序言2

銷(xiāo)售是一項(xiàng)情緒體驗(yàn)。從本質(zhì)上來(lái)講，銷(xiāo)售是一個(gè)人把自己的信念轉(zhuǎn)移

給另一個(gè)人的行為。本書(shū)將會(huì)詳細(xì)討論銷(xiāo)售的流程，幫助你在推銷(xiāo)自己的產(chǎn)

品、服務(wù)、想法的時(shí)候能有一種愉悅的體驗(yàn)。你將會(huì)學(xué)到如何識(shí)別他人的隱

形需求，如何表述他們的執(zhí)念和擔(dān)憂，如何影響他人的決定，以及如何與他

人建立信任。

該書(shū)第一版是在一年前出版的，成百上千的讀者已經(jīng)讀過(guò)并在自己的日常

工作和生活中踐行了本書(shū)的理念。我在寫(xiě)這本書(shū)的時(shí)候，曾經(jīng)設(shè)想過(guò)有共鳴的

理想讀者，他們應(yīng)該是立足于中國(guó)，但跟海外客戶有非常多的生意往來(lái)的銷(xiāo)售

人員以及他們的經(jīng)理們。讓我驚訝的是，這本書(shū)的大部分讀者竟然來(lái)自各行各

業(yè)，有一些人甚至從未接觸過(guò)銷(xiāo)售領(lǐng)域。通過(guò)跟這些讀者的交流，我認(rèn)識(shí)到：

我的很多商學(xué)院的學(xué)生喜歡研究理論，但很多職業(yè)經(jīng)理人不喜歡。職

業(yè)經(jīng)理人想要實(shí)用的工具以便快速地解決業(yè)務(wù)中遇到的實(shí)際問(wèn)題。這

本書(shū)可以讓他們?nèi)缭浮?

現(xiàn)在，中國(guó)的商業(yè)正在以前所未有的速度發(fā)展，每個(gè)人都很忙�；�

一個(gè)月的時(shí)間讀一本小說(shuō)可以讓人接受，但花同樣的時(shí)間讀一本實(shí)

用的銷(xiāo)售技能書(shū)就不能讓人接受了。我不是一個(gè)喜歡長(zhǎng)篇大論的人，

沒(méi)辦法把一個(gè)想法用50 頁(yè)的內(nèi)容表述出來(lái)。在本書(shū)中，每一頁(yè)你都

能發(fā)現(xiàn)至少一個(gè)值得你思考的新觀點(diǎn)。

基于銷(xiāo)售的復(fù)雜性和不確定性，人們?cè)阡N(xiāo)售的過(guò)程中會(huì)遇到各種不同的

問(wèn)題和擔(dān)憂。有一個(gè)問(wèn)題基本上每個(gè)人都會(huì)遇到——如何讓我們的業(yè)務(wù)

量增長(zhǎng)，并可持續(xù)地發(fā)展下去？本書(shū)會(huì)在這個(gè)方面給你一些幫助。如果

你是一個(gè)單打獨(dú)斗的“格斗型”銷(xiāo)售，那么這將是一個(gè)非常好的機(jī)會(huì)去

成長(zhǎng)為一名“全能型”銷(xiāo)售。

無(wú)論與哪個(gè)國(guó)家的客戶開(kāi)展合作，銷(xiāo)售人員都是關(guān)系的建立者。他們需

要通過(guò)語(yǔ)言和行為和對(duì)方建立信任。在本書(shū)的第一版里，我沒(méi)有進(jìn)一步

介紹這一內(nèi)容，在這一版中我將對(duì)其進(jìn)行深入分析。

有一個(gè)問(wèn)題困擾著幾乎所有的銷(xiāo)售人員，無(wú)論他們多么優(yōu)秀，那就是

“借口管理”。潛在買(mǎi)家總是用各種借口和幌子不和你成交。在本書(shū)中，

我會(huì)在這個(gè)方面給大家分享更多，希望能幫助讀者們開(kāi)啟一扇門(mén)，找到

處理買(mǎi)家借口的最佳方法。

基于這些認(rèn)識(shí)，我贊同出版社發(fā)行第二版的建議。我非常感謝出版社

對(duì)我的一如既往地支持。同時(shí)也很感謝每一個(gè)協(xié)助傳播該書(shū)的部門(mén)，包括

山東貿(mào)易署，江蘇、浙江、上海的工廠和貿(mào)易公司，以及中國(guó)各地的讀書(shū)

俱樂(lè)部。我不再羅列其他對(duì)本書(shū)做出貢獻(xiàn)的人，因?yàn)槲遗聲?huì)漏掉一些人。

但是每一位全程支持我的人，我知道你們是誰(shuí)。我在此對(duì)你們表示誠(chéng)摯的

謝意和感激。

在大家開(kāi)始閱讀《優(yōu)勢(shì)成交：老外這樣做銷(xiāo)售（第二版）》這本書(shū)之

前，有一件事希望大家能記在腦海中。每一個(gè)銷(xiāo)售員都是3 個(gè)身份的集合：

市場(chǎng)人員、銷(xiāo)售人員和客服。市場(chǎng)人員把馬牽到水邊，銷(xiāo)售人員讓馬喝水，

客服人員讓馬留在原地喝更多的水。如果市場(chǎng)人員沒(méi)有給出有吸引力的信

息，他們不可能把馬牽到水邊；如果銷(xiāo)售人員沒(méi)有把水的真正價(jià)值適當(dāng)?shù)?/p>

表達(dá)出來(lái)，馬也不會(huì)喝水；如果客服人員不能讓馬喜歡上喝水的過(guò)程，他

們也不能讓馬停留更長(zhǎng)時(shí)間且喝更多的水。馬指的就是客戶，水就是你的

產(chǎn)品。

阿道

東方海默國(guó)際

中國(guó)，上海

Preface2

Selling is an emotional human experiment. It is, at its core, the act of

transferring a powerful conviction from one person to another. This happens through an

exchange that follows a process we will be discussing in details in this book in order to

help you have a pleasant experiment when selling your products, your services, or your

ideas. You will learn how to identify the hidden needs of the other party, how to address

their resistances and fears, how to influence their decisions, and how to build trust with them.

Since the publication of the first edition of this book one year ago, thousands

of people have had the opportunity to read it and apply its concepts in their daily

lives. When I wrote We Have a Deal, I had in mind a specific audience that I

wanted my messages to resonate with. That ideal audience was Chinese salespeople

and their managers, operating in China but having extensive dealings with foreign

counterparts. I was surprised later on to find out that a large audience that read

this book is made up of people from all walks of lives, with some who have never

been involved directly in sales nor have an immediate interest in doing so. When

exchanging with these audiences, I came to the realization that:

Whilea lot of my students at business schools enjoy diving into theories,

most professional people don’t. They want practical tools and quick fixes they

can go ahead and implement in their business today. This book gives them that.

Today Chinese businesses move faster than ever and everyone is in a hurry.

It’s OK to spend one month reading a novel, but it’s not OK to spend that much

time reading a practical sales book. I’m not a big fan of taking one single

idea and massaging it across 50 pages. In almost every page of this book,

you will come across at least one new idea that is worth pondering over.

People in business have different questions and worries depending on

multiple variables. But one question remains the same across the board:

How can we grow our business and make it sustainable? This book will

help you in that aspect. If you were an uncoordinated “street fighter” type of

salesperson, here is your chance to become a fine “martial art master.”

Salespeople are relationship builders, no matter in which country's

customer they operate. They need to establish trust with the other party

through words and through actions. In the first edition of this book, I have

not talked extensively about this part of the life of a salesperson. In this

edition, I do.

There is a specif ic area where salespeople still struggle with, no matter how

good they are. And that is the “Objection handling” part. Potential buyers

come up with all types of excuses and resistances to not buy from you. In

this edition, I have elaborated a bit more on this area and hope that will help

readers initiate a discussion internally regarding the best ways to handle

buyer’s resistances.

Going from those realizations, I agreed with the publisher of this book to

release a 2nd edition. I want to thank them for their continuous support. I also

want to thank everyone who helped promote and spread this book, from trade

associations in Shandong, to factories and trading companies in Jiangsu, Zhejiang,

Shanghai, and to book reading clubs all across China. I hesitate to mention names

of people who have contributed in making this book a great one, because I always

end up forgetting someone. But to those who have been there for me throughout the

process, I know who you are. To you I am grateful.

Before I let you dive into We Have a Deal, there is a beautiful image I

want every reader to keep in mind while reading this book. Every business is a

combination of three things: Marketing, Sales, and Customer Service. Marketing

people bring the horse to the water, Salespeople make the horse drink, Customer

Service people make the horse stay there and drink more. Marketing people

can’t bring the horse to the water if they don’t design an attractive message that

resonates with him. Salespeople can’t make the horse drink if they don’t properly

demonstrate the true value of their water. Customer Service people can’t make the

horse stay and drink more if they don’t make him enjoy that experience. The horse

is the customer, and the water is your product.

AbdelhakBenkerroum（阿道）

Eastheimer International ( 東方海默國(guó)際)

Shanghai, China