--- title: "Her Sales Pitch Was the Worst, but Her Performance Was the Best!" description: "When bosses ask why sales are poor, 98% of employees answer 'no customers.' But is that really the case? In a small women's shoe store with three employees, one salesperson consistently outsells the other two combined, despite lacking product knowledge and working the same hours. The secret lies in her persistence: she continues to actively recommend products even after customers reject her, embodying the '631 rule' where customer engagement volume accounts for 60% of personal performance." author: "柳叶雄" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2015-07-10" language: "en" canonical: "https://xinjignxiao.com/en/articles/her-sales-pitch-was-the-worst-but-her-performance-was-the-best-8cbaa6df/" markdown: "https://xinjignxiao.com/en/articles/her-sales-pitch-was-the-worst-but-her-performance-was-the-best-8cbaa6df.md" original_source: "https://mp.weixin.qq.com/s/Pce-AGQpIJL6xw_L1IgM_Q" translation: "https://xinjignxiao.com/zh/articles/%E5%A5%B9%E7%9A%84%E5%AF%BC%E8%B4%AD%E8%AF%9D%E6%9C%AF%E6%9C%80%E5%B7%AE-%E4%BD%86%E4%B8%9A%E7%BB%A9%E5%8D%B4%E6%98%AF%E6%9C%80%E5%A5%BD%E7%9A%84-8cbaa6df.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/her-sales-pitch-was-the-worst-but-her-performance-was-the-best-8cbaa6df/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Her Sales Pitch Was the Worst, but Her Performance Was the Best! > When bosses ask why sales are poor, 98% of employees answer 'no customers.' But is that really the case? In a small women's shoe store with three employees, one salesperson consistently outsells the other two combined, despite lacking product knowledge and working the same hours. The secret lies in her persistence: she continues to actively recommend products even after customers reject her, embodying the '631 rule' where customer engagement volume accounts for 60% of personal performance. If a boss asks employees, "Why weren't sales good today?" 98% of employees use the "standard answer": "No customers." But is the store really "empty"? In a small women's shoe store with only three employees, one salesperson's monthly personal performance is higher than the other two combined. Is it because her sales skills are better than others? She can't even tell if shoes are genuine leather or faux leather. Is it because she works longer hours? Like the other two, she works two days on and one day off. So what's the reason? One time, a beautiful female customer entered the store, and she greeted her: "Miss, are you looking for heels or flats today?" The customer replied, "Heels." So she brought out a style and recommended it: "Do you like this style?" The customer shook her head and turned to leave the store. But the salesperson didn't give up. She picked up another style and called out to the customer, "Miss, please wait. How about this style?" The customer glanced at it, shook her head again, said nothing, and turned to leave again. The customer got closer and closer to the store entrance, almost walking out. But the salesperson kept calling her back, and only on the sixth attempt, when she recommended the sixth pair of shoes, did the customer try them on and make a purchase. Imagine if this salesperson hadn't continued to call the customer back; this sale would never have been closed! In actual sales processes, when a customer explicitly rejects the first recommendation, 70% of salespeople will enthusiastically recommend a second time; after the second rejection, only 10% will continue patiently; if the customer rejects three times without even trying, only 1% will continue to recommend. But this salesperson, every time she receives a customer, actively recommends until the customer completely leaves the store. Let me share a sales formula: Personal performance = 60% customer reception volume + 30% sales skills + 10% luck. This is the famous "631 rule." Looking back, those with good personal performance, over 80% of salespeople are not because their sales ability is much better than others; it's usually two situations: they grab orders, and they remain enthusiastic and patient in actively recommending after rejection. This is the performance brought by customer reception volume. The unit for measuring customer reception volume is "person-times," not "persons." So-called person-times means that after a customer has explicitly rejected the salesperson, the salesperson still actively, enthusiastically, and patiently continues to recommend products to the customer. For example, if a customer is rejected and then recommended to again, that counts as 2 person-times, equivalent to receiving a new customer. If a customer continues to try on or actively looks at products, no matter how many times, it only counts as 1 person-time. Not knowing how to manage others, not knowing how to manage oneself, so the key to increasing customer reception volume is that salespeople can actively, enthusiastically, and patiently continue to recommend products to every customer who rejects them. 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