这是一本针对B2B企业的销售管理实战手册。全书围绕企业销售体系全景图展开，涵盖战略目标、业绩管理和组织赋能三大板块，提供了一套系统的销售管理方案。作者凭借实战经验，深入讲解市场洞察等战略要素，以及销售漏斗管理、从资源到商机（RTL）和从商机到订单（LTC）等业绩管理环节，强调业绩导向的周期管理。同时，书中聚焦于高效销售团队的构建，包括人才招聘及培养、薪酬激励和管理能力提升等，意在帮助企业突破销售瓶颈，实现从个人拿单到体系自驱的深度增长，是B2B企业销售人员和管理者的实用宝典。

张宁深度增长品牌创始人业绩增长实战陪跑顾问销售管理体系建设专家■ 15 年 B2B 企业销售与实战管理经验■ 清华大学总裁班“营销管理”特聘讲师■ 河北省工业和信息化厅等多省工业和信息化厅企业服务入库专家■ 多家垂直领域头部企业业绩增长 3~8 年陪跑顾问累计服务 1200多家企业，累计授课时长 12000多小时，重点服务企业平均业绩年增长 58%，咨询服务企业续签年限 3~8年。 变革引领：独创 30多个销售管理工具模型；业绩飞跃：助力多家企业销售业绩增长，从 1200万元到 8亿元、从 28亿元到 40亿元；过程管理：2周挖掘出 185亿元商机，项目成功率提升超 50%；体系制胜：为 200多家企业搭建销售管理体系；组织跃升：助力数十家企业从 0开始，组建数百人销售团队。

目录
引言：企业销售体系全景图································································1
做企业，不重视销售行不行？·······················································2
1．没钱任性型·····································································3
2．安于现状型·····································································5
3．无力突破型·····································································6
企业销售体系全景图···································································9
1．战略目标········································································9
2．业绩管理······································································12
3．组织赋能······································································14
精华小结················································································16
第1部分 销售战略··································································17
第1章 战略突围··········································································18
1.1 市场洞察：从盲目跟风到精准定位········································19
1．宏观调研：让企业登上永不沉没的大船·······························19
2．中观调研：看透行业市场的全景沙盘··································23
3．微观调研：挖出客户未说出口的黄金需求····························29
1.2 企业定位：从同质厮杀到差异制胜········································35
1．目标客户：双向锁定高价值战略客户··································35
2．核心价值：构建四层穿透式价值发动机·······························38
3．行业地位：从行业第一到细分市场唯一·······························42
1.3 业绩目标：从“拍脑门”许愿到科学拆解································43
1．销售目标：算清企业生存发展双轨基线·······························43
2．业绩结构：用业绩比例撬动战略落地··································45
3．区域分布：激活区域连锁的“杠杆效应”····························47
精华小结················································································50
第2部分 销售业绩··································································51
第2章 销售漏斗··········································································52
2.1 销售漏斗：从“黑箱博弈”到透明管控··································53
1．“点”：头痛医头，脚痛医脚··············································53
2．“线”：找准问题，对症下药··············································55
3．“面”：上下贯通，面面俱到··············································60
4．“体”：复式管理，双轨提升··············································62
2.2 业绩航标：从突破无力到精准发力········································64
1．扩池塘：扩大商机基本盘，实现业绩结构化增长···················65
2．增转化：突破大项目瓶颈，驱动业绩倍速增长······················70
3．促复购：锁定高价值客户，保障业绩可持续增长···················75
精华小结················································································84
第3章 RTL：从资源到商机···························································85
3.1 RTL管理：从单点作战到资源裂变········································89
1．定点爆破：从陌生拜访到关键人破冰··································90
2．顺藤摸瓜：从单点突破到圈层辐射·····································93
3．全面开花：从零散订单到批量成单·····································95
3.2 RTL地盘开拓模型：从无序开拓到阶段可控···························101
1．R1阶段：了解需求，证明实力········································102
2．R2阶段：提供支撑，推动合作········································104
3．RC阶段：强化信任，扩大战果········································106
4．C1阶段：挖掘需求，评估客户········································107
5．C2阶段：获得认可，深化联系········································108
3.3 七步一回头：从低效扫街到精准拜访····································109
1．第一次回头：检验区域开拓思路·······································112
2．第二次回头：检验资源拜访深度·······································115
3．第三次回头：检验成果产出效率·······································117
3.4 客户建档：从信息流失到资产沉淀·······································123
1．组织档案的管理：判断客户质量与资源投入深度··················125
2．个人档案的管理：找到关键角色与信任突破路径··················127
3.5 拜访辅导：从能力卡点到全面突破·······································130
客户拜访的辅导································································131
精华小结···············································································136
第4章 LTC：从商机到业绩·························································138
4.1 LTC的价值：从看天吃饭到科学种田····································139
1．企业头痛的现状····························································139
2．把艺术变成科学····························································142
4.2 LTC的阶段：从自我感动到运帱帷幄····································143
4.3 LTC管理流程：从粗放运作到可靠管控·································146
1．L1阶段：拜访客户，协助立项·········································146
2．L3阶段：引导需求，埋入标准·········································150
3．L5阶段：证实能力，明确价值·········································155
4．L7～L9阶段：制定策略，投标谈判··································160
4.4 商机盘点：从模糊感觉到精准预判·······································164
1．健康度盘点：对商机结构进行“全面体检”························164
2．结果盘点：对业绩目标进行“精准对齐”···························168
4.5 项目分析会：从被动丢单到主动布局····································176
1．项目信息分析：避免销售主观臆断····································179
2．项目组织分析：一张图看清项目全局·································180
3．竞争对手分析：避免被人半路“起底”······························183
4．攻单策略制定：用最低成本换取最大胜利···························184
精华小结···············································································185
第5章 销售过程管理节奏····························································187
5.1 季度会：从松散作战到战略布局··········································188
1．分析地盘资源·······························································189
2．制定地盘策略·······························································191
5.2 月例会：从数据统计到对齐目标··········································193
1．盘点业绩进度·······························································194
2．盘点商机数据·······························································196
3．盘点客户数据·······························································198
4．盘点团队能力·······························································199
5.3 周例会：从只看动作到重点聚焦··········································200
1．会前沟通辅导·······························································201
2．会中拉通目标·······························································208
3．会后跟进监督·······························································210
5.4 销售过程管理节奏····························································211
精华小结···············································································213
第3部分 销售组织································································215
第6章 销售组织：从人力消耗到人才复制的铁军工厂························216
6.1 人才招聘：从人员错配到精准识才·······································218
1．人才画像：构建人才标准，规避凭感觉招聘························220
2．指标权重：动态筛选机制，招到最匹配人才························223
3．面试提问：打造真相雷达，穿透候选人伪装························227
6.2 试用期管理：从人力成本到人才资本····································229
1．新员工培训：心力+能力，大幅缩短成才周期······················229
2．新员工考核：过程+结果，前置人员淘汰机制······················243
6.3 团队培养：从散兵游勇到正规团队·······································251
1．“4”型通道：销售能力成长的体系化模型···························252
2．训战结合：让课堂培训应用于客户实战······························257
3．双轨提升：让人才培养实现自动运转·································267
6.4 薪酬激励：从形式考核到动能激活·······································272
1．薪酬设计：如何低成本招到好销售····································273
2．绩效考核：如何精准考核绩效动作····································276
3．职级晋升：如何让销售主动领取任务·································279
6.5 组织赋能：从单兵作战到团队协同·······································282
1．销售“武器”：批量提升团队作战能力·······························282
2．AB角：让能力不足的销售价值最大化·······························288
3．团队作战：打造公司级的差异化优势·································292
精华小结···············································································294