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Developing proactive salespeople - a study and recommendations for sales management

机译：培养积极进取的销售人员-销售管理研究和建议

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The results of this study suggest that salesperson proactivity is an important driver of sales performance. Understanding some of the key personal salesperson attributes will enable sales managers to implement strategies to hire, train and coach proactive salespeople. During the hiring process, asking a candidate about a situation that demonstrates their proactive nature (e.g. the situation, tasks, actions and results) might give a manager good insight as to whether the salesperson is likely to demonstrate proactive behaviors in the selling role. Questions to reveal the important antecedent characteristics (e.g. motivation, confidence and risk-taking) can give a manager further insight into whether a candidate has the internal make-up to demonstrate proactive behaviors. Training programs to make salespeople more confident should center on fully understanding product/service functionality and applications to typical customer problems. Training designed with the goal of making salespeople expert problem solvers will go a long way toward boosting their confidence. Coaching should reinforce the importance of asking good questions and better understand customers' problems to the extent that salespeople can be proactive and recommend solutions for change. In addition, coaching salespeople to encourage them to take calculated risks, especially when in the best interests of the customer, will enable them to be proactive and address customer needs. Coaching tools such as win-loss reviews, post-call analysis/feedback and role-playing are useful mechanisms to reinforce the right type of risk-taking selling behavior decisions. Overall, proactive behavior among salespeople is important. Sales managers should develop and foster proactivity, as it will provide immediate returns by way of selling performance and longer-term impact through the creation of lasting customer relationships. Additional research questions on this topic might explore the impact of salespersons' commitment to the organization and/or shared goals/values as indirect drivers of proactive behavior. For example, are salespeople who share a passion for the organization's mission and goals highly motivated? If so, are these salespeople more likely to be proactive? What about the salespeople who are more committed to the organization? Are these individuals more likely to be confident in their selling tasks and more comfortable with taking risks (both are antecedents to proactivity)? Further research to address these questions can provide sales managers with additional insight and guidance on the topic.
机译：这项研究的结果表明，销售人员的积极性是销售业绩的重要驱动力。了解一些关键的个人销售员属性将使销售经理能够实施策略来雇用，培训和指导积极的销售员。在招聘过程中，向应聘者询问能够证明其主动性的情况（例如，情况，任务，行动和结果）可以使经理很好地了解销售人员是否可能在销售角色中表现出主动行为。揭示重要的先行特征（例如动机，信心和冒险精神）的问题可以使管理者进一步了解候选人是否具有内在表现来表现出积极主动的行为。使销售人员更有信心的培训计划应集中在充分理解产品/服务功能和对典型客户问题的应用上。旨在使销售人员成为专家的问题解决者而设计的培训将大大有助于增强他们的信心。在销售人员可以积极主动地提出变更建议的范围内，教练应该加强提出良好问题和更好地了解客户问题的重要性。此外，指导销售人员鼓励他们承担有计划的风险，尤其是在符合客户最大利益的情况下，将使他们能够积极主动地满足客户的需求。诸如输赢评论，呼叫后分析/反馈和角色扮演之类的教练工具是有用的机制，可以强化正确类型的冒险冒险的销售行为决策。总体而言，推销员的积极行为很重要。销售经理应发展并促进主动性，因为主动性将通过建立持久的客户关系通过销售业绩和长期影响提供即时回报。关于此主题的其他研究问题可能会探讨销售人员对组织的承诺和/或作为积极行为的间接驱动因素的共享目标/价值的影响。例如，对公司的使命和目标充满热情的推销员是否有很高的动力？如果是这样，这些销售人员是否更有可能积极主动？那么对组织更加投入的销售人员呢？这些人是否更有可能对自己的销售任务充满信心并更乐于冒险（都是积极主动的前提）？为解决这些问题而进行的进一步研究可以为销售经理提供有关该主题的更多见解和指导。

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