If the 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 XX women's shoe store, the store is small, with only 3 employees. One of them has monthly personal sales that exceed the combined sales of the other two. Is it because her sales skills are better than others? She can't even tell whether 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 is it?
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 took out a style and recommended it: "Do you like this style?"
The customer shook her head and turned to walk out of the store.
But this 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 about to walk out.
But this 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, the sale would never have been closed!
In actual sales processes, when the first recommendation is explicitly rejected, 70% of salespeople will enthusiastically make a second recommendation; after the second rejection, only 10% will continue patiently; if the customer refuses 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 communication volume + 30% sales skills + 10% luck. This is the famous "631 rule."
Looking back, among those with good personal performance, more than 80% of salespeople are not because their sales ability is much stronger than others. There are usually two situations: they are good at grabbing orders, and after being rejected, they still enthusiastically and patiently make proactive recommendations.
This is the good 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 clearly rejected the salesperson, the salesperson still actively, enthusiastically, and patiently continues to recommend products to the customer.
For example, if a customer is recommended to again after rejection, that counts as 2 person-times, equivalent to receiving a new customer.
And if a customer continues to try on or proactively looks at products, no matter how many times they try, it only counts as 1 person-time. If you don't know how to manage others, and don't know how to manage yourself, then the key to improving customer reception volume is that salespeople can actively, enthusiastically, and patiently continue to recommend products to every customer who rejects you.
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