中文: 交叉銷售& 追加銷售Cross-sell 是指根據顧客的以往購物記錄，而向他們推售新的產品。
這種策略旨在加深顧客對公司的依賴程度，降低其轉向公司競爭者的可能性。可譯為“交叉銷售”。

而Up-sell 是指勸說顧客購買更加昂貴的商品，例如電影院的工作人員通常采用up-selling 的方法，勸說要看電影的人買上大袋的爆米花和飲料進場。
可譯為“追加銷售”或“升級銷售”。

像有些公司通常利用“交叉銷售”，勸說顧客購買相關產品，及“追加銷售”，勸說顧客購買升級產品，以達到獲取最大利潤的目的。

交叉銷售(Cross-Selling):a way to increase sales to the same customer (who has bought a product) by introducing other products in your product range.發現一位現有顧客的多種需求，并通過滿足其需求而實現銷售多種相關的服務或產品的營銷方式。促成交叉銷售的各種策略和方法即“交叉營銷”。 persuading an existing customer to buy another product from the company

簡單地是，說服現有的顧客去購買另一種產品，也是根據客人的多種需求，在滿足其需求的基礎上實現銷售多種相關的服務或產品的營銷方式。
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交叉營銷一詞最近比較頻繁地出現在與互聯網站有關的新聞中，讓我們看到了交叉營銷尤其是交叉網絡營銷在的大型企業中的廣泛應用，也讓我覺得有必要對于交叉網絡營銷進行系統的描述。

　　■ 交叉營銷的應用

2001年9月份，微軟的MSN.com門戶網站和迪士尼公司的ESPN.com體育網站簽訂交叉營銷協議（ http://tech.sina.com.cn/i/w/2001-09-08/ 83867.shtml），這一協議的主要內容為，MSN的免費郵件Hotmail 、搜索引擎、聊天和購物等各種網絡服務的品牌和鏈接將出現在ESPN主頁的上端，MSN在體育頻道中獨家使用ESPN的內容，并在其網頁上提供優先的位置，以此來達到互為推廣的目的。

同樣在9月份，IBM和eBay也達成合作了一項合作協議：IBM計劃通過eBay擴大自己的銷售，eBay將成為IBM向用戶及中小型企業進行銷售的另一個新渠道，而在線零售商eBay將在自己的網站首頁為IBM網站做一個88×31像素的LOGO鏈接，另外eBay也將選用IBM的應用平臺來升級自己的技術。雙方合作的基礎在于eBay擁有3400萬注冊用戶，隨時提供達600多萬種產品和服務，具有數額巨大的在線交易量，而且eBay上70%的用戶都是IBM的新用戶。

此外，在新浪網和陽光文化的并購所發布的新聞中，也強調方未來的整合重點是交叉營銷、交叉銷售、內容交叉使用、為廣告客戶提供一站式服務。

　　■ 交叉營銷的實質

從上述例子可以看出，交叉營銷已經成為企業開展合作的一項重要內容，甚至是并購得以發生的基礎。交叉營銷也并非僅僅適用于大型企業，只要具備一定的條件，各種規模的企業都可以在一定范圍內開展交叉營銷。為了全面了解交叉營銷的價值和操作方法，需要首先了解交叉營銷的實質。

與交叉營銷密切相關的一個概念是“交叉銷售”，交叉銷售（Cross-selling）通常是發現一位現有顧客的多種需求，并通過滿足其需求而實現銷售多種相關的服務或產品的營銷方式。促成交叉銷售的各種策略和方法即“交叉營銷”。

交叉銷售在傳統的銀行業和保險業等領域的作用最為明顯，因為消費者在購買這些產品或服務時必須提交真實的個人資料，這些數據一方面可以用來進一步分析顧客的需求（CRM中的數據挖掘就是典型的應用之一）， 作為市場調研的基礎，從而為顧客提供更多更好的服務，另一方面也可以在保護用戶個人隱私的前提下將這些用戶資源與其他具有互補型的企業互為開展營銷。

可見，交叉營銷的實質是在擁有一定營銷資源的情況下向自己的顧客或者合作伙伴的顧客進行的一種推廣手段，這種營銷方法最大的特點是充分利用現有資源，在兩個具有相關用戶需求特點的企業間開展交叉營銷， 能使各自的潛在用戶數量明顯增加而不需要額外的營銷費用，同時，以交叉營銷為基礎建立起良好的合作關系對兩個（或多個）企業間的發展具有更多的戰略意義。

　　■ 交叉網絡營銷

所謂交叉網絡營銷，是指交叉營銷思想在網絡營銷中的應用。由于網絡營銷的天然優勢，開展交叉營銷具有更大的發展空間，因為網站本身就是一個有效的營銷工具，網站的注冊用戶資料也是非常有價值的營銷資源。兩個公司/網站之間開展交叉營銷可以有多種形式，通常以不同層次的網站合作為前提，比如網站交換廣告、交換鏈接、內容共享、利用各自注冊用戶資料互為推廣等等。

在網絡公司中，通常都有一個BD（Business Development）部門，也足見網絡公司對于合作推廣的重視，但由于網絡公司的特殊性，在盈利無期、融資無望的情況下，往往沒有正確發揮BD的價值，而常常以合作的名義試圖向合作伙伴銷售自己的產品/服務，甚至尋找自身被收購的機會，因此很多網絡公司并沒有充分利用以合作為基礎的交叉網絡營銷。

開展交叉網絡營銷的前提是擁有一定的營銷資源，通常情況下，這些營銷資源可以表現為一定的網站訪問量、注冊用戶資料、某些專業的和具有獨特價值的內容資源等，此外，一些免費服務如免費郵箱、論壇、E－book等也可以用作交叉網絡營銷資源。許多小型網站往往因為缺乏足夠的營銷預算，不可能依靠大量的廣告推廣，更應該充分利用交叉網絡營銷手段。

不過，令一些小型網站或者新網站頭痛的是，自身沒有太多的現成資源可以利用，使得交叉網絡營銷受到一定的限制，甚至認為這種方法不適合自己，其實在這種情況下可以首先利用合作伙伴的資源來進行推廣，比如針對合作伙伴的用戶特點，制作一本內容有價值的電子書提供給合作伙伴供用戶下載或者通過郵件列表發送，在這些特制的電子書中應包含自己網站的推廣信息，或者請合作伙伴特意給予推廣。當然，選擇合作伙伴需要一定的努力，首先兩個網站之間要有相似或互補的用戶需求特征而不是直接的競爭者，同時還需要對潛在合作伙伴的用戶資源有一定的了解。

交叉網絡營銷不僅是一種營銷方法，更重要的是一種營銷哲學，即充分利用一切可能的資源來開展營銷，這些資源包括自己現有的、可以開發或正在開發的，也包括合作伙伴的，而且可以在很大合作范圍內與合作伙伴開展交叉營銷，從最簡單的交換鏈接、用戶資源共享，直到戰略聯盟甚至資本合作。

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"How to Win at Upselling

and Cross-Selling"

At a recent conference, an excited woman rushed up to me. She had called the travel supply catalog Magellan's, and when she listed the products she wanted to order, the phone rep asked her how they were going to be used. Based on her answers, he suggested other products that would better serve her needs. The shopper was delighted with his recommendations and ended up going only slightly over her budget. "I'll be a Magellan's catalog customer for life, as long as I get that personalized treatment," she told me. "It was a 'wow' experience!"



How many customers are likely to say tat about your catalog? Can your call center reps "wow" customers while increasing your company's revenue? They can -- if they learn how to go beyond service to sales. Most inbound customer service reps fear and resist cross-seIIing and upselling, or proactively suggesting related or unrelated items that may increase the size or dollar amount of an order.



Done adroitly -- without the rep being pushy or seeming too eager to foist unwanted items on the customer -- cross-selling and upselling are extremely effective ways to increase revenue. But to get reps into a sales mindset requires some dexterity on the call center manager's part. It involves training reps to think differently about selling, and the key to doing this is to get them to think about suggesting other products as simply offering an "additional service." This attitude can go a long way toward breaking down a rep's resistance to sales.



At the beginning of any cross- or upselling training program, when asked if they see themselves as salespeople, few reps will answer "yes." But after a day of training that focuses on the concept of additional service, almost all the reps involved are likely to say that they do see themselves as salespeople after all. Most will start upselling right after they return to the phones.



HIRING AND INCENTIVES



So how do you work this magic in your call center? Before you initiate an upselling training program, keep in mind that the main quality you want your reps to project is a caring attitude. Customers need to know that the rep cares about them and how they're going to use the products they're buying. Your catalog company's reputation is only as good as the customer's impression of the service rep, so make sure that impression is flawless.

Here are some ways to ensure that it is:

1. Hand-pick reps for their "people" skills and attitudes.

Unlike product knowledge, people skills can't be learned. If you hire reps who are friendly and outgoing, you'll greatly increase the odds of training them to cross- or upsell successfully. The reps you select must genuinely like talking to people and helping them. Reps must also be patient, listen and communicate well, attempt to build strong relationships with customers, and represent the company professionally and in a positive way.



2. Set goals, incentives, and rewards to keep exceptional reps motivated.

Many catalog companies have introduced upselling and cross-selling to their reps without giving much thought to incentives -- a big mistake. Your reps will perform far better if they know exactly what's in it for them.



Entire books can be written on the subject of goals, but in a nutshell, the best goal for all reps would be to upsell or

cross-sell on every call, even one from an upset customer The reps can then track the average number of successes and dollar amounts generated, enabling the supervisor to set quotas and expectations.



Incentives can be just about anything: extra money,

participation in a company profit sharing plan, discounts on merchandise from the catalog, theater tickets, time off, a trip, a radio, or other predetermined prizes. Some marketers conduct contests -- such as a card or board game -- offering points, dollars, or prizes to be won. Recognition is also a powerful incentive. For instance, many call centers announce an upsell or cross-sell publicly by ringing a bell or other type of noise maker, or by putting up a daily tally of cross-sells and upsells on a visible tracking board in the call center. This spurs competition and creates a festive and exciting environment.





TRAINING TECHNIQUES



Now that you have a winning team, build its members' strengths by teaching them specific customer service skills. What drives a successful cross- or upselling training program is the philosophy that reps must listen for service cues first, sales cues second.

Your best performers should be able to think of a related upsell or cross-sell at the very beginning of the conversation, even if the customer is upset. But the rep should take care of the customer's problem first, and then, if the rep has been appropriately caring and helpful, he or she can ease into suggesting sales -- often with remarkable success.



For example, at Southern California-based Russell and Miller, a business-to-business cataloger that sells merchandising products such as sale banners, racks, and tagging guns, an order entry rep in one of my training programs gave an excellent example of listening to both service and sales cues and making appropriate suggestions.



The rep said that a customer called to replace a fabric steamer he used in his retail store. It was his second call, and the rep wondered why the steamer kept breaking, but didn't say anything.

She also recalled hearing him say that he needed the new steamer right away because he had a shipment of drapes coming in soon. The rep told my training group; "If I had asked him whether he was planning to use the steamer on drapes, I'd have known why he was replacing his steamer so often. What he probably needed was a heavy-duty steamer made for draperies. That would have been an upsell because that kind of steamer is more expensive than the one he was ordering. And to make sure his steamer held up this time, I'd have suggested a cleaner so that it would not clog and malfunction. Those items could have been my first upsell and first cross-sell."

The rep was absolutely right, and deserved a big round of

applause -- which she got from her colleagues.

SOOTHE CUSTOMERS -- AND INCREASE SALES

Placating upset customers is one of the most challenging tasks that any phone rep faces. Add the burden of cross-selling or upselling at the same time, and the task becomes doubly difficult, if not altogether impossible to achieve. But it can be done -- if your reps learn to use the right words and phrases to defuse the emotions of angry customers. As with all service, the key is to address the problem first. By doing so, the rep builds a rapport with the customer that lays the groundwork for sales. Each of your reps will develop his or her own unique way of soothing ruffled feathers. However, there are some proven scripts and techniques for handling difficult customer service situations. Here are a few that your reps should become familiar with:



Let the customer vent.



Most reps feel so uncomfortable with customers' anger that they rush them off the phone. But a wise choice of words can empower the rep to take full responsibility for the customer's experience on every call. For instance, while the customer is blowing off steam, the rep should use empathizing phrases, such as "I can see how that happened" or "I understand what an inconvenience that must have been." Statements like these almost inevitably calm the customer down after a few minutes.



Don't snow the customer with policies and regulations.



Customers want your company to be easy to do business with, and will only become more infuriated if your rep says that the company can't fulfill a request because "it's our policy." Instead, the rep should say, "Let me check to see what I can do." This gives the rep time to judge the caller's level of irateness and salvage the customer.



Never make the customer wrong!

If a rep tells a customer that he or she is wrong or unfair, even if this is the truth, you will lose the customer -- even if you give the customer everything that was requested. If you cause customers to lose their dignity, they will always feel uncomfortable about calling your catalog.



Defuse the customer's anger.



The most effective way to do this is to place the situation in perspective and avoid inflammatory words and phrases. For instance, even if the customer says he has a "problem," the rep is better off responding, 'Tell me about your situation (order, delivery)." It becomes a bigger problem if you call it a problem.



Similarly, saying things like "You'll have to wait until Friday for delivery" automatically pushes the customer's button. Your customer is calling on a voluntary basis and does not "have to" do anything. "We'll get the order to you by Friday" is a softer approach.



These substitute words and phrases help the rep stay neutral, neither toeing the company line nor siding with the customer. They defuse the customer's ire sooner, cut call time, and allow the situation to be resolved before the rep moves into sales.



Ask open-ended questions ... but only after giving the

customer ample time to vent.



Open-ended questions cannot be answered with a "yes" or "no," so the customer will provide the details of his or her complaint. But if the rep's questioning and problem solving begin too soon, without allowing the shopper to express irritation first, the customer will perceive the questioning as interrogation. This steps up the tension several notches and lengthens the call.



The most effective open-ended questions begin with, "what do you need to...?" "Tell me about..." "How can I help?"

Questions should start with "what" rather than "why," which can intimidate and put the customer on the defensive.

CLOSING THE SALE



Congratulations! Your rep has resolved the customer's problem and is now ready to move from service to sales. Here's where the rep's energy and enthusiasm come in. Reps should assume that sales will happen on every call, so they should ask for additional sales on every call. Again, however, the right techniques and words make all the difference. Here are some suggestions:



Take charge of the call.



It is essential to control the customer's reaction by assuming a positive ending to the conversation. For instance, instead of asking, "Would you like to hear about our specials?" The rep should say, "By the way, did you know we have ... on special this week at just $60?" Similarly, to ask "What other items would you like to add to your order?" is a far better upsell tactic than to say, 'You don't want to add anything else to your order, do you?"



Use command words.



In this situation, it is acceptable for reps to use words such as "must," "need," and "have to." In fact, such words can help close a sale. For example, when a rep has suggested the perfect add-on item, he or she may tell the customer, "You have to have this! It would ..." (add the benefit the customer might like to hear, based on the customer's own words if possible).

Sell the product's benefits, not its features.



Reps must remember that from the customer's point of view, 90% of a sale is emotional. Active verbs such as "gain," "improve," and "save," along with words that express benefits, such as "new," "free," and "proven" are likely to appeal to the customer's emotions. The impact of these words will be greater if reps combine them with any needs that the customer may have expressed earlier -- for example, "You'll gain a savings of 50% if you buy this new cushion, which will make your back feel much better."



Appeal to emotion, not intellect.



Reps should ask customers how they feel, not what they think, about adding the suggested item or items to their order. Asking them to think may cause them to question the appropriateness of an item, whereas plumbing their feelings about it tends to help them see how it might be suitable.



Close on an upbeat note.



The last comment the customer hears is what he or she will remember. Rather than ending with "Have a nice day," the rep should invite customers to "call back again," especially if they were upset, then say "goodbye" or "'bye," with an upward inflection at the end of the word. This keeps the door open and ready for the customer to walk through again soon.

ROLE PLAYING AND SCRIPTING



None of the cross-selling and upselling techniques described above will work unless reps practice and feel comfortable implementing them. The best way to train reps to really get the "feel" of what they're doing is to role play, with one person acting as the rep, another as the customer, and a third as an observer who gives feedback. If your group is small, use two people and let the customer give feedback to the rep. Urge everyone to give honest evaluations so improvements can be made quickly. The evaluations would include grading the rep on how well he or she let the customer vent, the use of defusing words or phrases and open-ended questions, and whether the rep bridged from service to sales by listening, responding, and using the customer's words to close. Feedback should focus on whether the rep was quick on the uptake, adapted scripts to sound natural, and controlled the call efficiently. After the observer or customer gives feedback, switch roles and repeat the process.



Give your reps partial scripts to adapt to callers' needs. Phrases or sentence fragments will encourage reps to use their own words more, which will sound more natural than scripts recited verbatim. Make sure your script demonstrations don't sound too slick. If managers also appear to search for words and phrases, reps will find their demonstrations more convincing and less intimidating. Some script ideas are listed below:



1. "Tag-ons."



The rep can tag on a statement or question about other issues, products, or services at the end of the conversation, whether the rep called the customer or answered an inbound call.

Tag-ons include phrases and lead-ins such as "by the way," "you may not be aware of our new ..." or "this will help you prevent XYZ from happening again." This technique can be used for any related, unrelated, special, or sale products to increase the size of the order.



2. Stories.



Use of examples or stories demonstrates that the rep knows other pleased customers and has successfully guided them in their catalog selections. For instance: "One of my other customers used to get so upset because she was constantly replacing her vacuum, so she finally tried our new heavy-duty model. She says it has been very dependable and has taken the extra expense and stress out of her life."



3. Personal endorsements.



To give impact to the suggestion of new products or services, the rep can refer to herself or to other people she knows who use these items, but only if this information is the truth and the rep is genuinely sold on the product.

IT'S ALL IN THE ATTITUDE



If you approach upselling and cross-selling with an "extra service" rather than a "sales" attitude, you'll have no difficulty growing your customer base and increasing profits.

Couple this service attitude with the appropriate training (including frequent role playing), a fun atmosphere, and solid team spirit, and your call center will break old sales records quickly.
Customer Service Cross-Selling

Forum Corp. survey identifies sales behaviors that make customers more likely to buy or to resist customer service rep and cashier attempts to cross-sell.



Companies that want to sell more products and services through their customer service reps, a growing trend called cross-selling, should pay better attention to basic customer service if they want to succeed.



A new survey by The Forum Corp. of Boston indicates that, despite conventional wisdom to the contrary, consumers are open to sales pitches from customer service representatives -- but only if the rep first solves the customer's problem and is sensitive to the customer's needs.



The survey of 1,624 respondents world-wide found that:

??? 88 percent of customers value service reps who suggest alternative products or services that better meet their needs
??? 73 percent are interested in learning about new products or services the company is promoting
??? but many resist customer sales reps with annoying behaviors, especially selling from scripts, pushing products that aren't useful to the consumer, and/or continuing to sell after the consumer has indicated they are not interested.

"The message is: Serve well, then sell," said Tom Atkinson, director of research for The Forum Corp., a global workplace learning company. "Consumer goods companies have a huge opportunity to boost sales by training their customer service reps to cross-sell effectively, but they have to pay attention to the basics first. Customers who are pleased with their purchase and feel they have been served well are much more open to buying additional products and services."



Cross-selling occurs when a customer service representative, such as a call center operator or a cashier, attempts to sell other products and services to a consumer during a transaction, such as a purchase, a return or a complaint. "Do you want fries with that?" is the best-know example of cross-selling. As a result of such efforts, four out of every 10 consumers end up purchasing additional products or services "sometimes" or "frequently," according to the survey.



The survey found that consumers are most likely to buy when the customer service rep exhibits the following three behaviors:

??? focusing on the customer's needs versus pushing a product
??? solving the customer's problem before talking about additional products and services
??? describing how the products or services would benefit the customer.

At the same time, consumers are least likely to buy when the customer service rep engages in irritating behaviors, the top three of which are:

??? continuing to sell after the consumer has said no
??? following a script
??? pushing products or services that are not useful to the consumer.

Lastly, the survey identified three behaviors that service reps don't do that consumers wish they did:

??? speaking clearly and slowly
??? respecting the customer's time and right to say "no"
??? giving the customer advice that helps him or her save money or better meet his or her needs.

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