Ron McFarlandのセールス・マネージメント（その４） セールス・スタッフの指導方法

情報デザインの齋藤信幸です。

営業の目標設定というと、売上目標いわゆるノルマがあげられます。

ノルマと聴いただけで憂鬱になる人もいるでしょう。

これは数値目標であり、管理手法は計数（ノルマ）管理となります。

計数管理の問題点は、以下のとおりです。

・間接管理であり実態管理ではない
・計数は操作性があり、単純計算管理の弊害、実態からの遊離の可能性
・入手容易性の点から財務データに依存する割合が高くなる
・計数管理は「非情」

計数管理だけでは営業の行動が見えなくなり指導もできなくなります。このため実態管理も用いて管理すべきです。

このような背景から『理詰めの営業』が生まれました。

個人個人の売上目標（および新規開拓など）を立て、『理詰めの営業』で案件を可視化してしっかり管理し、スタッフの指導を行います。

さて、Ronさんの指導方法は？

<Handling deviations>

目標を達成できない部下がいる場合の指導方法

What should a sales manager do if someone is not performing to the minimum standard? I recommend these steps:

1. Set up a private meeting after the first deviation
2. Pinpoint deviations and express how it makes you feel
3. Tell the salesman why you feel that way
4. Ask the salesperson how he feels about the deviation
5. Have discussions as to how to overcome the deviation
6. Once an agreement has been reached, praise the salesman
<Management Objectives and Management Support (Seminar Closing)>

The more a sales person helps customers get what they want, the more the sales person himself will get what he wants.

The more a sales manager helps his sales people get what they want, the more the sales manager himself will get what he wants. Too often sales managers look at sales results, but do not look at his sales people’s activities. I think it is the activities, which the manager should look at and manage the closest.

The above are highlights of one of the most enjoyable seminar I have ever given. I have used it and believe in its contents. It is a seminar I have loved giving.

This material I taught over my years in Isuzu Motors. Once I left Isuzu Motors and started working in the hardware and construction material industry, I apply this content to develop national distributors for cutting tools, which I sold to. It has been fun and very profitable. For some reason, sales management seems to be the weak link in most sales organizations. It is not the salesman but his manager that is not performing his job professionally. In many cases, there is no sales manager at all, and the sales people have to figure out how to sell on their own.

Interestingly, these management skills of helping sales people achieve their goals have no national boundaries. They are international and could be successfully applied anywhere. Sales management training has contributed to my goals better global understanding and bring the world closer together.

私は外資系の営業をしていましたが、正直なところ数値目標は好きでした。

自分の成果を客観的に評価して欲しいというのがその理由です。少なくとも上司の好き嫌いは、評価に入り込まみません。前述の「非情」にもつながるかと思いますが。

皆様の会社では、どのようにセールスをマネージしていますか。

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Ron McFarlandのセールス・マネージメント（その３） セールス・マネージャのタイプ

情報デザインの齋藤信幸です。

半導体関連装置業界でニッチな領域のテクノロジーリーダーでユニークな存在であったKLA-Tencor社とLAM Researchの合併が決まりました。

これで私が過去に在籍した会社や部門がすべてなくなりました。ジンクスは当たってました。

IBMの場合は、ハードディスク部門が分社化されたのちに日立に売却され、Quantum社はライバルメーカーのSeagateと合併、プルメリアは解散、そしてKLA-Tencor、でした。

外資系なので珍しくはないのですが、技術革新が停滞し会社の成長が止まったことに起因する合併が多くなってきたことが気になります。

逆に言うと、多くの産業で1980年代までの技術革新による成長は終わったといってよいでしょう。

稲盛和夫の著書「アメーバ経営」の中にある以下の言葉の重みを感じます。

技術的な優位性というのは、永遠不変ではない。だから、企業経営を安定させようと思うなら、たとえ技術的にさほど優れていなくとも、どこでもやれるような事業を優れた事業にすることが大切である。つまり、誰もがやれるような仕事をしていても、「あの会社はひと味違う」というような経営をすることが、その会社の真の実力なのである。

では、本日のテーマ、セールス・マネージャのタイプの話を始めます。

Sales Manager Types

Here are four ways sales people see their boss. There are advantages to all of them, but one will build long-term success.

四つのタイプとアドバイス。あなたはどのタイプ？

Nice Guy

If the sales manager is so nice that there is no discipline or support in the case of non-performance, there will always be low standards, low performance and low motivation to sell successfully.

To avoid being "Mr. Nice Guy", the sales manager must care about his sales people's success. If his people do well, congratulate them and praise them for what they have done. If they fail to perform, he should talk to them privately and help them improve. He should discipline when necessary. He should take responsibility for their performance.

Superman

If the success of the company and the penetration of the market are dependent on one skilled, talented, do-it-himself sales manager, he is playing "Superman". The company cannot grow, and it is very vulnerable.

The "Superman" does everything himself. His staff is never required to develop selling skills because the sales manager will do the job for them. They do not develop competitive selling techniques and activities because they have never had a need. All the sales people do are mostly process the orders.

To avoid being a "Superman", the sales manager must realize that his job is not to sell product to customers, but to manage sales people. Sales people sell the product. The sales manager is to help them do their job, not sell for them.

Policeman

Although short-term results are sometimes achieved, if the sales manager is perceived to be a "Mr. Policeman", all manager-salesman communication stops. You do not communicate with a policeman, and the sales staff does not communicate with that type of a sales manager. "Mr. Policeman" lays down the law to everyone on his staff. "It is my way or leave the company", is what he says directly or indirectly. There is little or no real communication, and performance will never reach the team's full potential. The sales manager will not know how to manage his sales people because he will not know how they think.

To avoid being "Mr. Policeman", the manager should show respect for the people on his team. He should keep the lines of communication open so that the sales people feel "safe" in coming to the manager and admitting they have problems. Knowing that, the manager will be able to give them the help they need. A Policeman can only punish, which may not achieve the sales goals.

Coach

The person who can develop ten men is stronger than the person who can do the work of ten. He teaches his people to be better. He supports them. He motivates them on a regular basis.

All good sales managers recognize that their number one job priority and responsibility is to coach and train their sales people to sell. They coach their staff by using procedures similar to below:

- He sets minimum standards of sales performance that he expects of his sales staff.
- Together with each sales person individually, he sets personal performance goals which are at or higher than the minimum standard.
- He stimulates, inspires and encourages. He makes sure the sales people know it is the sales manager's job to help them reach their personal performance goal.
- If they make a mistake, he helps them. He urges them to try again. He does this when the problem is first spotted, not at the end of the month.
- If a sales person is not maintaining his activities (looking for customers, product presentation, demonstration, negotiating, contacting current customers, etc.) or not achieving his goals, he discusses it with the salesman, and they come to a decision on whether he should increase those activities or lower the performance goals.
- He asks them how they could do things better. He suggests how they could improve. Then, he sees that they get the training and the coaching that is needed to do it better.
- He praises them for their successes or partial successes regularly in private and in front of others.
セールス・マネージャとしてのあるべき姿はお分かりですね。

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グローバルリーダー協会のブログはここ。グローバル営業Ron McFarlandの自叙伝を公開中。

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Ron McFarlandのセールス・マネージメント（その2） セールストレーニング

情報デザインの齋藤信幸です。

前回の営業の面接の記事を読んで、私の最初の転職となったQuantum社の面接を思い出しました。

日本支社で面接をした後、米国カリフォルニア州ミルピタスの本社で面接とのこと。

ビジネスクラス（うれしい！！）の飛行機でサンフランシスコへ。

空港には蝶ネクタイをしたオジサンが「NOBUYUKI SAITO」のボードを持って待っていました。

外に出ると大きなリムジンが。芸能人がアカデミー賞の授賞式などに乗り付ける長～い乗用車です。

ホテルに着くまで落ち着きませんでした。

50分やって10分休憩の面接を13人と二日に亘って行いました。

海外での面接はそれ以降も何回かありましたが、これほどの人数との面接は、Quantumが最初で最後でした。

最近、「スティーブ・ジョブズ」（Ⅱの122ページ）の伝記を読んで、クアンタムはアップルの影響を受け、このような面接をしていたのではないかと思いました。

アップルでは「まぬけ増殖」を防ぐために、様々な部門の人が面接・評価して採用を決めたのだそうです。

当時、QUANTUM社の最大の顧客はアップルでしたので、その影響があったのかと推測します。

「まぬけ」ではないと、私は評価されたようでした。

さて、長くなりましたが、10章の続きを紹介します。セールストレーニングの話です。

＜Training Sales people and making sure they know how to do the job＞

営業の経験に関わりなくトレーニングは必要。トレーニングは、教育とは異なる。
No matter how experienced a sales person is, training is always required for a new-hire. It might be very simple on-the-job training or very extensive formal training. The key to the success of the training is that it is not just education. Education is providing knowledge. Training is providing skills to do very specific tasks on the job professionally.

その内容は
Therefore, to make sure the training is effective, a lot of practice, coaching and role-playing are important. I would cut the content of the training by one-quarter and repeat the activities four times as much. For example, I would show a video on the features of a truck. Then, I would give a slide presentation on it, which is in more detail and two-way discussions could be generated. Then, I would have everyone walk out to the actual vehicle, and I would walk around the vehicle presenting the vehicle’s features. Finally, I would set up a presentation contest among six participants. If the group were large, I would have the rest of the participants be judges. Therefore, the same material is covered over eight times. So, I taught not only the features on the vehicle but the skills of presentation. All of the selling activities should be given training in that way if the sales person’s skills are lacking.

Over my career I gave vehicle product training (product knowledge and product presentation), new salesman training (The selling process and product knowledge), on-going training (addresses a specific competitor or customer problem), low selling salesman training (addresses poor selling salesmen's problems), and field training (training in front of a customer).

＜Leadership Styles and the personnel development stages＞

管理・監督について
Once the formal training is finished, the management and supervision can start. I taught four leadership styles, the Directing, Coaching, Supporting and Delegating Style. They are all determined by the ability of the staff and how much support they need and want.

＜Tools for Sales Management＞

There are many tools a sales manager can use. Below is a contact sheet. The Salesman-Manager set monthly goals and record actual performance. Each month the effort and quotas are evaluated and adjusted accordingly. Below is a sample of a few days of the month. Today, this can be computerized.

Ronさんが活用したツール
＜Salesman's Daily Effort Sheet＞

この部分、ブログ上の制約で旨く表にできませんが、横軸に営業のプロセスを下記、案件ごとに進捗を管理するものです。

横軸になるのは、

Direct Mailing, Telephone Prospecting, Customer Visits, Person Interested, Presentation & Demo, Pricing & Situation, Follow-up Contact, Sales

です。縦軸は案件です。

＜Customer contact files Planner＞

Other tools are records of customers contacted and what took place. It helps the salesman plan each contact regarding what to say, what questions to ask and what information to gather.

＜Owner follow-up files＞

Once a product is sold, the salesman should continue to contact the customer. This insures the customer is happy with him, his company and the product itself.

コンプレックスセールスの場合は、顧客との関係もより複雑になるため、『理詰めの営業』では、各種の分析ツールを用意しています。


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齋藤信幸のロングステイはここ。
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Ron McFarlandのセールス・マネージメント（その１） セールスの面接と採用

情報デザインの齋藤信幸です。

以前、Ron McFarland氏の「営業プロセスのマネージメント」についてご紹介しました。

いすゞ自動車のトラック販売に用いた手法でした。

今回、ご紹介するのは、営業の採用から始まる営業人材の育成の話です。

「強力な営業チーム」を作るにはどうすべきか、それがテーマです。

自分の会社との考え方・仕組みの相違を中心に読んでいただければと思います。

とくに海外営業を行う方にはおに立つと思います。

Chapter #10: WHAT SALES MANAGEMENT IS

Over the years of travelling abroad, this program has always been the most fun for me. What it entails is how to manage the selling process among a group of salesmen explained in Chapter 8.

売れない理由
There are three reasons why sales people do not sell. (1) They do not know what to do. (2) They do not know how to do it. (3)Something or someone is interfering in the ability or desire to sell.

営業の見つけ方
In order to building a strong sales force, all three of these reasons must be addressed, and they are handled at different times when working with sales people. Addressing the first reason of not knowing the job should be handled right when the person is hired. You have to find the right people who are willing and able to do the job.

＜Hiring Salesman and presenting what the job is＞

Ronさんが作った二つのツール
The best time to explain the activities of a sales person’s job is at the point of recruiting. I offered two tools below for determining if a person has the right character to perform the activities required.

＜Interview Evaluation for Vehicle Sales Personnel＞

Candidate's Name:

Characteristic Not at all 　Developmental 　　Definitely
Empathy and concern for others 1 　　　　2 　　　　　　　　　3
Socially outgoing 　　　　　　　　　　1 　　　　2 　　　　　　　　　3
Leadership ability 　　　　　　　　　　1 　　　　2 　　　　　　　　　3
Reserved 　　　　　　　　　　　　　　　3 　　　　2 　　　　　　　　　1
NOTE: Above are just a few of the characteristics. There are about 20.

面接の後にこのツールで評価
After the interview, I would evaluate the person using the above sheet. I would give one, two or three points. Then, I would total them at the bottom. The higher the number is, the higher the chance of success on the job. This evaluation should be done by three people and then averaged to get a ranking.

I used another sheet, which looks at personality traits. Not all people are suited to be a salesman, and the interviewer must know which traits help and which do not help.

＜Personality Traits Important in Vehicle Selling＞

Factors That Help Sales Success Factors That Hinder Success
Has desire to be productive 　　　　　Has interest in artistic, creative, or aesthetic originality
Has spontaneity and energy 　　　　　Has distaste for moving around town
Has believability 　　　　　　　　　　Needs to be liked or popular
NOTE: Above are just a few of the traits.

ジョブディスクリプション。特に、外国人の雇用には必須。ここが日本企業はあいまい。
「いや、仕事なんてすぐ変わるよ」「いろんな仕事をやってもらうから」・・・これが問題を起こすのです。
グローバルビジネスでの注意点です。
During the interview, the candidate should receive a clear job description of what he is to do on the job activity by activity. This should be in writing not just verbal. For a vehicle salesman, all the selling steps explained in Chapter 8. You want to make sure the person knows what activities he should be involved in and what he need not do. I have heard that some interviewer have successful candidates sign an agreement that they will perform those activities.

If the person has the desire, personality traits and character, to do these activities in the job description as above, he should be hired.

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「100パーセントの精度は不要、達成不可能」（今村英明）

情報デザインの齋藤です。

一昨日、Book Offに約90冊の本を持ち込み処分しました。一番高く売れたのが、葉真中顕著の『絶叫』の100円でした。価格の基準は、発行日でしょうか。

代わりに書斎に置くことになった義父の遺品の本は、読み応えありそうです。



さて、『理詰めの営業』の分析ツールを完璧に埋めようとすると調査にかなりの時間を要してしまいます。

また、埋めることができずに「こんなに俺は顧客のことを知らなかったのか」と自信喪失してしまう場合もあります。

反省は必要ですが、案件を前に進めるべく分析結果を検討するためには、どこかで折り合いをつける必要があります。

ボストンコンサルティンググループの今井英明氏は、市場を科学するデータの分析精度について、「100パーセントの精度は不要、達成不可能」と述べています。

その理由として、そもそも世の中にないデータの分析がほとんどであり、それをつなぎ合わせてスケッチやデッサン程度のものを作るのが精いっぱいだからとしています。

また、優れた経営者にとっては、60～70％くらいの精度であれば意思決定には十分としています。

よって、60～70％の精度であれば、早めに分析結果を持ち寄り、営業案件のプロセスを進めるためにどうすべきか検討すべきです。

もう少し気楽に『理詰めの営業』を活用してください。

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グローバルリーダー協会のブログはここ。グローバル営業Ron McFarlandの自叙伝を公開中。

齋藤信幸のロングステイはここ。
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