Article from WeChat public account:Advanced Capital (ID: banyancapital), the original title: “Chang Jiawei: To B sales to return to the essence, do not have “mysterious power dependence” | 榕汇”, title map from: Oriental IC

To B sales is facing even greater challenges today, and Gan Jiawei is considered one of the best people in China to know To B sales. As the No. 67 employee of Alibaba, Gan Jiawei is a representative figure of “China Railway Army”. Later, he joined the US Mission as COO, and personally built the American League’s offline push army.

On November 1st, at the closed meeting of the CEO of Corporate Services, Gao Hao Capital Operation Partner and former US Mission COO Gan Jiawei, starting from the basic thinking framework of To B business, selling around To B Organizational construction, team management and other issues have been deeply shared. There are both reflections on the return to the essence of business and human nature, as well as practical and practical guides.

In Gan Jiawei’s view, “Many methods are not for others, but you are more persistent and more attentive than others.”

The following is his share:

Frankly, this time sharing at Minhui is the longest time I have been preparing so far. First, everyone is very enthusiastic about asking questions; second, although they all focus on the To B business, in fact, the big B and small B entry points are very different, so spend a lot of time thinking about how to share the ideas as much as possible in a limited time. And hope to be moreTargeted.

Basic Thinking Framework for To B Business

When we talk about the To B business, we must first have a basic thinking framework. The core and most basic three elements are the number of potential customers, customer distribution and pricing. On the contrary, when talking about the To B business, simply talking about “big customers” and “small and medium customers” is of little significance because each person has different definitions of size. The big customers in your eyes may be small customers to others.

1. Potential customers

To do a To B business, first think about how many potential customers there are in your market. If your potential customers are three digits or barely run to four digits, the market size can be imagined. Suppose there are 1,000 potential customers, and a single customer has a lot of revenue of 1 million a year, so the largest is the market of 1 billion. And what does it mean for a customer to earn 1 million a year? It means there is a lot of uncertainty.

Comparatively, the number of customers of Meituan is conservatively said to have 10 million, each customer has an annual revenue of 10,000, which also has a market size of 100 billion, and the customer’s controllability is much higher.

The number of potential customers is an important factor in determining whether your business is in place, safe, and controllable.

2. Customer Distribution

What is the density of your customers? Compare the distribution of customers of Ali and Meituan. Originally, I was in Ali, and a large number of customers were manufacturing companies in the development zone. The average distance between customers was 2 km to 3 km. The number of customers who can be covered and served by a mature salesperson in Ali is 50 to 70. In 2016, the number of customers that the US group can cover in sales reached 250.

The IT system and management level of Ali and the US Mission are similar. What is the difference in efficiency? It is caused by customer distribution. Because the business of Meituan is local life, customers are concentrated in the city, and there may be 20 customers when a mall enters.

So, how is your customer’s distribution, such as whether there is a clear aggregation effect, whether it is a national average distribution or a strong regionality, which determines the design of the operating model and sales organization.

AndThe reason why China has promoted this industry is because the number of potential customers in China is large and the distribution density is high. The push mode can maximize the effective operation time of sales. The core value of direct marketing is the time of effective contact with customers.

3. Pricing

Pricing is very important, and pricing is viewed from many perspectives. On the one hand, the higher the price, the better, because high pricing will adversely affect recruitment, training, standardization, scale expansion, customer return cycle, etc. Pricing is certainly not as low as possible, because some products are for customers. In other words, the receipt of 10,000 is not necessarily faster than the collection of 40,000, and the high price can provide better service and make customers more satisfied.

The pricing of the To B business cannot be analyzed in terms of traditional economics. The To B business is neither priced at cost nor competitively priced. The pricing of the To B business should match the number of potential customers and the distribution of customers. Pricing should ensure a reasonable sales speed and sufficient profit flow to the sales channel.

Each salesperson brings 1 million in revenue per year, which is a good reference. On average, 250,000 yuan is given for sales, and the remaining 750,000 can be invested in product research and development, customer service, and the company has profits. To B is such a business.

Summary, the basic logical framework for thinking about To B business is: What kind of market do you cut into, how big is the market size; customer distribution determines sales efficiency, determines how many customers a sales can cover; pricing is both To ensure a reasonable sales speed, we must also provide sufficient profit for the sales channel.

How to find a business scale expansion path

To do the To B business, people often ask the question: What should happen if the growth encounters a bottleneck? The city where the headquarters is located is growing fast, and itsWhat if his city grows slowly? I think the essence of these problems is that we have not found a path to scale expansion of our business.

In November 2011, I just went to the US group. It was the most intense time of the “Thousand Regiments”. As COO, I was responsible for supply chain, sales and growth. But in the first few months, I did not do specific management work, but went around to ask front-line personnel and middle- and high-level managers: How can the US Mission become a sales champion?

My logic at the time was to copy others into sales crowns if you could find a copyable path that became a crown. At that time, there were more than a thousand people in the US group. There must be a cow. If you find that person, everyone else can learn from him. This is management.

So how do you become a sales champion? At that time, I collected various answers. Some people said that they were diligent. Some people said that they were thick-faced. One more statement was that “the consumption is good.” The so-called consumer sense is good, meaning that the group purchase package should be sold out, and sales need to know how to match a good package. But the sense of consumption is difficult to quantify and define, and it cannot be copied on a scale. How do I train my staff? It is impossible to let them go to the restaurant when they go to work. It is unrealistic.

In the end, we found that the highest correlation coefficient with performance is? It is the number of supplies. To put it bluntly, it is the amount of group purchases.

When the 2012 US Youth League opened its annual meeting, my colleagues and I said that in 2012 we will do one thing – “mad visits, madness.”

For large-scale team sales, it needs to be simple enough not to bend around. The six words “mad visit, madness” are very clear, the key action (visit) and the result indicator (上单) has it, and the attitude is also there, that is, “mad.” The word “mad” is very visual, and it is not as “mad” as life, desperate, and fierce.