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.

我们跨越了工业革命时代、信息革命时代，现在步入了移动互联网时代，由于旧辫子没剪掉，我们眼前呈现了两个不同的景象，那就是生产过剩和互联网。

在过去，爸爸告诫我胆子大就能赚钱，在他们那个信息不对称的年代，胆子大是可以从中获取高额的利润，报价完全看心情。随着互联网和移动互联网的发展，我们了解产品越来越容易，购买过程也越来越简单，同时，线下品质和单价不占优势，客户需求也一直在变化而得不到满足。表面上看，是客户的注意力改变了，站在销售人员角度来看，客户的认知是最重要的采购依据，认知变了，采购行为也就跟着发生了改变。

例如，我二次购买了机械键盘的手托和鼠标垫，我用过，觉得质感非常不错，同事需要而重复下单，虽然不是高频消费，但是我会从心里去对这个品牌树立认知，这是基于对他们产品的信任，也算是产品价值交换的过程。我用的好，用的舒服，而且认为好的企业，应该就是要赚钱才会有创新，双方都认为自己获得的价值大于付出的价值。

对于大部分的企业来说，当下除了通过电商等手段降低成本外，我们还可以争取合理的价格空间，获得适当的利润，不断提高客户对价值贡献，这才是良性循环。所以，让客户认为获得了更多价值，不单纯是业务上的问题，以顾问型的销售代表也没办法理解这样的变化，找到不对应的解决办法。消费升级时代的到来，我们愿意掏更多的钱来买下我们值得购买的产品和服务，那这类高价值的成交我将他区分为三类情况：

一是更高的价格成交。不是高一点，而是高很多，甚至比对手高几倍、几十倍！苹果手机就是个典型的例子，虽然近两年没那么劲头十足，但是人家还是创造了大量的利润，再例如，魅蓝手机NOTE5，价格上调了100元，乐视电视65寸上调了300元，涪陵榨菜80g和88g的价格上调了17%，卫浴、家具、空调、电动车比比皆是。

二是价格不改变，则卖得更多，占据客户更大的采购份额或市场份额。我们有一款车联网OBD的模块，可以读取汽车ISO标准的数据流，从一开始的批量价格就是定的非常精准。这是个跑量的数据采集传感器，从研发投入完成到进口芯片单价采购，NXP的CAN收发器选型和定制的EST527-miniS的底层解码芯片，都是10K级以上进出，从制造和应用上都具备了技术成熟，在产品批量制造的优势。所以，不管市场如何变化，客户的采购和市场份额一直都在扩大。

三是如果不能一次卖的更多，就争取长久的生意。现阶段下，有很多零碎的定制化的产品，比如控制电机、分时租赁、前装TBOX、前装多媒体车载信息、流光踏板改装、车队管理等等，很多项目都是属于在原来传统制造行业上做迭代升级的项目或者定制化、智能化升级项目。我们提供专业化的服务，成为客户独家的供应商或者A类供应商，或者总线数据应用方案商，大量的案例和实车测试、高品质和服务，建立了竞争中绝对的优势和技术的积累。

这些优势的获得，不能简单靠一些销售技巧来该机，也不可能对自己方法的提升上去做修补，这是一种根本性的变化，来自于自己的大脑。我们在考虑销售产品之前，我们会有什么样的服务，成交后，我们需要对客户做哪些服务，这个贯穿项目的始终，是将客户从合作伙伴变成朋友的过程，是思想上的变化。

举个例，一位销售向一家做玉米深加工的老板推销自己的软件，老板听完产品介绍后让销售同志报个价，销售衡权再三，报了一个价格。老板听了思考了一会，后决定不买。失望的销售追问原因，老板指着窗外送玉米的农车说，我用这钱买玉米，用车拉，可以排出二里地。老板在想什么？其实很简单，不是软件好用不好用的问题，同样的一笔投资，他愿意把钱投到增值多的地方去。所以我们在做产品的时候，如果不能给客户创造价值，创造利润，那这笔成交就是不健康的，商业的核心是等价交换。

那这么说，就是销售人员要为客户创造价值了，其实，还缺一点，那就是传递价值。一个车间工人，为一辆汽车拧紧一个螺丝，这是他创造的价值，一位司机，将货物安全平安送到指定仓库，这也是他创造的价值。不同的地方是销售通常都是整个成交链的最后一个环节，他需要把真个价值链创造的价值传递给客户，当然，有的销售只是把自己简化成了产品价值的传话筒，并没有把研发、模具、生产、测试的整个价值链给传递出来。

上次我参加一个小活动，选择了拼车，车上坐着一个经常跳槽的销售老鸟，满嘴跑火车，告诉新人如何取得巴结上司取得领导认可，如何夸大自己之前的业绩来争取高薪回报，怎么造出大公司混过而镀金，怎么打击同行云云……我在想，不管在什么行业，存在的原因都是替客户创造价值，而销售人员为客户创造价值的最终意义，还是在于得到更大的回报，争取合理的利润空间。传统产品介绍型销售给不到客户多元价值服务，产品靠谱，央妈的广告都不用打，提供价值瞎BB是没用的，拿破仑就败在没有和战士们喝汤上了，企业就败在没有站在一线和客户共同解决问题。