承诺目标：转换的缺失键
我喜欢与行动销售的客户会面。这不仅是我想要与他们保持联系。更因为他们会教会我很多——例如，承诺目标和我自己的体系。
Take Todd Eber, for instance.
以Todd Eber为例。
Eber is president of W.A. Roosevelt Co., a Midwestern wholesaler of electrical and plumbing products based in La Crosse, Wis. W.A. Roosevelt has been in business since 1868. It adopted Action Selling in 2012.
Eber是w.罗斯福公司的总裁，他是中西部一家电气和管道产品的批发商，总部位于洛杉矶的拉克罗斯。罗斯福公司自1868年就开始运营了。该公司在2012年接受了行动销售系统训练。
When a recent talk with Eber turned to the subject of Commitment Objectives, he surprised me. The concept of the Commitment Objective, he said, “is something that’s been missing from this company for 144 years.”
最近与Eber的谈话中当转向承诺目标的话题时，他让我感到很惊讶。他说，这一目标概念“是这家运营了144年的公司所缺失的”。
Eber backed up to explain that he is using Action Selling as a lever to achieve fundamental change at Roosevelt. The role of salespeople has changed; they now are responsible for managing their territories as if they were distinct business units. Also, their compensation structure is different. Compensation now is based on generating profit on a territory-by-territory basis.
Eber解释说，他正在应用行动销售作为一种手段，以实现罗斯福的根本改变。销售人员的角色发生了变化;他们现在负责管理他们的区域，就好像他们是不同的商业单位一样。同时，他们的薪酬结构也有所不同。现在的补偿是基于在区域基础上产生的利润。
“That causes them to think more like business owners than like salespeople,” Eber said.
Eber说:“这让他们更像企业主，而不是销售人员。”
This is where his view of the Commitment Objective as a time-management principle comes in. Action Selling teaches that a salesperson must never call on a customer without a Commitment Objective in mind. A C.O. is an action that the salesperson wants from the customer as a result of the call—a commitment from the customer to take the next step down the sales path. As the driving force that keeps the sales process moving ever forward, the C.O. is the foundation of the Action Selling system.
这就是他对承诺目标的看法，把它作为一种时间管理原则。行动销售告诉我们，一个销售人员决不能在没有承诺目标的情况下拜访客户。C.O.是一个销售人员想从客户那儿获取一个拜访结果的行动，可以将销售活动推动到下一步的客户承诺。作为推动销售过程不断向前发展的动力，C.O.是行动销售系统的基础。
As Eber sees it, salespeople who think like business owners know that they must bring value to every customer interaction, both for the customer and for themselves. “We have to respect our own time as well as the customer’s,” he said.
正如Eber所看到的那样，像企业主一样的销售人员知道，他们必须为每个客户带来价值，既是为客户也是为他们自己。“我们必须尊重我们自己的时间和客户的时间，”他说。
Thus, the Commitment Objective actually is a crucial time-management tool.
因此，承诺目标实际上是一个关键的时间管理工具。
“We usually think of time management as using a calendar, following a to-do list, making a territory-management plan, and setting priorities for calling on the best prospects,” Eber said.
Eber说:“我们通常将时间管理视为使用日历，遵循待办事项清单，制定地区管理计划，并设定优先级，以确定优先考虑的潜在客户。”
“A more important time-management concept is this: When you make a sales call, if you can’t articulate your Commitment Objective, what are you doing there?”
“一个更重要的时间管理概念是:当你进行销售拜访时，如果你不能明确你的承诺目标，你在那里做什么呢?”
Salespeople who always move the sales process forward are thinking like business owners. That can be the key to transforming a company—even one that’s more than a century old. No wonder I love talking to Action Selling clients.
那些总是把销售过程向前推进的销售人员，就像企业主一样在思考问题。这可能是改变一家公司甚至改变已有超过一个世纪的老牌公司的关键。毫无疑问我喜欢与行动销售的客户们进行交谈。
当销售人员拜访客户或潜在客户时，他们必须能够对这个基本问题给出答案:“我在这里做什么?”威斯康星州拉克罗斯的罗斯福公司的Todd Eber总裁说， “如果他们不能这样做，那么他们的销售拜访只是一声 ‘嗨’。”
Ensuring that a sales call doesn’t waste the time of everyone involved requires a Commitment Objective, rather than just a traditional sales call objective, Eber says. “Commitment Objectives are clearly defined and leave no gray area. With Commitment Objectives, every one of our salespeople has a truly actionable plan to move the sales relationship forward with every single sales call.”
Eber说，确保销售拜访不会浪费每个人的时间，这需要一个承诺目标，而不仅仅是一个传统的销售目标。“承诺目标明确，没有灰色地带。有了承诺目标，我们的每位销售人员都会有一个切实可行的计划，在每一次销售拜访中推动销售关系向前发展。”
Oh, and there is a side benefit from setting Commitment Objectives, Eber says: “We are far more comfortable asking customers for commitment than we’ve ever been.”
哦，设定承诺目标还有一个好处，Eber说:“我们比以往任何时候都更愿意向客户要求承诺。”
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