Chapter 26 Chapter 25 How Sales Managers Collaborate with Product Development

The emergence of the marketing department has had a great impact on other departments in the enterprise. Other departments within the enterprise, especially the production department and R&D department, do not want to see the marketing department make achievements, because it will affect them in the enterprise. position in.Therefore, within the enterprise, there are many incongruous phenomena between the marketing department and the product development department. In particular, the barriers between the two departments are relatively thick, and the communication between the departments is difficult. Especially during the product development process, the marketing department and the R&D department are out of touch. Customer needs understood by marketers cannot be smoothly transferred to developers, or the market needs handed over to developers are not taken seriously due to unsystematic and undetailed reasons, which lead developers to form product concepts by fabricating customer needs behind closed doors. As a result, the developed products cannot really meet the needs of customers, and the products cannot be sold, which leads to unsuccessful product market performance.Therefore, as a sales manager, you must learn to work together with the product development department to achieve corporate goals.

Market information is an important premise and basis for enterprise science, and a good grasp of market information is a necessary means for enterprise development.In a certain sense, the modern market economy is the information economy. Occupying the market is the prerequisite for the survival and development of enterprises. The market competition is very fierce and the market changes are complicated. Which enterprise can grasp the supply and demand of the market the fastest, most comprehensively and most reliably? With information about its changing trends, any company can make correct decisions, occupy the market, take the initiative, and win success.Therefore, insisting on capturing all kinds of useful information in a timely, fast and accurate manner and fully developing and utilizing them is an inevitable choice for enterprises to win in the ever-changing market competition.

The role of market information in the production and operation of enterprises is manifested in three aspects: (1) Market information is the decision-making basis for new product development.The products of any enterprise have a life cycle. If an enterprise wants to maintain its vitality, it must develop new products. What products to develop and how to develop them must be based on market demand, and the market is constantly moving and changing. Only by timely and accurately grasping market information Only in this way can the production of the enterprise be coordinated with the market, and when the product turns from success to decline, the product can be updated in time to ensure the long-term prosperity of the enterprise.

(2) Market information is the decision-making basis for product sales.The modern commodity economy is full of fierce competition. Enterprises must enter the market with marketable products, develop existing markets, develop potential markets, and predict future markets. To do this, they must be good at capturing market information and using market information. Only by seizing the opportunity and making the right decision in time can we remain invincible in the competition. (3) Market information can timely revise and supplement business decisions of enterprises.Enterprises make decisions under specific circumstances. They need to pay close attention to changes in market information and pay attention to information feedback in order to correct and supplement the deficiencies and mistakes of the original decision in time. Only in this way can the enterprise move forward along the correct operating track.

■The direction of product development is based on the premise of meeting market demand.The sales department should send marketing information and new product development suggestions to the research and development department in the form of official documents from time to time.R&D personnel can bring sales personnel (or marketing personnel) to investigate the market and directly grasp market demand information.R&D personnel can also hold a "product development seminar" with the sales department to discuss and solve product improvement and development issues. ■The selling point of product sales is backed by research and development technology capabilities.The production of any product involves some kind of technology. The change and improvement of technology directly affects the core interests of the product, which can create the selling point of the product, generate competitive differentiation, and shape the competitive advantage.The change and improvement of technology can also directly affect the cost of products, and the improvement of product cost can directly generate price advantages in competition.The personnel of the R&D department can carry out the "market trial consumption" of the trial-produced products through the sales department, feed back the information, and continuously improve until the product is finalized and launched.

■The indicator of output comes from sales.The indicator of sales volume does not depend on production capacity, but the indicator of production comes from sales.Make production arrangements according to the sales plan.The company holds regular production and sales coordination meetings every month, and invites the heads of the production department to participate in the discussion of production and sales goals and form a final decision.After the production and sales target is approved, it will be issued to the production unit in written form (official document).Monthly production and sales target table During the implementation of the production and sales plan, the sales manager will control and coordinate the production and sales.

Products are an important carrier of communication between enterprises, distributors and markets, the main source of profits and losses of enterprises, and important bridges and links for effective communication between enterprises and distributors, enterprises and markets, and distributors and markets.In order to maintain the market vitality of enterprises, expand market share, and strengthen brand affinity among manufacturers, many enterprises try to promote sales growth through continuous development of new products. "slow" phenomenon disrupted the sales layout of the overall market.The misunderstandings in the development and marketing of new products are listed below for reference only.

1. Emphasize subjective positioning, ignore market demand, and develop new products behind closed doors The development of new products must be based on sufficient market research, first discover the market needs of consumers, and then produce appropriate products to meet the needs of such consumers, but in reality, due to the subjective positioning of developers by decision makers Restrictions often dilute market research work and ignore market consumer demand; or conduct market research, but still cannot get rid of the constraints of decision makers to develop new products. It is still necessary to produce products first, and then consider which part of consumers to satisfy. New products Development has a high failure rate.The reason is that many companies first have a decision maker's conception and positioning of new products, and then demonstrate the possibility and necessity of the realization of this new product conception positioning, when many consumers' thinking is inspired by the decision maker's inspiration When it is stimulated and applauded, it encourages business decision makers to accelerate the process from "idea" to "finished product".The new product at this time is a new product of the decision-maker, not a new product that is born in the minds of consumers and really needs it. Consumers are at best the supporters of the decision-maker.Therefore, in the development of new products, it is necessary to speak widely, pay attention to the collection of market feedback and survey information, objectively evaluate the market status of products, form brainstorming ideas, develop marketable new products, and avoid "closed doors" in product development.

2. Pay attention to the product itself, ignore system consumption, and keep up with the market to find new products The new products developed by enterprises must meet the market demand and be in a leading position in the market. They must study the problems encountered by consumers in the use of old products (that is, caused by product defects). These problems reflect the functions, performance and satisfaction of actual products. The gap between consumer needs, who is good at discovering and solving consumer problems in time, can develop new products that are marketable.To achieve this, enterprise R&D personnel must not only consider the problem from the perspective of the product itself, but also consider the problem from the perspective of consumers' complete and even perfect demand for the product.Enterprises should not only regard products as items demanded by consumers, but also regard products as an overall consumption system pursued by consumers.For example, when people drink beer beverages, what they require is not only to quench their thirst, but also to put forward system requirements for beer beverages with taste, nutrition, appearance and emotion.This makes the products produced by enterprises not only have good color, aroma, taste, shape and quality, but also have balanced nutrition. What consumers pursue is a consumption system.If an enterprise's product development only considers the needs of a certain aspect of the product itself, its new products will not have strong vitality.At the same time, enterprises must make new products have unique market competitiveness, let alone get used to "following the market to find products"; otherwise, the new products developed will not only have no innovative ideas, but will always follow in the footsteps of others.

3. Emphasis on product development, despise product planning, simple and blind launch of new products After the market development personnel design the new product, instead of simply launching the product into the market, they work together with the marketing planners, marketing business personnel (or marketing headquarters personnel and sales company personnel) to focus on the planning plan before the new product is launched on the market. Its content includes: how to put new products into the target market; how to distribute new products; how to eliminate consumers' worries and make them try new products; how to promote new products; .Because new product development is like a double-edged sword. After the company has invested heavily, the new product may become an important guarantee for the company to realize the optimization of profit and resource allocation, or it may cause the company to fall into the trap of new product development.Therefore, enterprises must pay attention to the market positioning of products before putting new products on the market, and do a good job in the planning work before the products are put on the market.Any product launch that is blind and eager for success will lead to the failure of new product development.

4. Pay attention to internal pricing, despise peer competition, and imagine that the market will digest new products Determining a reasonable product price is the key to whether a new product can enter the market smoothly.When many companies determine the price of a new product, they only base on factors such as product quality, performance, packaging, cost, and tax and profit. The financial department cooperates with the R&D department to calculate the cost price of the product, while the factory guide price and wholesale and retail price of the new product are decided by the decision-maker. The subjective decision of the marketer lacks the investigation and analysis of the market price of similar products of competitors.Under the guidance of the promotional strategy of "high price and high promotion", the decision-makers fancied that the increased cost of products through pricing would be digested by the market, making consumers unable to accept new products.Because in today's increasingly competitive world, the pricing of any product will not be solved by raising the market price of the product because of the high cost of the enterprise.It is not advisable to artificially increase the market price of new products regardless of the market competition prices of similar products in the same industry.The correct approach for the enterprise is: it must be solved by strictly tapping the internal potential, reducing costs, improving product quality, and increasing the production volume of large-scale products.Enterprises should keep in mind that the costs borne by the enterprise should not be blindly entrusted to the market to digest them, otherwise they will not be able to compete with competitors. 5. Pay attention to product distribution, despise customer communication, eager for success and hot new products In order to make new products stand out in the highly competitive market, enterprises often place special emphasis on the market distribution rate of products.Under the influence of factors such as market distribution, sales indicators and assessment, the company's sales staff are proud to see their products everywhere for a while, but they do not know that blind distribution of goods will cause a lot of capital precipitation, bad debts and bad debts for the company. It will increase, and the risk of distribution will increase.In order to solve this problem, new product distribution must first eliminate consumers' worries, strengthen communication with customers, and comprehensively consider market salespersons, distributors, products, promotions and markets when distributing products.Enterprises should keep in mind when distributing goods: well-trained sales staff is the key to effective distributing goods; methods such as "small amount and multiple times", "distributing profits in cash" and signing "supply contracts" are the guarantees for effective distributing goods; careful market research It is an important prerequisite for targeted distribution; promotion is the most direct means for the distribution of new products in the initial stage of entering the market; exquisite packaging and reasonable prices are the basis for the smooth distribution of new products.If you do not communicate with customers, but are eager for success in product distribution, and want to form a hot sale of products in a short period of time, it will only be counterproductive. 6. Emphasis on product launch and underestimation of policy stability makes it difficult to form core new products At the initial stage of launching new products on the market, enterprises often invest a lot in advertising and formulate quite favorable promotional policies. Dealers see the profits and will take all measures to introduce new products; They will focus on new products, even launching products with the same price or similar price in the same market.In the upsurge of new product sales, how should the new product be positioned (whether it is an image product, the core main product or a low-end high-volume product; which market to put it in); is there any price conflict between the new product and the old product, will it affect the old product? Product sales; whether the product structure on the market is reasonable, etc., have not been rationally investigated and analyzed.Due to a certain amount of false sales volume (not really digested by consumers) due to the initial distribution of the market, the promotion policy was canceled after a certain period of time, and sales declined as soon as the promotion stopped.Old products in the market are no one interested, and the inventory backlog of new products has begun to slow down.In order to solve the problem of capital turnover as soon as possible, dealers will take risks and adopt the method of dumping at low prices, and the products that have just been launched will die.The reasons are as follows: first, the product brand lacks a certain foundation; second, consumers do not have a real sense of identity with new products; third, new product promotion policies lack stability; fourth, companies pursue new product listings excessively and ignore product markets Planning, the structure of high, medium and low-end products is not clear, consumers do not know which product is the market leader, and products with low prices can kill each other; fifth, there is a lack of specific positioning for the launch time of new products.The correct approach for enterprises is to attach importance to the launch of new products, but they must give more consideration to launch time, product price, product positioning, policy implementation steps, and policy stability, and strive to make one new product launch, one successful, and develop into a The core is to promote new products. 7. Emphasize product sales, despise brand cultivation, and develop new products without roots After a new product is put on the market, the company always hopes to form a hot sale of the product in a relatively short period of time, regardless of whether the product has a brand as the foundation.Under the guidance of the marketing policy of "doing sales without branding", companies are excited about "the money can effectively increase sales without branding", and often ignore three major problems: First, they have not figured out whether the products produced by the company meet the requirements What is the demand and what level of demand is it? Although under the guidance of advertisements and promotions, some sales have been achieved, but it has failed due to the absence of target consumers and the lack of repeat purchase consumers; second, the sales volume formed has no corresponding Supported by marketing ability, the company lacks an excellent sales force and a sound sales management system; thirdly, it ignores the construction of the brand in the sales network, and the investment in network construction that exceeds the normal profit of the company's products becomes a heavy burden for the company. The asking price of products and outlets is getting higher and higher.With the emergence of the above three major problems, companies will find that products with the same appearance, same quality, and same price have different fates due to different brands. This is the result of no brand foundation.The correct understanding is: brand and sales are complementary, and the two cannot be neglected.To improve the vitality of the brand, the enterprise can only start with improving the sales ability of the enterprise, and do a good job in the basic work of sales; if the sales volume of the enterprise does not have the brand as the basis, the development of new products will be nothing. 8. Pay attention to general sales of products, despise direct sales of products, and weaken management to treat new products Before a new product is put on the market, the company has a preliminary product positioning based on the product price, packaging and competitors' products.The general situation is that high-end price products are image products, and they are displayed in relatively large direct sales places to meet special consumer needs. While displaying products in direct sales venues, sales of channel products are also required to meet the needs of major consumers in the city. Both image and quantity are required, and both direct sales and general sales are in place; Products that have a large market share must be displayed on all channel networks. The larger the market share, the better, to meet the needs of consumers in county-level towns and rural markets.In order to do a good job of new products, enterprises are required to insist on promoting both direct sales and general-sale products in place when operating in the new product market, and regard direct sales as the basis of sales. The purpose of sales image is to guide consumption and facilitate brand entry. After the mature period, the sales volume will be increased; general sales are regarded as the support of direct sales, and only direct sales and abandoning general sales will not only fail to achieve the goal of stably occupying the market, but also will not make direct sales last for a long time.Only in this way can we ensure the stability of the market.Therefore, enterprises should position themselves for general sales and direct sales according to the actual needs of the target market, but no matter which method is adopted, the enterprise must achieve "strong marketing and strong management".Practice has proved that "weak marketing, weak management"; "strong marketing, weak management"; "weak marketing, strong management" will not work. 9. Pay attention to product (new) promotion, despise product (old) maintenance, increase customers and increase new products The successful development of new products is both exciting and impulsive. It is this kind of mentality that makes companies prefer to spend more money to find new customers to sell new products, rather than spend more energy to maintain old customers and operate old products.In addition, most companies believe that since old products can take care of themselves, it is a waste to do more advertisements and promotions for stable old products, and the promotion and promotion of new products requires more investment.In fact, although advertising and promotion of stable old products cannot greatly increase sales, they can usually earn considerable profits, because advertising and promotion can strengthen the special positioning of the brand and strengthen the existing satisfaction of past or present customers. Good impression, increase product sales.Finding and acquiring new customers for a new product is harder and more expensive than maintaining increased sales for a stable old product.Therefore, after developing new products, enterprises should not ignore the maintenance of old products, blindly pursue new customers to operate new products, and fall into the trap of developing new products—adding new customers—adding new products, which will lead to an increase in costs.The best way is: new products should be made, and old products should be done well, and the connection between new and old products should be found as much as possible to reduce the overall cost of sales of new and old products. 10. Pay attention to sales scope, underestimate individual needs, and ruthlessly compete to eliminate new products Brand effects of new products need a growth process. If an enterprise pursues market share and sales volume too much, instead of selling products for the target market, it will expand the sales target and scope to all consumer groups, and sell its products to all consumers. It will lose trust in the brand, affect its target consumers, reduce the brand's consumer group, and eventually lead to the decline of new products.This is the reason why new products such as Sanzhu and Gaizhonggai have a short lifespan.With the expansion of the sales scope of the enterprise, the enterprise should continuously strengthen the personalized service for new products, from the perspective of consumers, grasp the coincidence point between the benefits of new products and the needs of customers, that is, transform the characteristics of new products into the needs of customers , so as to "give special love to special him". In today's increasingly fierce market competition, market demand is showing a trend of diversification. Enterprises must carefully study product characteristics and individual needs, and sell new products for the target market.Enterprises must always keep in mind to sell products to consumers who really need your products, not to consumers who do not need your products.For example, when "Business Connect" entered the market, it clearly positioned its target market as a group engaged in business activities, and formulated corresponding marketing strategies for this group, and its new products were quickly recognized by the market.New products cannot reflect individual needs and will inevitably be eliminated by ruthless market competition. Many companies either do not have a real marketing department, only a sales department; or they have a marketing department and a sales department, but they do not really participate in the product development team during the product development process, and there is not enough information between the sales department and the product development department Communication, they think that product development is the business of the R&D department. In an enterprise, the main responsibility of the marketing department is to collect market demand and plan product development, while the main responsibility of the sales department is to sell products through contact with customers.These two departments will collect customer needs through contact with customers, but they play different roles for product developers: the marketing department drives product development through product planning, and the sales department promotes product development through product sales.In summary, both sectors are crucial to product development: for product developers, they are both sources of market demand for product development. Many enterprises conduct product development according to the functional management method. Unfortunately, the barriers between departments are relatively thick, and communication between departments is difficult. Especially in the process of product development, the marketing department and the R&D department are out of touch. Unable to smoothly transfer to developers, or the market demand handed over to developers is not taken seriously due to reasons such as unsystematic and non-detailed, which leads developers to fabricate customer needs behind closed doors to form product concepts, so that the developed products cannot If the customer's needs are truly met, the product cannot be sold, which leads to the failure of the product market performance. The following typical problems are found in the collection and delivery of market requirements: (1) "Our company does not have a dedicated marketing department, only the sales department. The salesperson only cares about the completion of the sales target, and the information reflected by the customer cannot be passed on to the R&D department. When the R&D department actively goes to the salesperson to understand the market information, the salesperson People often say to us 'I'm just selling, you get the product out first'." (2) "The market information our company gets from the sales department is not systematic and detailed, and it can only be used as a reference for our R&D department, but we don't know the real customer needs, so we can only work behind closed doors." (3) "When there are problems with existing products in the market, our company organizes a cross-departmental team to actively collect market information, so our developers go everywhere to fight fires and become firefighters." (4) "Our company has not established a clear information transfer process and template, nor has it established a cross-departmental team composed of marketers and developers to be responsible for market information collection, sometimes through documents, sometimes through meetings, sometimes by phone, sometimes by email It conveys the market demand, so it leads to the blockage and distortion of information transmission." (5) "The company does not have customer demand collection tools to guide our work, so the collected customer demand information is not systematic and comprehensive, and the real needs of customers have not been discovered. R & D personnel start to develop products when they get some market demand. It's a change in demand." ... The product development of an enterprise is not only a matter of the development department (but many enterprise personnel and even leaders of enterprises believe that product development is the matter of the development department, and the responsibility for the unsuccessful product development market performance is pushed to the R&D department), It is a matter of the entire company's business functional department. For example, the company's senior leaders need to make decisions on key decision points (such as project establishment decisions and release decisions), marketing personnel must organize advertisements, provide market demand and customer needs, and production personnel must make decisions on key decision points. For new products, formulate production strategies and trial production, sales personnel need to establish sales channels and carry out sales, and financial personnel need to conduct income analysis, etc.Therefore, if an enterprise wants to successfully develop new products, it must pay attention to the transmission of product development information between functional departments, especially the marketing department. They are at the forefront of the entire sales work and have the most say in market demand and customer individual requirements. , they focus on the success of the product in the market, such as the cumulative revenue of the product, market share and other indicators. These indicators are exactly the product goals that an enterprise should really pay attention to. Although there are differences in various aspects such as cultural background between the sales department and the R&D department, only when these two departments are closely linked can they be able to exert their maximum effectiveness.It is necessary for these two departments to be closely linked for a product to be realized from the conceptual stage to the realization of profits.However, in reality, people in these two departments often do not realize this: product developers often think that the various promises made by salespeople to customers are technically difficult to achieve, and salespeople often complain that developers Failure to complete product development work on time. It's not entirely up to the developers when the product is actually finished and sold.Even in very good cases, the product sales cycle may reach 3~4 months, and may even last longer.In order to get enough financial support, the sales department has to sell these products that may still be in the experimental stage to users before the development department has actually completed the product.This means that there must be coordination and cooperation between the sales department and the development department to ensure the success of the product. 1. Set expectations for salespeople In order to be able to complete the work smoothly, the sales department must obtain accurate information and data about all aspects of the product held by the development department.In order for the sales department to pitch products to customers more accurately, developers need to make an appropriate commitment to product development, including resources and various time constraints.Too many or too few promises will prolong the sales cycle of the product under development.When selling this product, the sales department must show the customers all kinds of information that can most arouse their interest. However, it must be observed that only the credible information provided by the development department can be shown to the customers. In addition, the development department should also give a detailed description of the product, which should include the functions that the product can provide now, and should also clearly describe what kind of improvements will be made to its functions and performance in the future.The development department should also set up a special work area for the technical problems of some products, so as to formulate corresponding solutions for permanently solving these problems. 2. Set expectations for developers The development department should provide the sales department with all aspects of information about the product; in turn, the sales department should also let the development department know that in order to sell the product better, they need the development department to complete the product development work.The information provided by these sales departments to the development department should include: to indicate to the development department the various deadlines for product development, including functional details, product description guides, and versions that can demonstrate product functions to customers; Features. 3. Establish good communication Establishing good communication between sales and development sounds like good advice, but how does one go about establishing such a good communication in practice?When implementing it, different companies will need different solutions. The best channel for communication between the sales department and the development department is through the management of products, which is a typical market function.Product management should take responsibility for these aspects, including reviewing qualifications, prioritizing, and proving product functionality and room for improvement.Keeping several salespeople on hand to communicate with development about conflicting requirements and problems that need to be solved is a good way to avoid disaster. If you can, let both departments experience each other's roles.Let developers experience the specific work of selling products; let salespeople and developers experience the feeling of spending time on software testing together.Neither job is easy to do, but as they play each other's roles, they slowly develop mutual understanding and respect.Once they have this experience and respect each other's work, the communication between sales and development becomes very open and candid, and it makes both parties feel more connected. trust. 4. What the sales department should be responsible for If your company doesn't offer extended training, it might be worthwhile to think about how your sales department can successfully pitch a product that's still in development.Everything they do will naturally have an impact on the development of the product, but there can be more: as a developer, you may have a lot of contact with the sales of the product, and you may even be directly involved in it. A good sales team should have a clear understanding of their customers.Some customers may not have any interest in an early product; others may very much enjoy being an early adopter of a product.An astute sales team should of course select these customers who like to be early adopters, and should include these customers in a centralized group to ensure that these customers can provide valuable input on the product's features during the product's development cycle. 5. Strengthen the collaboration in new product trial sales Salespeople should make a list of customers who are willing to be early adopters of the product. Salespeople should have a clear idea of ​​where the product is in the development cycle. The salesperson makes sure that these customers understand what the sales team is describing to them. Salespeople should be able to get timely and accurate feedback from customers. Salespeople should let customers understand what kind of return they will bring to these customers by choosing this product. Sales staff should write corresponding reports based on customer feedback. An excellent sales team should respond to customers correctly and in a timely manner, so as to facilitate the targeted work of the development team.For the sales team, they should set up a special team to be responsible for making timely responses to the requirements and various related issues of customers who are willing to purchase early products, whether it is to help these customers configure the product or help these customers debug the product work, are included in their scope of work, and even when these customers ask your company's executive team to assist their senior management in making decisions, you should also strive to satisfy customers. If a customer decides to buy a product that is still in the research and development stage, then the customer must have full confidence in the product and believe that the product can help him well.Building this kind of confidence in your customers will take a lot of hard work from your salespeople and developers.Through the mutual cooperation of these two departments, developers can also be directly involved in transaction activities. During the trial marketing process, enterprises should pay attention to collecting relevant information: (1) In the case of competition, what is the trial sale of new products and the sales trend? At the same time, compared with the original target, adjust the decision. (2) What kind of customers buy new products, and what is the response to repurchase. (3) What are the dissatisfaction with product quality, brand and packaging? (4) The trial rate and repurchase rate of the new product. These two indicators are the judgment value of the success of the test sale and the basis for the official launch of the new product. (5) If several trial marketing plans are adopted, choose the more suitable one. 6. Involve the development department in sales activities The people in charge of marketing and sales represent the image of the company, but as developers, they should provide them with technical support and actual related materials, so as to ensure that these sales people can accurately and clearly describe the difference between your company's products and The product advantages and characteristics of other competing companies.Developers, system analysts, and technical document writers can all provide sales staff with very useful information, especially when users ask questions about the product, their answers will appear more authoritative and their explanations will be clearer, so that It can make customers feel at ease.Involving developers in sales activities can show customers that behind your company's sales department, there is a very strong technical development department as support. However, what developers need to pay attention to is that their way of thinking and how to deal with problems is sometimes not so suitable for sales activities.Developers, engineers, and technologists often take an overly critical view, even on their own work.There are many smart customers who take advantage of trade shows where technicians are present to ask those technicians questions about a product or a specific technology.For customers, it is enough to know 90% of the information about a product or a certain technology, but from the perspective of developers, it may feel that these are not worth mentioning at all.The developer's feeling is likely to be transmitted to the customers who are already very interested in these products. If you want to be a powerful weapon that can help the company sell, then don't hurt the company's efforts.Therefore, when there are customers involved, you must not maintain a critical attitude towards your company's products or technologies at the technical level. At least when you have customers, you must temporarily abandon these views, so that sales activities can be moved towards a more efficient direction. Develop in a good direction, rather than discourage customers. 销售还处于研发阶段的产品需要销售部门和开发部门之间通力的合作，并且要在他们之间建立良好的沟通渠道。尽管在这两个部门之间存在着种种差异，但是它们的行为会给客户留下深刻的印象，这会影响到客户作出是否购买这些产品的决定。有了开发人员参与的销售活动，对于客户们下决心购买这些产品可能会有决定性的帮助。