摩洛哥人，拥有美国得克萨斯州A&M⼤学⼯商管理专业和法国马赛商学院(KEDGE) 公司合作策略专业的双硕⼠学位，⾥昂商学院和华东师范⼤学的客座教授，东⽅海默国际的创始⼈兼董事长，曾任美国、法国、迪拜、摩洛哥、⼟⽿其和中国等国知名企业的高级经理人，管理诸如通⽤电⽓（GE）斯伦贝榭（Schlumberger）等⾼净值客⼾。

他深耕供应链管理和国际贸易领域，在销售团队培训、复杂商业谈判、企业经营管理、关键绩效考核、重构跨国经营管理团队等⽅⾯都有丰富经验，擅长帮助企业提升欧洲、中东地区、⾮洲、印度等地区分⽀机构的管理⽔平。

·         客户总是说“太贵了”，你要怎么回应，客户告诉你无数个理由说“我不买”，你怎么办，让本书来帮助你进行“借口管理”找到处理买家借口的适宜方法。

·         销售涉及人和事，极其复杂，不确定性强，本书帮你解决销售过程中的问题和担忧，助力你转型全能销售，实现业务可持续增长。

·         销售人员想成功达成交易必须学会识别客户的隐性需求，与客户建立信任，影响客户的决定，本书会告诉你习得这三个技巧的方法。

·         本书还会告诉你“双赢”谈判技巧在不同情境下的运用法则，从客户的角度教你规避与老外合作的“雷区”。

·         建立多维度绩效考核模型，让销售谈判从一个人的努力进化为团队的“战斗”。

每个产品或服务都旨在满足一种需求，或解决一个问题，或两者兼备。

请记好这句话。让我再重复一遍：每个产品或服务都旨在满足一种需求，或

解决一个问题，或两者兼备。有的公司可以创造需求，比如第一个发明触屏

手机的公司。当时，没有人知道自己需要触屏手机，直到这种产品被推入市

场。作为一名销售人员，你的职责便是辨识客户（或潜在客户）的需求，或

者你可以为他们解决的难题。如果你的潜在客户是一家上市公司，这项工作

会容易得多，因为他们的数据和记录都提交给了政府有关部门并向社会公众

公开。如果客户不是上市公司，那就只能靠自己利用各种资源来了解该公司的情况了。资源可以是该公司的前职员、服务提供者或是客户等。

客户的竞争对手常常是我最佳的情报来源。如果我跟潜在客户或者当前

客户聊，我一定会问他们几个关于竞争对手的问题。他们会毫不犹豫地与我

分享对方的问题和困境。基于这些信息，我可以拿我的产品和服务去联系他

们。我会找到客户的那些竞争对手，跟他们说：“我听闻你们正面临这样、那

样的挑战，我想跟您讨论下我们如何帮您克服这些挑战。”

如今的公司都非常乐意分享自己的日常活动。快速浏览一家公司的博客

或者社交媒体账号就可以获得远超你想象的诸多资讯。这类资讯在其雇员的

个人社交媒体账号上展现得更为直白。在这些社交平台上你可以看到潜在客

户的员工在庆典期间与竞争者的员工的合影；该公司在另一个城市举办的一

次活动；其在工厂里发生的一次事件；公司员工一次针对他国客户的拜访等。

销售人员在与潜在客户谈判前必须有所准备，你要知道他们是谁、他们是做

什么的，以及他们的需求是什么。

还有一个不常用到的方法：每周都到你所在城市的港口去查看集装箱的

进出、货物的装卸、进口货物的检验报告、竞争者的卡车等。仅从潜在客户

或竞争者暴露在外的供应链你就能获得大量的信息。

Pointer 3: Who is my prospect and what are his needs or problems?

Every product or service aims at either fulfilling a need, or solving a problem,

or both. Remember this statement well. Let me repeat it: Every product or service

aims at either fulfilling a need, or solving a problem, or both. Some companies create

that need, like the first company that invented the touchscreen phone. No one knew

they needed one until it was created and marketed properly.Your job as a salesman is to

understand what are the customer's (or prospect's) needs, or what challenges he is facing

that you can solve. If it is a publicly traded company, then that task is made easier since their data and records are made public on their quarterly filings with the government.

If it is not, then it's up to you to have sources within the company that could help you

know more about them.The sources could be a former employee, one of their service

providers, one of their customers...

My best source of intelligence is often the customer’s competitor. If I talk to a

prospect or a client, I make sure I ask them a few questions about their competitors.

They don’t hesitate to share the competitor’s problems and struggles. I can then take

that information, and use it to target that competitor with my products and services. I

would contact that competitor saying “I heard from the marketplace that you are facing

challenges in this and that area of your business. I would like to meet with you and

discuss how we can help you fix that.”

Companies today are very generous when it comes to sharing what's going on in

their daily lives. A quick look at a company's blog or social media account gives you

more information than you could ask for. That information is shared even more candidly

on the employees' personal social media accounts. Pictures with the competitor during a

ceremony, an event organized in another city, an incident that happened in the factory, a

trip to a foreign country to visit a customer, and so forth and so on. You have no excuses

to show up at the prospect's facility without having minimum knowledge regarding who

they are, what they do, and what are their needs.

Another way that is not often explored is to make it a rule to go to the port of your

city on a weekly basis to check out the containers arriving or leaving, the commodities

offloaded, the inspection reports, the competitors' trucks…There is so much information

that can be gathered about the prospect or the competitor just by looking at the part of

their supply-chain that is left exposed to the general public.

第一部分 从辨识客户到最终成交

为谈判做好准备…………………………………

识别你的潜在客户………………………………

让潜在客户接受你的会面请求…………………

8 条守则打造完美第一印象……………………

3 个步骤用闲聊开启正式谈判…………………

把握谈判核心阶段，助力最终成交…………… 

成交………………………………………………

成交后还有哪些事情需要做……………………

阿道的独家谈判策略……………………………

第二部分 打造一支优秀的销售团队

如何挑选最适合的销售代表……………………

留住人才的7 种方式…………………………

使用正确的方法考核员工………………………

通过内部培训让销售代表适应外部变化………

成为一个称职的销售经理………………………

合理使用客户维护经费…………………………

第三部分 老外眼中的中国销售

与中国销售打交道时常遇到的14 个问题……

你有时并不了解外国客户的规矩………………

Part 1 From Probing the Prospect to Closing

the Deal

Preparing for a negotiation… ………………………

Identifying the right customer … ……………………

Securing a sales meeting with the prospect…………

The 8 rules of a great first impression… ……………

Transitioning from the informal to formal talk in three

stages………………………………………………

Mastering the different negotiation phases to facilitate

closing the deal……………………………………

Closing the deal………………………………………

Follow-up … …………………………………………

Abdel's ultimate negotiation tactics…………………

Part 2 Building an Outstanding Sales Team

Hiring the right people… ……………………………

Retaining the right people……………………………

004

优势成交：

WE HAVE A DEAL 老外这样做销售（第二版）

Assessing sales representatives… …………………

Employee training… …………………………………

Duties of a sales manager……………………………

Sales department expenses… ………………………

Part 3 Chinese Salespeople Through a

Foreigner’s Eyes

The 14 Challenges I encountered when dealing with

Chinese

salespeople… ……………………………………

You actually do not know about the rules how to treat

your foreign clients… ……………………………