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对于销售人员的管理,华为和西门子公司的每个管理细节都体现了各自企业浓厚的文化特色。不过与此同时,虽然每个环节两家企业做法各有不同,但是都竭力考虑到这个人群所具有的特征。由于中国的电信运营商数量有限,在电信销售人员的销售环节中,培养客户的忠诚度远远比开拓新客户更为重要。所以,西门子和华为都不约而同强调销售人员的公关能力和提高客户满意度的能力。在这两家企业中,对销售人员的考核指标都有这两项指标。
For sales force management, Huawei and Siemens each management details reflect the strong cultural characteristics of their respective businesses. In the meantime, however, the two companies at each step vary in their approach but try to take account of the characteristics that this group has. Due to the limited number of telecom operators in China, cultivating customer loyalty is far more important than developing new customers in the sales process of telecom salespersons. Therefore, both Siemens and Huawei are invariably emphasizing the ability of sales people’s PR and customer satisfaction. In these two companies, the assessment of sales staff have these two indicators.