大客戶銷售謀略培訓(xùn)教程(共159頁)(英文版).PPT

1、大客戶銷售謀略大客戶銷售謀略O(shè)bjective of WorkshopUnderstand Characteristics of Major Account Selling Strategies in Whole Lifecycle, thus to+Shorten bid-to-win ratio+Shorten selling cycles+Minimize discounts and negotiated concessions+Establish clear, unique business value with the customers+Reduce selling costs t

2、hrough more effective sales strategies+Increase sales per employee- Develop expected relationship with the customers. Eg. Strategic Partnership etc.AgendaDay 1+How the Customer Make Decisions+SPIN Question Strategy+Account Entry Strategy+Understand Your Customer & Their Business+How to Make Your Cus

3、tomers Need YouDay 2+Influence the customers choice+Differentiation & Vulnerability+Overcoming Final Fears+Sales Negotiation+How to Ensure Continued Success客戶是如何做決策的客戶是如何做決策的How Customer Make DecisionsThe Research BaseThe Customer Decision ProcessAccount Strategy in the Recognition of Needs PhaseAcc

4、ount Strategy in the Evaluation of Options PhaseAccount Strategy in the Resolution of Concerns PhaseAccount Strategy in the Implementation PhaseSummary Overview of Major Account Sales Strategy Sales Strategy should be about customers and how to influence them.+Understanding and Well Prepared are man

5、datory to form a effective sales strategyCustomer Behavior goes through three distinct phases in making a major purchasing decisions+Recognition of Needs+Evaluation of Options+Resolution of ConcernsA fourth phase, follow-up in implementation phases, if it is well handled, can generate significant ad

6、ditional sales opportunities.Each of four phases required a different set of strategies and skills. What is Sales Strategy & What is Major Account Sales Strategy +A way of thinking and directing your actions to effectively influence customer purchasing decisions.Focus on Understanding Customer Behav

7、iorNot Procedure or technique Major Accounts+20/80 rules+New Customers+Potential CustomersExercise: A Typical ERP Deal Lifecycles What is typical ERP Deal Selling Cycles+Customer Decision Process Who is Major Account of ERP S/W+Traditional Mfg+OthersCustomer Decision Process Research BaseNeil Rackha

8、mHuthwaite+35,000 sales calls in 27 countries+10,000 sales +SPIN (Situation, Problem, Implication, Need Pay-off)DecisionI:Recognition OfNeeds VChange OverTimeIVImplementationIIIResolution OfConcernsIIEvaluation OfOptionsBuyer CycleCustomer Decision ProcessA Typical Purchase Decision New Purchase Req

9、uest Of Procurement Department What A Procurement Manager Say:+Problem, Dissatisfaction, can not solve with existing equipment or supplies+Spec.; Objective; Must & Wants; Vendor Selection+If decision is big; carefully resolve all concern.Exercise 1. Procurement Process Read Appendix A: Procurement P

10、rocess Do you know it before, and how you know which phase you are in while you bid, and your strategies on each phase. 10 minutesAccount Strategy in the Recognition of Needs PhaseThe Most Effective Selling Strategy During the Phase:+To uncover dissatisfaction in the account and to develop that diss

11、atisfaction until it reaches the critical mass.When dissatisfaction reaches a sufficient level of intensity or urgency, the account makes a decision to change.Success sales asks a lot of questions during sales calls than do their less successful colleaguesQuestioning Skills (SPIN)Account Strategy in

12、 the Evaluation of Options Phase The Most Effective Selling Strategy During the Phase:+To Centralize On Understanding, Influencing, and Responding to Customer Decision Criteria.Differentiate your solution with your competitors is one of your effective selling strategy.Common Faults during the period

13、 is failure to recognize that a shift has taken place in customer concerns.Not try to uncover customer guideline, or criteria, for making the decision.Account Strategy in the Resolution of Concerns Phase The Most Effective Sales Strategy During the Phase+To uncover and help resolve perceived riskLas

14、t minutes fears and concerns arises that can block the decision or cause customers to re-open discussions with competitors. A successful sales normally works to uncover and resolve issues that are troubling the customer, even if these issues are uncomfortable and difficult to discuss.Negotiation is

15、key selling tool of the phase.Account Strategy in the Implementation Phase Most Effective Strategy of the Phase+Follow-up after post implementation leads to continued success.+Very Few major sales stop when the customer signs the contract.How to build up long term relationship with the customers?Thi

16、nk About How to Build Up Strategic Relationship with the Customer?Customer Decision PhasesDecision PhaseTypical Customer Concerns During the PhaseSign that the Phase is Over and the next phase are startingCommon Strategies errors in this phaseRecognition of Needs-How we a problem-How big is it-Does

17、it justify actionsCustomer accepts that the problem is severe enough to justify changed and therefore decides to take actionsFailure to investigate/develop customer needsMaking product presentations too earlyEvaluation of Options-What criteria should we use in making a decision- Which competitor bes

18、t meets our criteria?Customer has a clear decision mechanism in place and has used it to select 1 or more final contenders Failure to uncover customers criteriaLittle attempt to influence/change stated criteriaResolution of Concerns-What are the risks of going ahead?-What if it goes wrong?-Can we tr

19、ust these people?Customer make the purchasing decisions Ignoring concerns in the hope theyll go away.Pressuring the customer to make a decisionImplementation- Are we getting value from the decision?- How quickly will we see the resultsNew needs and dissatisfactions ariseFailure to treat implementati

20、on as a sales opportunitiesFailure to anticipate vulnerable implementation points強(qiáng)大的銷售工具強(qiáng)大的銷售工具 提問策略提問策略準(zhǔn)備SPIN Questioning Situation Questions+Questions that gather data and background facts.: How many people do you employ? Whats your present ERP system?Problem Questions+Questions that uncover probl

21、ems, difficulties and dissatisfactions.: Are you happy with existing ERP system? Does the existing ERP system has reliability problems.?Implication Questions+Questions that explore the consequences or implications of customers problemE.g.Does this problem leads to increased costsAs a result of the p

22、roblem, do we get more down time.Need-payoff Questions+Questions that explore the value or usefulness of solving a problemEg. Why is it so important to you.?Would it be useful if ?Implied Needs, Explicit Needs, Benefit, Advantage, FeaturesImplied Needs+Statement by the customers about problems, diff

23、iculties or dissatisfactions with the existing situation.Eg. I always get behind schedule.We have been lost a lot of money in this area.Explicit Needs+Statements of a customers wants or intentions. Eg. What I need is I want some to Benefits+Statements which show how a product, a product feature or a

24、dvantage meet explicit need which has been stated by the customer.Eg. You have said you need fast turnaround, we can give it to you by the end of the monthAdvantage+Statement showing how a product, product feature can be used or help the customer. Most advantages can be expressed in the form : becau

25、se of feature, you can .” Eg. Because of our ERP product finance module, you can get . Our new model can save additional 8% material cost.Features+Characteristics of a product or servicesEg. This unit cost $400.This is a closed loop feedback system.SPIN FormSituation QuestionProblem QuestionImplied

26、NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefitsAdvantageFeatureNormal Sales Call Planning FormSituation:The background information I need before probing for the problem:-ProblemsThe difficulties the customerhas that I could solve.-Implications“Knock on” effects for each problem s

27、tated-PayOfThe Value to the customer of solving these problems.-SPIN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Achieve fact finding objectives Have low selling impact Useful at focus of receptivity Achieve uncovering dissatisfaction objectives Hav

28、e moderate selling impact Useful at focus of dissatisfactionAchieve Objective s of developing and channel satisfaction Have high selling impact Useful at focus of dissatisfaction and focus of power Achieve objectives of rehearsing and selectively channeling customer attention Have high selling impac

29、t Useful at focus of dissatisfaction and focus of power強(qiáng)大的銷售工具強(qiáng)大的銷售工具理解你的客戶理解你的客戶準(zhǔn)備Account FundamentalOwnership LocationCorporation ActionsFinancial PerformanceFuture ProspectsTimingOrganizationTop management cadreUnderstanding Your Customers : Organisation Structure & DynamicsObjectivesPurpose+Prov

30、ide a framework for better understanding of the clients organisation and how they make decisionsOutput+Organisation Map & People ProfilesBenefits+Improve your view into the clients organisation for improved relationship management+Develop relationships with the right people who can provide insight a

31、nd directionKey Components of Understanding Customers OrganisationMacroFormal StructurePolitical StructureInner CircleInfluence NetworksMicroCoverageStatusDecision OrientationInnovation / ChangeMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationCharacter ProfileMaslowAdapt

32、abilityDecision OrientationLevels of ContactYour PositionChen YuanCEO#%BVEMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA : Self ActualisationE : EsteemB : BelongingS : SafetyP : PhysiologicalMapping NeedsSA : Self ActualisationE : EsteemB : BelongingCEOSenior VPSal

33、es & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBAdaptability to Change - Technology Adoption LifecycleInnovatorsVisionariesPragmatistsConservativesLaggardsAdaptability to ChangeInnovatorsVisionariesPragmatistsConservative

34、sLaggardsStatus QuoReference SitesWhat They WantWhat They BuyYour Value PropositionNot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised SolutionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excell

35、enceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInvestment protectionMapping Adaptability to ChangeI : InnovatorV : VisionaryP : PragmatistC : ConservativeL : LaggardCEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Direc

36、torof ITControllerSAESABBSAEEBBVVVPPIILCCDecision Orientation“On what factors does our client base their decision on ?”Financial$Technical TRelationshipRBusinessBMapping Decision OrientationB : BusinessR : RelationshipF : FinancialT : Technical CEOSenior VPSales & MarketingSenior VPCFOVP FieldOperat

37、ionsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTRLevel of ContactNo Contact!Brief Contact %Multiple Contacts*In-Depth“How often do we meet with our client ?” Mapping Contact Coverage ! : No Contact% : Brief Contact * : Multiple Coverage : In-

38、Depth *CEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!%Your Position EnemyXNon-Supporter“Where are we with the client ?” MentorMMapping Our PositionX : Enemy : SupporterM: MentorCEOS

39、enior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!# Gate Keeper - Influencer - Decision MakerHardest way to allocate purchase channel for a new innovative products and services in Selling C

40、ycles E.G. Mfg. Barcode Printing Outsourcing SolutionSuccess sales normally find a focus (sponsor) within account helping him move towards a point from which they should begin developing needs.3 focus model for successful people to find sponsorsThe focus on receptivityThe focus on dissatisfactionThe

41、 focus on powerWhere is decision maker Exercise +Who is the decision maker for ERP project bid.CEOCFOCTO or others.What is your passing experience to connect to decision maker?Entry Strategies Successful people tended to seek a sponsor+SponsorAn Individual within the account who helped them, advised

42、 them, and if necessary, represented them in place where they could not gain accessNot only individual, But more a particular function or area of an account as sponsor. Focus+FocusA “ Focus” Within Account a person, a committee or a department who would help them move toward a point from which they

43、could begin developing needsThe Three Focus Points of An Entry Strategy (I) Sales People normally could find sponsors from 3 focus points:+The focus of receptivity:the point in an account where there were receptive people who were prepared to listen sympathetically+The focus of dissatisfaction: the

44、point in an account where there were people unhappy with the present system or supplier.+The focus of power: the elusive point in an account where there were people able to make decision.Especially for account, no purchasing channel existed.Entry Strategy ModelFocus of ReceptivityFocus of Dissatisfa

45、ctionFocus of PowerLeads you toLeads you toThe Individual, functional area or location most likely to-Listen receptively- Provide you with informationThe Individual,functional area or location most likely to- Perceive problems and dissatisfaction in an area where you can help.The Individual,function

46、al area or location most likely to- Approve action- Prevent action- Influence actionThe Focus of Receptivity Easiest starting point for your account penetration+The reason why they want to listen Objective of sales to focus on receptivity+Find out information+Gain access to focus of dissatisfactionD

47、anger of Focus of Receptivity Do not misinterpreted the interest as progress+Remember your strategic objective is “ Information” & “ Access” Danger of distraction Danger of misinterpretation Danger of presentationMoving From Receptivity to Dissatisfaction Objective of Focus on Receptivity+Gain acces

48、s to person or function who probably not satisfied Use SPIN Situational questionE.G Do you know anybody in your company whos experiencing problems in this areas- Less successful sales concentrated on impressing the receptive person.- Focus of Receptivity, Focus of Dissatisfaction and Focus of Power

49、may be same person.Identify the Focus of Dissatisfaction Mindset to set your product in problem-solving terms to allocate focus of dissatisfaction. SPIN Questioning SkillsInfluence the focus of dissatisfactionThe objective of influence the focus of dissatisfactionUncover dissatisfaction and develop

50、it to a point where the customer wants to take actionUse the dissatisfaction youve developed to gain access to the decision maker, either directly or by using your sponsor to sell on your behalf.SPIN Call Planning FormMoving to the Focus of Power Identify the focus of Power Direct or indirect interf

51、ace with focus of PowerSelling at the Focus of PowerWhats typical characteristics of executive or high level manager+Normally busy+Objective oriented, value driven+ConfidenceDanger of selling at the focus of power:+Failure to do homework+Failure to take control+Premature meeting+Inappropriate expect

52、ations“Well Prepared & Understanding your customer is KEY”Experience Sharing:How to make an appointment with VIPSet appointment with decision maker is difficultHow to get the face to face opportunities+Homework, dollarize the reason why the customer should do the business with you.+Send a four or fi

53、ve sentence letter to the customer detailing the dollarized bebefit of the product and promising a follow-up phone call.+The objective of the letter is to let the customer take the phone call+When you have the customer on the phone, suggest a meeting, then ask “is Tuesday at three OK” “ How about ne

54、xt Friday at three”“OK, great, the meeting will take about twenty minutes. See you at three, thanks”This is typical a killer sales question because it leads to that precious appointment over 90 percent of the time.Develop Your Account Entry StrategyFirst, Decide who is likely to be most receptive to

55、 product or services like yours.Approach receptivity and ask for meeting and ease receptivity fears on hard selling.Uncover information during the meetingLocate the focus of dissatisfaction, setup the meeting, prepare a question list which youll ask to uncover potential dissatisfactionConduct severa

56、l meeting with your contact at the focus of dissatisfaction. Youll need to meet other individuals in order to justify involving people at the focus of power.The objective of the phase is to develop satisfactionDevelop a sponsor at the focus of dissatisfaction either introduce you or represent you at

57、 the focus of power. Case Study: How to penetrate to a medical account to sell you finance software Assume you are sales rep. in a finance s/w company, a Shanghai Stock Exchange listed company opened a new factory in your territory in 2002, you get information that the factory will have a new projec

58、t to standardize its finance operation, you company are one of 2 top players in the area. Develop you account penetration strategies. The objective is to gain bid right for the project.如何讓你的客戶需要你如何讓你的客戶需要你認(rèn)識需求階段策略認(rèn)識需求階段策略認(rèn)識需求階段AgendaObjectives for the Recognitions of Needs PhaseUncovering Dissatisfa

59、ctionSetting Your ObjectivesPlanning Your QuestionsAsking Situation QuestionsAsking Problem QuestionsHow Problems Are DevelopedSelling to the Focus of DissatisfactionGaining Access to Decision MakersSelling Indirectly to Decision Makers+Prepare Your Sponsor+Need payoff QuestionsThe SPIN Questioning

60、Strategy認(rèn)識需求認(rèn)識需求客戶意識到有新的購買需求。策略目標(biāo)： 發(fā)現(xiàn)不滿 擴(kuò)大不滿 根據(jù)客戶的不滿提供解決方案Recognition of NeedsThe account recognizes that a need exists which justifiesa purchasing action. Strategic Objectives: Uncover dissatisfaction Develop dissatisfaction Selective channel dissatisfactionObjectives for the Recognition of Needs P