Course consultants are course salesmen, who provide professional course system explanations to consulting clients, formulate personalized and professional learning courses according to their needs, and finally realize course sales.

According to the actual situation of students, arrange courses reasonably to achieve students' expected learning goals. Learning consultants visit students face-to-face and by telephone once a week to understand and track their classes, and talk by telephone once a week to create learning opportunities and supervision for students.

Course consultant is simply course sales+customer service.

Job description:

1, responsible for course promotion and providing customers with professional course system explanation;

2. Design a professional and personalized course system that meets the needs of customers, so as to facilitate the signing of the contract and start the course;

3. Complete the work plan and monthly course sales tasks on time, and maintain the database of potential customers and students;

4. Follow up the payment process of course fees, establish a good relationship with students, and help students achieve their learning goals.

5. Attend regular meetings and trainings, and complete daily sales reports and contract amendments.

(2) What is the classification of training courses in sales direction?

China's manufacturing enterprises are basically labor-intensive enterprises, with low overall quality of employees and relatively backward management level. As the training department of an enterprise, we need to do two things well. On the one hand, how to create opportunities for employees to grow and learn and promote the improvement of employees' quality; On the other hand, facing the pressure of shareholders and bosses, how to ensure the continuous improvement of labor productivity and the smooth realization of profit targets through the training system. The training departments of many companies have spent a lot of time and done a lot of training, and found that not only the boss is not satisfied, but also the employees are not satisfied. This question is actually very simple. The key is that we should effectively combine the needs of shareholders, bosses and employees when doing training needs, and then do targeted training to ensure our training effect. The human resources department is actually a department that needs to make basic management solid. Only when the basic management work is well done and the responsibilities of various departments, the quality of existing employees and existing problems are clearly understood can the corresponding solutions be put forward. The whole scheme process of establishing enterprise training system is: investigation (including senior management and employees)-data collection-data analysis-targeted solutions-cost budget-senior management approval-training implementation-effect evaluation. Doing a good job in training demand investigation is naturally the premise to ensure the good operation of the training system. The training needs of manufacturing enterprises need to be investigated in different ways according to different types of employees. Employees in manufacturing enterprises can basically be divided into four categories: top managers, middle managers, grass-roots managers and ordinary workers. For top managers, it is necessary to combine the development strategy of the company, the annual work performance of the department and the needs of their own development, and the training department will communicate with them one by one to finally determine the training plan of the top managers. For example, Opal Lighting, we first communicate with the general manager of the company, understand the general manager's evaluation of the performance of each department last year, consult the general manager's opinion on the development plan of the top leaders of each department in the coming year, and then communicate with the directors of each department separately. The content of communication includes asking them about the company's goal next year, the department's goal next year, and the department's performance last year. And in order to achieve the goal of next year, each director puts forward personal training needs for next year according to his own quality. After sorting out and analyzing the high-level development plan put forward by the general manager and the requirements put forward by the high-level, the training department will communicate with the directors of various departments again to determine which projects are the high-level training plan for the next year. In this regard, some companies that do well will set aside a certain amount of special training funds for each senior manager above the director level every year to carry out training in the latest development trends, latest technological progress, professional knowledge, strategic management, etc., and require them to participate in the training within one year and use up all the expenses. This has certain advantages, which can make the top leaders constantly accept the impact of new ideas and provide them with more opportunities to communicate with the outside world. The training needs of senior managers are well done, and it will be easier for middle and grass-roots managers to do it. For middle and junior managers, the focus of training lies in two aspects, one is to upgrade and expand professional knowledge and skills related to posts, and the other is to cultivate talent echelon. For the former, the training department should make an annual training demand survey every year. Opal Lighting investigated the training needs of middle and junior managers by holding the annual training needs analysis meeting of the department. The first step is to communicate with all departments three weeks in advance to determine the training demand survey for the next year and provide individual demand questionnaires to all departments. Personal needs questionnaire mainly includes two aspects. First, fill in the job responsibilities of your position, be as brief as possible, and use one or two sentences, mainly to let other people who are not familiar with the position know the main job content of your position when holding a departmental demand communication meeting. Second, what kind of training does an individual need to attend in order to better complete the work of this position? This content is very important. When doing personal questionnaire survey, we limit the training needs to the work-related parts, so as to avoid many basic quality improvement or pure personal development needs unrelated to the post specialty. This part is the core part of the demand survey. The problem that easily appears in this place is that the training departments of some companies like to provide a large number of classified training information such as open classes outside for reference in the demand questionnaire. Personally, I think this is not good, because on the one hand, it will mislead the respondents and make them feel that the objects of demand survey have been limited; On the other hand, some employees will not think deeply about the job-related professional needs for convenience and convenience. Doing so often leads to many public courses as the final result of demand survey, but there are few professional needs related to the improvement of employees' work skills. Implementing the plan made according to this survey often results in the company spending a lot of money, but there is no obvious effect. There is also a lack of communication within the department. The training department collects the demand tables of all departments and then summarizes them, which is the training plan for next year. There are also many problems in this way. For example, because the whole department and even the department heads have no unified and clear understanding of their own annual training plan, it will be difficult to implement it. After the investigation of personal training needs is completed, it is very important to hold a training needs communication meeting within the department. In Opal Lighting, we stipulate that the communication meetings of all departments must be attended by people from the training department. The communication process is as follows: first, the heads of all departments convey the main work objectives and priorities of their departments for the next year to all employees; Secondly, each employee talks about the specific needs of the individual next year according to the personal needs questionnaire; Finally, the head of the department analyzes the annual work objectives of the department and the training needs put forward by individual employees, and refines the training needs of the whole department in the next year. Another aspect is the cultivation of talent echelon. If an enterprise wants to develop continuously, it must establish a successor training system from the inside. This system has at least two advantages. First, when there are vacancies in key positions, the HR department does not have to be busy recruiting from the outside, but can be promoted directly from the inside to reduce the recruitment cost; Second, it is conducive to enhancing the cohesion within the enterprise and creating a positive corporate culture atmosphere. The construction and training of talent echelon are inseparable. First of all, the first step is to screen out which positions are key positions from the company's internal position system, and the number of key positions should be controlled at about 10% of the total number of positions. The determination of key positions makes the next step of screening outstanding talents have a clear training direction; The second step is to design the talent training scheme for key positions, including the rotation plan and the hierarchical promotion course system design. The third step is to select people with development potential from within the enterprise to hold key positions and reserve talents; The fourth step is to train the selected talents according to the set plan. Under normal circumstances, the training department should carry out the above work at the end of last year, determine the talent echelon training target for the second year, and make the echelon training plan for the second year accordingly. Here, training needs to complete two key tasks. First, establish a hierarchical curriculum system based on the key qualification requirements of posts at all levels; The second is to develop corresponding courses and train qualified lecturers. Some enterprises are prone to two misunderstandings when building talent echelon: First, it is incorrect to designate all management positions as key positions and reserve candidates for each key position. Talents in enterprises can be divided into four categories according to their scarcity and value created for enterprises: core talents, scarce talents, general talents and auxiliary talents. When determining key positions, we should focus on selecting core talents and scarce talents to minimize the training cost of enterprises; Second, although excellent internal talents have been screened and a lot of time and energy have been invested in training, there is no clear training direction. Finally, the talents had to resign and leave because they could not be promoted for a long time. For example, a company recruited nearly 70 fresh college students in 2006, and after more than three months of training, they were assigned to various departments. But in less than half a year, dozens of college students at the headquarters have basically left their jobs except those assigned to sales. The reason is that there is no reasonable personnel training plan before recruitment. In manufacturing enterprises, for ordinary employees, the focus of training is mainly on job skills training. For companies with relatively standardized training foundation, the training department should mainly ask the manufacturing department about the training hours of each employee when analyzing the training needs. For example, the training frequency and quality of ordinary employees should be no less than 2 times and no less than 2 hours per month, and the training department should supervise and inspect the training implementation at the end of each month. For some companies that have not established a sound training system for ordinary workers, it is necessary to communicate with the managers, supervisors and grass-roots managers of the manufacturing department, and at the same time conduct a sampling survey (mainly interviews and tests) on the existing quality and technical level of workers. On the basis of analyzing the labor efficiency, quality, cost and technology of manufacturing department and comparing with the level of benchmark enterprises, the key factors that restrict the production level of manufacturing department at present are found out, and which can be solved through training. In short, the focus of the training needs survey can be summarized in one sentence. Communication is the most important thing to balance the needs of employees' career development on the basis of meeting the needs of the company's strategic development. Only after communicating with the company's top management, department managers and even grass-roots employees can we reach an agreed training demand, and the training next year can be truly solid. The above is the author's practical experience and personal experience in training, limited to the level, shortcomings, please advise colleagues. More in-house training materials:

⑶ How can research courses meet the needs of all kinds of customers?

The research course platform provides different forms for different customers, and urges the plan to help customers input good study habits.

(4) How to be a course consultant

Hello, I'm glad to answer your question about how to be a course consultant. The main thing is to know where the main content of your course is. Course arrangement. And what are the advantages of the course? How to solve problems for customers by studying your course? What customers can get, I hope everyone can help and forget to adopt it.

5] Sales Skills and Words of Furniture Shopping Guide How to do a good job in furniture sales?

First of all, we should understand the basic knowledge of the products sold, such as material, style, technology, size, price, selling point and so on. And it's like learning backwards, you come as soon as you open your mouth. Otherwise, if the customer asks you a price and size, you can still look at the price tag and take a ruler to measure it. If the customer's first impression of you is unprofessional, then your persuasiveness will be greatly reduced!

Second, learn consultative selling technology to sell furniture, which is a very professional sales tool.

Third, the main point that must be kept in mind when doing furniture sales is that we must provide solutions from the customer's point of view and give customers professional and responsible opinions. Never buy furniture just to sell it. Don't just recommend expensive ones, just try to stuff the goods into customers' homes. It's no use. The right one is the best. Only when you get a comfortable home atmosphere, customers will be satisfied and will recommend more relatives and friends to buy.

[6] Insurance Sales Practice Lesson 4 How to Understand Customer's Needs

Grasp the customer's needs Step 1: Ask and grasp the customer's needs Step 2: Listen to the elite insurance Section 1: Why do you want to know the customer's needs? The worst salespeople in the world are nothing more than the following categories: selling refrigerators to Eskimos, selling burglar alarms to beggars, and selling hair tonic insurance to monks. 1. What are the customers' needs? What is it that people satisfy or solve certain things (such as needs, hopes, problems, requirements, purposes, expectations, doubts, etc.)? ) Through products or services? Customer's present situation, customer's expectation and target customer's demand: The reasons for elite insurance customer's demand: Practice finding out customer's demand, and try to judge what their demand is from the following customer statements. 1. I spend a lot of money on communication every month. I am worried about the competitive pressure from other small retail stores. Recently, my car always needs repairing. I don't want to spend too much elite insurance on air conditioning power consumption. 5. My job needs full-color documents. 6. Today, our customers stood in line at the counter for a long time, and they complained a lot. 7. It's been very cold recently, and it's been raining. I feel cold even in the thickest clothes. It takes half an hour to walk to the nearest hospital. 9. With the arrival of new family members, I feel that this house is not enough and very crowded. There are many cars on my children's way to and from school. I am worried about his security elite insurance reference answer 1. Demand: reduce communication costs. 2. Demand: Improve the competitiveness and customer loyalty of our store. 3, demand: reduce the number of car repairs or improve the quality of the car. 4. Demand: low-power refrigerator. 5, demand: color printer elite insurance 6, demand: improve counter work efficiency, reduce customer waiting time 7. Requirements: Warm items (heater, thick coat, quilt, etc. ) 8. Demand: More convenient medical services. Demand: more living space (a big house) 10. Demand: Services, measures or equipment to ensure children's schooling. Elite insurance 2. Understand the value of customer needs. The difference between different sales people in different projects: welcome 50% 10% 35% 50% professional sales people are indifferent 5% 35% 10% 5% general sales people respond to customer commitments, state products, solve problems and find out needs. Elite insurance Section 2: Understanding customer needs: Can you ask questions effectively? (According to your experience in asking customers questions on sales calls, answer the following questions with "Yes" or "No"): 1. Is the question concise? 2. Do prospective customers need to consider the goods before giving you a definite answer? 3. Does the question enable potential customers to evaluate new information and new ideas? 4. Will espionage make you better than your competitors? 5. Can this question guide potential customers (and you) to quote past experience? Is the answer to the elite insurance question unexpected to prospective customers before? The question is whether to carry the sales call to the end stage? Does the problem directly cut into the obstacles of prospective customers? The question is, can you create a positive and guiding atmosphere to facilitate the completion of sales? Question: Can you get some information from potential customers to make your sales easier? When a potential customer asks you a question, do you ask him back? Is the last question you asked a deal? Elite insurance test results: These questions can test whether you are a good questioner as a salesperson. If your answers are all yes or most of them are yes, you can ask customers effectively. Elite insurance 1 the important role of the first inquiry. Asking can get important information from customers. 2. Asking helps to understand the needs of customers. By asking, we can establish a good relationship with our customers. 4. Through inquiry, we can control the situation and promote the inquiry method of selling elite insurance. 2. Open questions, high availability questions, closed questions and imaginative questions. Elite insurance practice: determine which of the following questions is the problem: 1, can you say it? Manager Wang, what do you think of the beverage industry? You mean that you are not very satisfied with the present situation, right? Imagine how quickly your products will become a household name in this city if we adopt our promotion plan. Elite insurance 5. What do you think of the service quality and response speed of our products? 6. What do you think of our products? 7. If you treat the problems and difficulties in your work so carelessly, can your major improve in a few years? 8. Have you decided whether to take this sofa or that sofa? Elite insurance reference answer 1, high-acquisition question 2, open-ended question 3, closed-ended question 4, imaginary question 5, closed-ended question 6, high-acquisition question 7, open-ended question 8, imaginary question elite insurance three questions: 1, it is best to mention each other's name when asking. 2. Ask only one question at a time, and give the other person an appropriate opportunity and time to answer the questions. Don't answer for each other after asking. 4. Don't ask questions about personal privacy or sensitivity. Elite insurance 5. Don't ask too many closed questions. Don't ask the other person questions that he is bored or doesn't like 7. Make sure that the other party gives clear answers to the important questions asked. Ask some easy-to-understand questions. Ask some friendly questions first, and then ask some questions that customers can easily answer. Before asking, fully consider each other's reactions. Get ready. Elite insurance Section III Understanding the needs of customers. Step 2: Listening 1. There are three levels of listening. The first level, good listening needs to hear facts, environmental factors, psychological factors, emotional factors and customer factors. The second level, good listening needs to hear the connection. At the second level, good listening requires hearing and feeling. From listening to listening-listening methods and skills, there are 13 ways to improve listening: 1. Listen carefully. 2. Don't interrupt or answer at will. 3. Use more reactive words or statements. 4. Don't pretend to be listening. 5. Pay attention to keep eye contact with customers when listening. 6. Use feedback, explanations or concluding remarks. 7. Take notes on key issues. 8. You can use habitual body language when listening. 9. Judge the content of the speech. Don't criticize the speaker 10. If you don't understand anything, you should ask for clarification in time 1 1. Through analysis and evaluation, you can hear the theme and general idea of the speech 12. Keep calm when the situation is wrong, continue to listen to 13, and find important sales leads from incomplete or vague information. How is your hearing? 1, I rarely let the speaker finish () Sometimes () is always () 2, I'm sure I know the other person's point of view before giving the answer () Sometimes () is always () 3, I listen to important arguments. Rarely, sometimes. I try to understand each other's feelings rarely () sometimes () always () elite insurance 5. I seldom speak until I think of a solution (). Sometimes () is always () 6. I anticipate my answer first, and then I seldom speak (). Sometimes () it's always () 7. I can control myself when listening.

Once, why should we offer the course of demand mining and trading?

Transaction process