We have crossed the era of industrial revolution and the era of information revolution. Now we have entered the era of mobile Internet. Since the old scorpion has not been cut, we have two different scenes in front of us, that is, overproduction and the Internet.

In the past, Dad warned me that I would be able to make money when I was courageous. In the age of their information asymmetry, the courage can get a high profit from it, and the price is completely in the mood. With the development of the Internet and mobile Internet, we understand that products are getting easier and easier, and the purchase process is becoming more and more simple. At the same time, offline quality and unit price are not dominant, and customer demand has been changing and not being satisfied. On the surface, the customer's attention has changed. From the perspective of the salesperson, the customer's cognition is the most important basis for purchasing. The cognition has changed and the purchasing behavior has changed.

For example, I bought the mechanical keyboard's hand rest and mouse pad twice. I used it and felt that the texture is very good. Colleagues need to repeat the order. Although it is not high-frequency consumption, I will know the brand from the heart. This is based on the trust in their products and the process of product value exchange. I use it well, I use it comfortably, and I think that a good company should be able to make money to be innovative. Both sides think that the value they get is greater than the value they pay.

For most companies, in addition to reducing costs through e-commerce and other means, we can also strive for a reasonable price space, obtain appropriate profits, and continuously improve customer contribution to value, which is a virtuous circle. Therefore, letting customers think that they have gained more value is not simply a business problem. The consultant sales representative can't understand such changes and find a solution that does not correspond. With the advent of the era of consumer upgrades, we are willing to pay more for the products and services we are worth to buy. I will classify him into three types of high-value transactions:

One is a higher price deal. Not a little higher, but much higher, even several times and dozens of times higher than the opponent! Apple mobile phone is a typical example. Although it has not been so strong in the past two years, people still create a lot of profits. For example, the charm blue mobile phone NOTE5, the price is raised by 100 yuan, LeTV TV 65 inch is raised by 300 yuan, Fuling The price of mustard 80g and 88g is increased by 17%, and sanitary ware, furniture, air conditioners and electric cars abound.

Second, if the price does not change, it will sell more, occupying a larger share of the purchase or market share of the customer. We have a car network OBD module that can read the car's ISO standard data stream, and the volume price from the beginning is very precise. This is a running data acquisition sensor. From the completion of R&D investment to the purchase of imported chip unit price, NXP's CAN transceiver selection and customized EST527-miniS underlying decoding chip are all above and below 10K, both in manufacturing and in application. It has the advantage of mature technology and mass production in products. Therefore, regardless of changes in the market, customer purchases and market share have been expanding.

The third is to fight for a long-term business if you can't sell more at once. At this stage, there are many pieces of customized products, such as control motors, time-sharing, front-loading TBOX, front-mounted multimedia car information, streamer pedal modification, fleet management, etc. Many projects belong to the original traditional manufacturing industry. Iteratively upgraded projects or customized and intelligent upgrade projects. We provide professional services, become the exclusive supplier or supplier of Class A suppliers, or bus data application solutions, a large number of cases and real vehicle testing, high quality and service, and establish the absolute advantage and accumulation of technology in the competition. .

The acquisition of these advantages can not be based on some sales techniques to the machine, nor can it be repaired by the improvement of its own methods. This is a fundamental change from its own brain. Before we consider selling products, what kind of services do we have? After the transaction, what services do we need to do for our customers? This project is always the process of turning customers from partners into friends, and it is a change of mind.

For example, a salesman sells his software to a boss who is doing deep processing of corn. After listening to the product introduction, the boss lets the sales comrades report the price, and the sales balance has repeatedly reported a price. The boss listened for a while and decided not to buy it. Disappointing sales reasons for the question, the boss pointed to the corn truck to send corn, said that I use this money to buy corn, with the car pulled, can be discharged two miles. What is the boss thinking? In fact, it is very simple. It is not a problem that the software is easy to use. For the same investment, he is willing to invest the money in a place with more value. Therefore, when we are doing products, if we can not create value for customers and create profits, then the deal is unhealthy, and the core of business is the exchange of equivalence.

That being said, sales people have to create value for customers. In fact, there is still a lack of value, that is, to pass on value. A workshop worker tightens a screw for a car. This is the value he creates. A driver who delivers the goods safely and safely to the designated warehouse is also the value he creates. The difference is that sales are usually the last link of the entire transaction chain. He needs to pass on the value created by the real value chain to the customer. Of course, some sales just simplify themselves into the microphone of the product value. The entire value chain of R&D, mold, production and testing is delivered.

Last time I participated in a small event, I chose to carpool. I was sitting in a car selling a veteran old bird, running a train full of mouths, telling the newcomers how to get the boss’s leadership recognition, how to exaggerate their previous performance and strive for a high salary return. Making big companies mixed and gilded, how to fight against peers... I am thinking, no matter what industry, the reason is to create value for customers, and the ultimate meaning of sales staff to create value for customers is to get bigger The return, fight for reasonable profit margins. The traditional product introduction type sales can not give customers multiple value services, the products are reliable, the mother's advertisements are not used to play, the value is not useful, BB is useless, Napoleon is defeated and the soup is not used, the enterprise is defeated. Do not stand in the first line and solve problems together with customers.

我們跨越了工業革命時代、信息革命時代，現在步入了移動互聯網時代，由于舊辮子沒剪掉，我們眼前呈現了兩個不同的景象，那就是生產過剩和互聯網。

在過去，爸爸告誡我膽子大就能賺錢，在他們那個信息不對稱的年代，膽子大是可以從中獲取高額的利潤，報價完全看心情。隨著互聯網和移動互聯網的發展，我們了解產品越來越容易，購買過程也越來越簡單，同時，線下品質和單價不占優勢，客戶需求也一直在變化而得不到滿足。表面上看，是客戶的注意力改變了，站在銷售人員角度來看，客戶的認知是最重要的采購依據，認知變了，采購行為也就跟著發生了改變。

例如，我二次購買了機械鍵盤的手托和鼠標墊，我用過，覺得質感非常不錯，同事需要而重復下單，雖然不是高頻消費，但是我會從心里去對這個品牌樹立認知，這是基于對他們產品的信任，也算是產品價值交換的過程。我用的好，用的舒服，而且認為好的企業，應該就是要賺錢才會有創新，雙方都認為自己獲得的價值大于付出的價值。

對于大部分的企業來說，當下除了通過電商等手段降低成本外，我們還可以爭取合理的價格空間，獲得適當的利潤，不斷提高客戶對價值貢獻，這才是良性循環。所以，讓客戶認為獲得了更多價值，不單純是業務上的問題，以顧問型的銷售代表也沒辦法理解這樣的變化，找到不對應的解決辦法。消費升級時代的到來，我們愿意掏更多的錢來買下我們值得購買的產品和服務，那這類高價值的成交我將他區分為三類情況：

一是更高的價格成交。不是高一點，而是高很多，甚至比對手高幾倍、幾十倍！蘋果手機就是個典型的例子，雖然近兩年沒那么勁頭十足，但是人家還是創造了大量的利潤，再例如，魅藍手機NOTE5，價格上調了100元，樂視電視65寸上調了300元，涪陵榨菜80g和88g的價格上調了17%，衛浴、家具、空調、電動車比比皆是。

二是價格不改變，則賣得更多，占據客戶更大的采購份額或市場份額。我們有一款車聯網OBD的模塊，可以讀取汽車ISO標準的數據流，從一開始的批量價格就是定的非常精準。這是個跑量的數據采集傳感器，從研發投入完成到進口芯片單價采購，NXP的CAN收發器選型和定制的EST527-miniS的底層解碼芯片，都是10K級以上進出，從制造和應用上都具備了技術成熟，在產品批量制造的優勢。所以，不管市場如何變化，客戶的采購和市場份額一直都在擴大。

三是如果不能一次賣的更多，就爭取長久的生意。現階段下，有很多零碎的定制化的產品，比如控制電機、分時租賃、前裝TBOX、前裝多媒體車載信息、流光踏板改裝、車隊管理等等，很多項目都是屬于在原來傳統制造行業上做迭代升級的項目或者定制化、智能化升級項目。我們提供專業化的服務，成為客戶獨家的供應商或者A類供應商，或者總線數據應用方案商，大量的案例和實車測試、高品質和服務，建立了競爭中絕對的優勢和技術的積累。

這些優勢的獲得，不能簡單靠一些銷售技巧來該機，也不可能對自己方法的提升上去做修補，這是一種根本性的變化，來自于自己的大腦。我們在考慮銷售產品之前，我們會有什么樣的服務，成交后，我們需要對客戶做哪些服務，這個貫穿項目的始終，是將客戶從合作伙伴變成朋友的過程，是思想上的變化。

舉個例，一位銷售向一家做玉米深加工的老板推銷自己的軟件，老板聽完產品介紹后讓銷售同志報個價，銷售衡權再三，報了一個價格。老板聽了思考了一會，后決定不買。失望的銷售追問原因，老板指著窗外送玉米的農車說，我用這錢買玉米，用車拉，可以排出二里地。老板在想什么？其實很簡單，不是軟件好用不好用的問題，同樣的一筆投資，他愿意把錢投到增值多的地方去。所以我們在做產品的時候，如果不能給客戶創造價值，創造利潤，那這筆成交就是不健康的，商業的核心是等價交換。

那這么說，就是銷售人員要為客戶創造價值了，其實，還缺一點，那就是傳遞價值。一個車間工人，為一輛汽車擰緊一個螺絲，這是他創造的價值，一位司機，將貨物安全平安送到指定倉庫，這也是他創造的價值。不同的地方是銷售通常都是整個成交鏈的最后一個環節，他需要把真個價值鏈創造的價值傳遞給客戶，當然，有的銷售只是把自己簡化成了產品價值的傳話筒，并沒有把研發、模具、生產、測試的整個價值鏈給傳遞出來。

上次我參加一個小活動，選擇了拼車，車上坐著一個經常跳槽的銷售老鳥，滿嘴跑火車，告訴新人如何取得巴結上司取得領導認可，如何夸大自己之前的業績來爭取高薪回報，怎么造出大公司混過而鍍金，怎么打擊同行云云……我在想，不管在什么行業，存在的原因都是替客戶創造價值，而銷售人員為客戶創造價值的最終意義，還是在于得到更大的回報，爭取合理的利潤空間。傳統產品介紹型銷售給不到客戶多元價值服務，產品靠譜，央媽的廣告都不用打，提供價值瞎BB是沒用的，拿破侖就敗在沒有和戰士們喝湯上了，企業就敗在沒有站在一線和客戶共同解決問題。