March 2017
Beginner to intermediate
148 pages
1h 52m
Chinese
Content preview from 设计领导力
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每家公司都是独一无二的，所以如何构建自己的销售团队取决于项目规模与销售周
期。对于较大或成熟的设计公司而言，目标则是获取能提供给团队最高奖励的更大
项目。对于规模较小的企业来说，由公司创始人或老板来管理整个销售周期可能就
够了。大多数小型设计企业会发现线索来源于推荐。这意味着他们的销售人员主要
是向内接洽而不是向外。即使是那些有专门新业务团队的企业，也可能不需要传统
意义上的销售活动。他们的主要活动是跟进向内的线索，与潜在或现有客户讨论未
来的项目，并确定最佳的推进方式。这让设计人员和开发人员专注于手头的项目，
而不会每天被拖入新业务谈话。他们还会与项目经理紧密合作，以确保团队能实现
这些在最初会议上讨论的内容。这就相当于高层次的需求收集与筛选，以找出最合
适的公司。他们寻找良好的整体互动，并为团队成员寻找最契合的项目。
我们做了与数百名设计领导者的访谈，有一点是明确的：销售中没有杀手锏。必须
在内容创作上投入大量时间，以获得知名度和信誉度，那也是更专业的客户在设计
合作伙伴的身上寻求的。设计公司销售的战略性作用，使得这最终是每个人的责任。
无论是在一线工作还是送发票的人，都会与客户进行互动。每次接触都有可能改善
或将事情搞砸。至于具体的新任务，理想的“销售人员”是热衷于工作和流程的企
业合伙人或老板。如果你的合伙人（们）不能参与新业务流程，那么备选方案就是
让该领域内的专家参与和潜在客户的战略对话。
结语
销售与营销可以是复杂的过程。在数字世界里，这些部门之间的界限变得越来越模
糊。为了让事情变得更具挑战性 ...
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I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.