仅有9.1%的销售会议能达成交易，并且每250名销售人员中只有1人能超额完成任务。
按每次会议的平均成本计算（160美元）计算，每笔销售需赚取 1760美元 才能弥补未能成交的销售会议成本。
The Trouble with sales ￥1.760 of profit per sale is needed just assuming that the meetings cost，on acerage，￥160.
莱内特·赖亚尔斯（Lynette Ryals） 英国克莱菲尔德管理学院（Cranfield Sohool of Management）教授
伊 恩·戴维斯（Iain Davies） 英国巴斯大学（University of Bath）教授
《商业评论》2011年4月
销售人员的麻烦～～
The Problem with Sales
Companies are investing more than ever in sales training, but performance isn't improving. Just 9% of sales meetings end in a sale, and only one out of 250 salespeople exceed their targets. What's going on? Researchers Lynette Ryals and Iain Davies observed 800 sales professionals in live sales meetings to understand the gap between investment and performance.
现在，首席执行官在销售团队上的投入比 以往更高，但业绩却未见提高。为弄清楚其中的原因，我们实地观察了 800 名销售人员在销售会议中的表现，结果发现销售人员可以分成八种类型。
The Best and the Rest
Ryals and Davies identified seven behaviors, of which only four were actually related to sales success. By mapping how salespeople relied on each behavior, they discovered eight types of salespeople. But only three were consistently effective, and they only made up 37% of the sample. The remaining five types of sales people — the other 63% — fell short.
坏消息是，其中只有三种类型对销售起着持续促进作用，这些类型的销售人员仅占 37%，而 剩下 63% 的销售人员，他们的某些行为甚至还 会降低业绩。不过，好消息是： 这八种类型代表 Expert 的只是行为倾向，而非根深蒂固的个性。如果管 理者了解这八种类型，就可以改造当前的销售团 队，并在未来招募到更优秀的团队成员。
老练 Experts （9%）→灵活→探索→睿智→果决→
干练 Consultants （15%） →灵活→睿智→果决→
实干 Closers （13%）→睿智→果决→
「情境决策」（Cynefin）简单-复合-复杂-混沌，果决-睿智-探索-灵活
Ineffective Salesperson #1: The Socializer
Despite the reputation most salespeople have of being socially gifted, it turns out that Socializers are the worst-performing when it comes to making the sale. Notice how small their polygon is compared to the dotted line, which shows the average skill set of all salespeople. Socializers tend to chit-chat at the expense of actually making the sales pitch.
Ineffective Salesperson #2: The Storyteller
Storytellers also talk a lot, but at least their gab focuses on how other clients used the product or solved the problem. Ryals and Davies found that some storytelling could improve sales performance, but that too little or too much is counterproductive and turns customers off. The danger for storytellers is that pay too much attention to these past customers, and not enough on those sitting in front of them.
Ineffective Salesperson #3: The Narrator
Narrators hew too closely to their prepared marketing materials and their rehearsed sales pitch. If the client throws a curveball, they stick to their script and their marketing collateral instead of responding artfully.
Ineffective Salesperson #4: The Focuser
Focusers, like Narrators, desperately cleave to their pre-meeting prep and to conveying all of the technical aspects of their offering. They often insist on detailing every product feature, and may not hear customers' needs.
Ineffective Salesperson #5: The Aggressor
Aggressors can be effective in the right setting. They approach every sales meeting as a pure negotiation on price. While some customers dislike this combative approach, and while aggressors aren't very successful overall, every now and then they can score big wins. And they rarely concede too much.
The Trouble with Salespeople
Fixing the Problem with Sales Training
Ryals and Davies found that a disproportionate amount of training is allocated to presentation and rapport skills, as well as the actual sales pitch. Since everyone gets this training, these skills have been commoditized. Adding training on the key skill of rising to the challenge – that is, overcoming customer objections on the fly, the skill that all three of the "good" salespeople excelled at – would be a smart reallocation of training budgets.
我们将销售员归为八个类型，然后评估他们在以下三项中重要销售活动中的表现：确保与客户进一步接触，进入交易下一个阶段，完成交易。
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