Dear SalesExecutive:
各位销售精英，大家好：
How many things do you feel you know for sure about how to create loyalty in customers? I can think of at least two basic truths. One is that customer loyalty is created by people—in your case, that means your work force. The other truth is that you can’t develop loyal customers very well with a work force that isn’t loyal to your company.
您对自己如何在客户心中建立忠诚度有多少认知?我至少可以想到两个基本事实。一个是客户忠诚度是由人创造的，就您而言，意味着您的员工。另一个事实是，您不能很好地培养忠诚的客户，因为您的员工不忠于您的公司。
If you want loyal customers, therefore, the first question becomes: How do you build a loyal work force? Glad you asked, because, wow, do I have a great answer to that one. Please read on.
因此，如果您想要忠诚的客户，那么第一个问题就变成：您如何建立忠诚的员工队伍?你问的这个问题让我很高兴，因为，我对那个问题有一个很好的答案分享。欢迎继续阅读。
We are committed to your professional success.
我们致力于您的事业成功。
IF YOU WANT “STICKY” CUSTOMERS,
YOU NEED A STICKY WORK FORCE.
如果你想要“STICKY”客户，你需要一个粘性员工团队
I have read volumes about how to develop more loyal customers. The most intelligent and honest experts on the subject will tell you that people do not feel real loyalty toward corporate entities in the abstract. They might feel loyal to a cause or a duty, but mostly people feel loyalty only to other people. The best experts also will tell you that if your employees feel no loyalty toward your company, they aren’t going to generate loyalty among your customers, either.
我读过有关如何培养更多忠诚客户的书。关于这个问题的最聪明，最诚实的专家会告诉你，人们对抽象的企业实体并没有真正的忠诚。他们可能会对某项事业或职责感到忠诚，但大多数人只会对其他人感到忠诚。最好的专家也会告诉您，如果您的员工对您的公司不忠诚，他们也不会在您的客户中产生忠诚度。
If you want “sticky” customers, you need a sticky work force.
如果您想要“粘性”客户，则需要一支粘性员工团队。
So how do you create one of those? I have studied this question quite a bit, too. What my research turns up is a multitude of “tips.” For instance, pay your people well and on time. Put loyalty into your mission statement. Hire people who have proven to be loyal. Celebrate employees who stick around.
那么你如何创造其中的一个呢?我也对这个问题做了相当多的研究。我的研究结果是大量的“提示”。例如，按时付工资给你的员工。将忠诚度放入你的使命宣言中, 雇用已被证实是忠诚的人, 赞扬坚持不懈的员工。
Tips like those are helpful. I have no argument with them. However, a collection of tips does not represent a process that you can use consistently every day. I know for sure that if you want true loyalty, then building loyalty cannot be something you work on from time to time. Your efforts must be consistent, and they must be part of a coherent process.
不可否认这些提示很有帮助。但是，一组提示并不代表您每天都能始终如一地使用该流程。我确信，如果你想要真正的忠诚度，那么建立忠诚度不可能是偶尔在做的事情。你的努力必须是连贯的，它们必须是一个连贯过程。
So let’s talk about an actual process for creating sticky employees.
让我们来谈谈创建粘性员工的实际流程。
When I look at the incremental decisions that employees make in the course of developing a loyal relationship with a company, the decision-making sequence looks exactly like the one that customers use when evaluating your people, your solutions, and your company.
当我看到员工在与公司建立忠诚关系的过程中做出增量决策时，决策序列看起来就像客户在评估您的员工、解决方案和公司时所使用的决策序列。
Since these are the loyalty decisions that employees make, why not follow a process that appeals to each of them?
由于这些是员工做出的忠诚度决策，为什么不遵循对每个人都有吸引力的流程?
WHY NOT FOLLOW A LOYALTY PROCESS THAT MATCHES THE EMPLOYEE’S DECISION-MAKING PROCESS?
为什么不遵循与雇员的决策过程相匹配的忠诚流程?
If the first loyalty decision an employee makes is about their manager, the manager needs to do things that sway that decision in the right direction. To begin with, you should have a Commitment Objective for every interaction with an employee. The Action Selling process calls this Act 1.
如果员工做出的第一个忠诚度决定是关于他们的经理，那么经理需要做些事情来把握决策的正确方向。首先，您每次与员工进行互动时都应该有一个承诺目标。行动销售流程称此为行动1。
Take some time to get to know your employees, and demonstrate your interest in them while you do. In Action Selling terms, this is Act 2.
花一些时间来了解您的员工，并在您做这个动作的时候展示您对他们的兴趣。在行动销售中，这是行动2。
When an employee has a need of some kind, use your Act 3 skills: Ask the Best Questions to clearly understand the need and search for potential solutions.
当员工需要某种技能时，请使用您的行动3技能：问最好的问题以清楚地了解需求并寻找可能的解决方案。
When Acts 2, 3, and 4 are done well, you “sell yourself” to the employee. You must do this before you can sell anything else—such as your company.
当行动2,3和4做好时，您就“卖自己”给了您的员工。您必须先执行此操作才能销售其他任何内容，例如您的公司。
Completing Act 5 is a great idea. It’s called “Positive Company Statement” in the Action Selling CRP program for customer relationship professionals. When you consistently make positive statements about the company and what it is doing, you reinforce feelings of loyalty.
完成行动5是一个好主意。在针对客户关系专业人士的行动销售CRP计划中，它被称为“积极的公司声明”。当您始终对公司及其正在做的事情做出积极的陈述时，您会强化它的忠诚感。
In Act 6, we match the employee’s needs to solutions we have at the company.
在行动6中，我们将员工的需求与我们在公司的解决方案相匹配。
Act 7 is a simple but critical step. Based on whatever Commitment Objective you set for an employee interaction, just ask the person how you and the company did: “Are you satisfied that I handled this in the best possible way for you?”
行动7是一个简单但关键的步骤。根据您为员工互动设定的承诺目标，只需询问您和您公司的以下行为：“您是否满意我以最佳方式为您处理此事?”
At bottom, Action Selling—and Action Selling CRP—are really a consistent communication process carefully designed to gain loyalty commitments from customers. The same concepts and principles apply to your employees. When you manage the communications process properly, you get sticky employees. And sticky employees are the only ones capable of creating sticky customers.
最后，销售和销售CRP的行动 - 实际上是一个一致的沟通过程，精心设计以获得客户的忠诚度承诺。相同的概念和原则适用于您的员工。当您正确管理交流过程时，您会遇到粘性员工。而粘性员工是唯一能够创造粘性客户的员工。
Action Selling in Action
行动销售 实践案例
If you want to create a more loyal work force, an excellent idea is to provide employees with great training that makes them better at their jobs (boosting confidence and self-esteem) and also makes the work environment more enjoyable and rewarding.
如果您想创建一个更忠诚的员工队伍，为员工提供良好的培训是一个好主意，使他们在工作中做得更好(增强自信和自尊)，并使工作环境更加愉快和有益。
When Bergen KDV, a fast-growing regional CPA firm in the Upper Midwest, introduced its accountants and other employees to the new Action Selling CRP training program, the program did exactly that kind of double duty. Says Bergen partner Lee Roberts:
卑尔根合伙人李罗伯茨表示：当卑尔根KDV(一家快速发展的中西部地区会计师事务所公司)为其会计师和其他员工引进新的行动销售CRP培训计划时，该计划就完成了这种双重职责。
“Our primary goal for training our customer-contact staff at Bergen KDV was to align sales and service with a repeatable customer-communications process. We got much more than we expected. Within days following the initial launch of the CRP program, the office was alive with comments about how we were communicating on a better level, not just with clients, but with each other. Our internal sales and service teams have actually found a way to work better together!”
“我们培训卑尔根KDV客户联系人员的主要目标是使销售和服务与可重复的客户沟通流程保持一致。我们得到的远远超出了我们的预期。在首次启动CRP计划后的几天内，该办公室充满活力，对我们如何在更好的层面上进行沟通发表评论，不仅仅是与客户沟通，而是彼此相互沟通。我们的内部销售和服务团队实际上找到了一种更好的合作方式!”
