINTAIN GOODWILL

CHAPTER 14 - Handling Complaints

WHY DO CUSTOMERS COMPLAIN?

THE FIVE STEPS TO COMPLAINT HANDLING

Part Five - Now What?

CHAPTER 15 - Execution

Appendix

Bibliography

Index

Copyright © 2010 John Wiley & Sons (Asia) Pte. Ltd.

Published in 2010 by John Wiley & Sons (Asia) Pte. Ltd.

2 Clementi Loop, #02-01, Singapore 129809

All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as expressly permitted by law, without either the prior written permission of the Publisher, or authorization through payment of the appropriate photocopy fee to the Copyright Clearance Center. Requests for permission should be addressed to the Publisher, John Wiley & Sons (Asia) Pte. Ltd., 2 Clementi Loop, #02-01, Singapore 129809, tel: [phone], fax: [phone], e-mail: [email protected].

This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering professional services. If professional advice or other expert assistance is required, the services of a competent professional person should be sought.

Neither the author nor the publisher are liable for any actions prompted or caused by the information presented in this book. Any views expressed herein are those of the author and do not represent the views of the organizations they work for.

Other Wiley Editorial Offices

John Wiley & Sons, 111 River Street, Hoboken, NJ 07030, USA John Wiley & Sons, The Atrium, Southern Gate, Chichester, West Sussex, P019 8SQ, United Kingdom John Wiley & Sons (Canada) Ltd., 5353 Dundas Street West, Suite 400, Toronto, Ontario, M9B 6HB, Canada John Wiley & Sons Australia Ltd., 42 McDougall Street, Milton, Queensland 4064, Australia Wiley-VCH, Boschstrasse 12, D-69469 Weinheim, Germany

Library of Congress Cataloging-in-Publication Data

ISBN 978-0-470-82597-6

Typeset in 10/14pt, Meridien-Roman by Thomson Digital

Ltd.

This book is dedicated to my mother, who loves to argue; to Matt, who never cried when he lost an argument; and to Rio, who married me despite all of the arguments. Without you all I would never have learned the ropes.

Acknowledgments

It’s not easy to write a book. It takes patience, focus, and a lot of bumon-seat time. For someone like me, who subscribes to the Nike mantra—“Just do it”—sitting still for so long is a huge challenge. Those that know me well, particularly my parents, know that I like to work on many projects simultaneously, such as when I undertook my bachelor’s degree at the same time as learning Chinese, joining the Australian Army Reserve, and opening my own company. Chaos is how I like to live.

But when my wife, Rio, got pregnant, I suddenly had a huge motivation to set a deadline. We’d both deliver “babies” of our own in 2009. So in July 2008 I started jotting suitable anecdotes into my smart phone, equipped with Microsoft Word, often as I flew between cities in China. By the time I had accumulated over 30,000 frequent-flyer points I had also written a similar number of words—all accomplished while in transit. The next step was to stitch it all together.

The hotchpotch of text was transferred into Google Docs. This allowed me to share access with friends and get rapid feedback. It also meant that I could access my work from my home PC, company laptop, or on friends’ computers without having to transfer files, risking virus transmission, or creating multiple versions. Therefore, my first acknowledgment for the completion of this book goes to technology. Without technology, no words would have made their way to this page.

Now, of course, this book’s gestation period was much longer than my wife’s nine months. It was closer to two decades in the making. My next acknowledgment goes to Matthew, my schoolmate, who loved to argue as much as I did, and who taught me the value of evidencebased argument. Those were the days before the Internet, and opinions couldn’t be supported with a quick visit to your favorite search engine. Encyclopedias, reference books, and back issues of Time magazine were used in our defense. That was great practice for my later life, as I realized microbiology wasn’t my calling and moved into the debate-filled world of pharmaceutical sales.

This is where my boss, Michelle, introduced me to the concepts of needs and features, KOLs (key opinion leaders), and funneling. I realized then that having an ability in sales need not be innate, but could be learned, practiced, and mastered, much like playing golf.

My mother should also get a strong mention in relation to this book. She introduced many debating tactics, in particular the stonewalling technique. Back then, no argument of mine could penetrate her “but at the end of the day” statement, with which she could snapshut debates. When I was a teenager, she was my greatest opponent, and she taught me the power of building goodwill instead of blindly beating one’s own drum.

And finally, I have to thank my business partner, Andy Clark, and my team at ClarkMorgan, both past and present. They continue to help me learn the intricacies of doing business in one of the world’s fastest-growing economies and in a variety of changing cultures, and provide a sounding board for my sometimes radical ideas. They helped turn my theories into practice, and thus made this book possible.

To everyone, I’d like to thank you for your contribution.

Morry Morgan

Introduction

In 1978 Deng Xiaoping opened up China. The corporate giants rushed in—and many were even faster to leave. Difficulty in managing a Chinese sales force has been one of the main reasons for such failures, perhaps second only to poor marketing. This book is a step-by-step approach for managers of a Chinese workforce, regardless of whether they themselves are foreigners or local.

To be able to manage the Chinese, it is necessary to understand them, without overgeneralizing and without being about 20 years out of date. For many new managers who read about the Chinese, the workforce is both polite and diligent—a nameless mass of cogs turning the wheels of production—and to a degree this is true. Companies like Philips, Intel, and their suppliers house thousands of mainly female workers, most in their early 20s, in campus-like factory compounds comparable to those in the United States during the Second World War. The difference though is that this format of production hasn’t changed much for the last 20 years in China.

But this book is not about the factory-based workforce. Rather, it is about the more complicated and generation-splintered Chinese that work downtown, often holding a university degree and dreaming of driving a Buick, or better still, a BMW. I say “splintered” because these generations are often completely different in belief systems, goals, and way of life, and regularly criticize one another in the media. Politically, China might be “One Country, Two Systems,” but due to its rapid growth, socially, economically, and politically, China now has four very distinct generations. Understanding the differences is the first step to being able to manage a successful sales force in China.