Having too few potential customers. Customers are the ones who place orders with salespeople; the more customers a salesperson has, the more solid the foundation of their business. Top salespeople can continuously sell products because they have a sufficient number of customers. Research shows that salespeople with poor performance have few customers because they often make one or more of the following three mistakes: (1) Not knowing where to find potential customers; (2) Not identifying who potential customers are; (3) Being too lazy to develop potential customers. Since developing potential customers is a time-consuming and labor-intensive task, some salespeople are unwilling to develop potential customers and only satisfy themselves with dealing with existing customers. This is a foolish approach. Because existing customers often leave for various reasons, such as changing production lines, going bankrupt, or personnel changes, they decrease at a rate of 15% to 25% each year. Thus, if salespeople cannot continuously find new customers to replace lost ones, then after 4 to 7 years, the number of customers in their hands will become zero. Another common mistake made by salespeople with few potential customers is that they cannot make calm judgments about potential customers. They often become "only they know their own customers best." For example, an old salesperson tells a new salesperson: "That company is the best customer of our competitor; it's useless to go there." "The chairman of that company is very stubborn." But that salesperson, with a try-and-see attitude, went to visit and got the order. There are many examples of failures caused by such personal biases of salespeople.
Complaints and excuses are particularly numerous. Salespeople with poor performance often complain and have many excuses. They often attribute the reasons for failure to objective aspects, such as conditions, the other party, or others, and never examine their own responsibility for failure from a subjective perspective. They often mention complaints and excuses like: "This is our company's policy is wrong." "Our company's products, quality, and trading conditions are not as good as competitors'." "The price of that manufacturer is lower than ours." It is useless for salespeople to find excuses for their failures. Instead of finding excuses, it is better to make constructive considerations, such as: "This might impress the customer." "What better methods are there?" When facing failure, these salespeople are in low spirits, have a negative attitude, and their minds are full of thoughts of failure. In fact, when people face real difficulties, they usually cannot even speak; if they can still find excuses to defend themselves, it means they have not fully exerted their abilities. Salespeople who do not do what they should do, or cannot figure out what they should do, and casually say dissatisfied words, only show their own immaturity and incompetence. Truly excellent salespeople will never complain or find excuses, because their self-esteem absolutely does not allow them to do so.
Strong dependence. Salespeople with poor performance always make various demands on the company, such as asking for higher base salary, travel expenses, overtime pay, etc., and often compare with other companies, saying "That company's base salary is high" or "That company's benefits are good." People with this tendency are not qualified to become excellent salespeople. Salespeople cannot ask anyone for guarantees; they must rely entirely on themselves. Those who cannot do things without instructions, or who slack off without supervision, can never become excellent salespeople. Truly excellent salespeople often ask themselves: "What can I do for the company?" rather than blindly asking the company to do things for them.
No pride in sales work. Excellent salespeople feel very proud of their work and regard sales as a career to strive for. How can salespeople lacking confidence achieve good performance? To sell more products to customers, salespeople must at least have a sense of pride—you can tell customers things they don't know.
Not keeping promises. Some salespeople are eloquent but have poor performance. They share a common shortcoming: "not keeping promises." They forget what they promised customers yesterday today. The most important thing for salespeople is to value credibility, and the most powerful weapon to gain customer trust is to keep promises.
Prone to problems with customers. Salespeople who cannot keep promises naturally tend to have problems with customers. Some salespeople are eager to close deals with customers, so they agree to things they cannot do, which is a deceptive behavior. Excellent salespeople also have problems with customers. However, they can quickly provide satisfactory solutions to customers, which in turn gains customer trust. Remember, when negotiating with customers, the most important thing is to make the other party feel your sincerity.
Giving up halfway. The problem with salespeople with poor performance is that they are easily discouraged. Sales is a marathon race; success cannot be achieved with just a momentary impulse. Only by persisting in the belief of success and pursuing it unremittingly can you achieve your goal.
Not caring enough about customers. The key to successful sales lies in whether salespeople can capture the customer's heart. If they are not good at reading people, the deal will not be closed. Salespeople need to understand the subtle psychology of customers and also choose the right timing to take action. This requires knowing the customer's situation thoroughly. Salespeople who do not care about customers cannot grasp and create opportunities.
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