重點(diǎn)客戶(hù)如何銷(xiāo)售

1、Welcome toTarget Account Selling 2022/8/2Program ObjectivesDeveloping and testing a comprehensive plan for your sales opportunityEnabling you to communicate more effectively with your teamShifting your sales focus from tactical to strategicHelp you win by.Focusing on the right issues with the right

2、peopleat the right timeProgram MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTa

3、rget Account Selling Process1234567Sales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitiveTime and $VersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagemen

4、tOutcomePoliticalSolutionValueExecutiveDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsNot in ControlSalesPersona

5、lControl is providing business value for the customer whileforcing the competition to operate in react mode.It is difficult to control external events unless you arein control.Unreturned phone callsNo access to informationCriteria slantedCriteria constantly changesDelaysBudget goes awayQuestioning b

6、y customers probing your weaknessesPlayers changeMeetings cancelledMeetings delegatedPreoccupied with priceNo inside supportNot knowing youre winningAlways 5 minutes lateToo many hoursToo much telephone timeContinual crisisNot having funPurposeProvide you with a structured, repeatable methodology fo

7、r analyzing a sales opportunityBenefitsQualify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectivesInvest time, energy and resources on the opportunities you are most likely to winCommunicate the key issues more effectivel

8、y using a common languageOutputComprehensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.7I

9、ntroduction+ABCPage 2.8Current: good win ratePotentialZ = 1Z = 0A C CompromisedX & Y LostZ = -1XYZFour Key Questions - The 4 Principles of SellingIs there an opportunity?Can we compete?Can we win?Is it worth winning?Page 2.9Is There An Opportunity?Page 2.10#1Customers Application or ProjectWhat are

10、the customers requirements?What are the customers key issues and objectives for the project?Who initiated the project? Wholl be working on the project?How does this project fit into the customers business strategy?#2Customers Business Profile#3CustomersFinancial Condition#4Access to FundsWhat are th

11、e customers products and services?What are their key markets?Who are their key customers and competitors?What is driving the customers business internally and externally?What are their revenue and profit trends?How do their financials compare to similar companies?What is their financial outlook?What

12、 are the customers key performance metrics?What is the budget for this project?What is the customers budgeting process?What is the priority of this project compared to others?What are the customers alternative uses of capital?#5 Compelling EventWhy does the customer have to act?What is the deadline

13、for the customer to make a decision?What are the consequences if this project is delayed?What is the payback for the customer if the project is completed on time?What will be the measurable impact on the customers business?BusinessInitiativesBusiness DriversBusiness ProfilePage 2.11CompellingEventCo

14、nsequencesPaybackProblemsOpportunitiesCan We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current RelationshipWhat are the customers decision criteria?What is the formal decision process?Which decision criteria are most important? Why?Who formulated the decision crite

15、ria?Page 2.12How well does our solution solve the customers problem?What does the customer think?What modifications or enhancements will be required?What external resources do we need to meet the customers requirements?How much time will the sales team need to invest on this opportunity?What additio

16、nal internal or external resources will you need to winthis opportunity?What is the projected cost of sales?What is the opportunity cost?What is the status of your relationship with the customer?What is the status of each competitors relationship with the customer?Whose relationship provides competi

17、tive advantage for this opportunity?How do you and each of your competitors compare to the customers view of the ideal relationship?#10 Unique Business ValueWhat is the specific or measurable business result that wewill deliver?How does the customer define value? How will they measure it?How have we

18、 quantified this value in the customers terms?Has the customer confirmed their understanding of the value we will deliver?How does this value differentiate us from our competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.13CompellingEventsUniqueBus

19、inessValueAnswer the questions . . . Whats the issue?How is it affecting the customer?What are the consequences or payback?How can you help?Developing Your Value PropositionPage 1.9IncreaseCosts/ConsequencesValue = Benefits - Costs/Risks/ConsequencesPage 3.9RevenueMarket shareCustomer satisfactionIn

20、ventory turnsLoad factorShareholder valueCustomer baseOrder fulfillment timeExpensesRejects/returnsWasteAdministrative costsNumber of days supply (of inventory)Time to close an orderCycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisition Costs

21、Set-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffect existing businessesAwaken their competitionModifications to existing processesOpportunity Costs (Risks & Consequences

22、)Value Proposition TemplatesYou will be able to _ resulting in _ by implementing our _. We delivered similar results at _ which resulted in _.By changing from _ to _, you will affect _ which means _. We will track the value delivered by _ and report it back to you _.We can help you address _ by inst

23、alling _ which will result in _. We will ensure your return on investment by _.business initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency/timecompel

24、ling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10Sample Value PropositionsYou will be able to reduce the number of repeat customer service calls by 15% resulting in an estimated monthly savings of $3.4M by implementing our Siebel Call Center Application. We deliver

25、ed similar results at United Telecom, which achieved a 25% improvement in first contact call resolution.By changing from a patchwork of home grown solutions to Siebels eBusiness suite, you will reduce your total cost of ownership by $100M, which represents a 40% increase in Earnings Per Share. We wi

26、ll establish a metrics score card to assist you in evaluating program performance and report it back to you at six month intervals.(business initiative)(measurable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value trac

27、king system)(frequency / time)Page 3.13aCan We Win?#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignmentWho in the customers organization wants us to win?What have they done to indicate their support?Are they willing and able to act on your

28、 behalf?Do they have credibility within their own organization?Page 2.8Which executive(s) will affect or be affected by this decision?How have you established trust and credibility with them?How will you gain access to those executives?What is your plan to gain return access to them?What is the cust

29、omers culture?How does this compare with our company?What is the customers philosophy towards vendors and suppliers?Can we adjust or adapt? Do we want to?How will the decision really be made?What intangible, subjective factors could affect this decision?What are the unstated issues?Whose private opi

30、nions do we know? Which ones count?Who are the most powerful people involved in this decision?Do they want us to win? Why?Are they able to influence or change the decision criteria?Can they create a sense of urgency? How have they demonstrated this in the past?Is It Worth Winning?#16Short-TermRevenu

31、e#17Future Revenue#18Profitability#19Degree of Risk#20Strategic ValueWhat is the order amount?Does it exceed our threshold? $ _When will it close?Is it within our time frame? _ daysWhat is the potential for future business within the next year? Within the next three years?Does it exceed our threshol

32、ds?How is this project or application linked to future revenue?How will you ensure customer promises become commitments?What is the projected profit on this sales opportunity?Does it exceed our profit threshold?What impact will discounts have on profitability?How can we improve the profitability on

33、this opportunity?How could we cause our solution to fail?What are the critical dependencies in delivering value to the customer?How could the customer cause our solution to fail?What is the impact on our business if the solution fails?What is the value of this opportunity to us beyond the revenue?Ho

34、w does this opportunity fit in our business plan?How can we leverage this opportunity into revenue from other companies or markets?How will this opportunity help us improve our product or service?Page 2.9Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOME

35、RS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth

36、Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUN

37、IQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHIndividual Exercise: Current OpportunityStep 1Use your current sales opportunity and complete the Opportunity Assessment on page 2.11Identify your primary competitorStep 2Rate your position a

38、gainst each criterion:(+)if it is accurate, known and favorable()if it is unfavorable(?)if it is unknownStep 3In the shaded column, rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FINISH BY:Page 2.10aOpportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDE

39、FINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19H

40、IGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTIO

41、N FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHBusiness PartnersProviding you with access to new markets or customersLeveraging existing relationships with key players in your customers organizationProviding new levels

42、of expertise in specific industry segmentsExpanding your ability to deliver a “whole product” or complete solutionReducing the risks associated with the implementation of complex solutionsBusiness Partners can help you advance your sales campaign byPage 1.20The Partners Role in Your Value ChainSolut

43、ionsMarketingSales Implementa-tionPost-Sales Service and SupportSolutionsMarketingSalesImplementationPost-SalesWhat solutions are available from your business partner that could enhance your ability to compete?What competitors does this partner work with?What market share objectives does your partne

44、r have for this market or industry segment?What specific resources have they dedicated to this market segment?How effective is the business partners salesperson or sales team associated with your joint business?Has the partner assigned the appropriate resources?Is there an agreed-to engagement proce

45、ss?How are your partners implementation services structured?What specific implementation services can be applied to your joint business?What services are available to support the implementation on a long-term basis?How do your companys offerings complement those of your business partners?Page 1.21Pa

46、rtner Assessment WorksheetIs there an opportunity?(#1-5)Understanding the customers application or projectProviding a perspective on the customers financial conditionUnderstanding the customers budgeting processCreating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it wo

47、rthwinning?(#16-20)Knowledge of the customers formal decision criteriaProviding solutions that lead to whole products or complete solutionsUnique sales resourcesExisting relationships with key playersUnique business value beyond yoursAccess and credibility at the executive levelUnderstanding of the

48、customers cultureKnowledge of the customers informal decision processAccess to the most influential people in the customers organizationUnderstanding the linkage of the project to future revenueReducing the risks associated with the projects implementationDeveloping a solution that provides signific

49、ant strategic valueExamplesYour OpportunityHow can your business partner help you withPage 1.22Team Activity: Analyze Your Business PartnersStep 1Review the examples shown next to each of the four key questions Step 2Identify the specific areas where your business partner can help advance your team

50、opportunityCite the specific criteria (e.g., #5, #10, etc.)Step 3Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.Page 1.23PurposePurposeProvide you with a framework for developing a winning strategyBenefitsAl

51、ign your sales objectives with the customers business objectives so you can communicate your unique business valueSelect a competitive sales strategy that enables you to close the sales opportunityOutputAnalysis of your position for this opportunityCompetitive strategy to win your sales opportunityS

52、trategyAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 3.27TAS Planning Methodology Page 2.28Describes the general approachThe route to the objectiveConnected to t

53、he strategyIndividual, style-dependentFlexible, dynamicTied to the actionsIdentifies the specific people, programs and money requiredLong-rangeVisionaryDefines our relationshipSpecific (products/services) Measurable (order amount) Time-bound (close date) Ensures that your plan is realisticShould sup

54、port your customers business plan oaltrategyctionsSAesourcesRbjectiveOestTGWhere are we going?How will we achieve the objective?What specific actions will we implement?What resources are required?What specific actions will we implement?Does our plan create value for the customer?(#4)What must we acc

55、omplish?(#7)(#5)GoalObjectiveStrategyCustomerSales TeamBecome the industry leader in customer service Improve initial call response to average of less than 2 minutesImprove problem resolution to less than 4 hoursDecrease customer defection rate to 1.5%Achieve a payback within 18 months on our invest

56、ment of $5M in new technologyInstall an integrated customer management system that functions the same throughout the world by October 15Become National Manufacturings trusted adviser on the application of technology to customer serviceSecure a $3M commitment for a customer service solution that incl

57、udes:X-100 System ($500K)Custom software ($1.2M)Project management services ($1.3M)no later than March 31Shift the decision criteria from product technology to application expertise and worldwide supportExamplePage 3.29The Art of War Sun TzuKnow yourself, know your enemy, and you need not fear one h

58、undred battles. Know only yourself and not your enemy, and for every victory gained you shall sustain defeat. Know neither yourself nor your enemy, and you shall succumb in every battle. Your strength will eventually become your weakness. The key to victory is not in defeating the enemy, but in defe

59、ating the enemys strategy; therein lies their vulnerability.Origin of StrategyPage 3.5DevelopFlankingDefendFragmentFrontalCompetitive StrategiesPage 3.6No Compelling Event ORNo UBVCompelling Eventexists/or you can create one ANDYou have UBVPositionAttackFrontal StrategyDefinitionA frontal strategy i

60、s a direct approach based on the customers perception of your overwhelming superiority in solution, price or reputation.Guidelines/CaveatsVariationsPage 3.73:1 advantageRequires size, speed or surpriseResource intensive (#8)Blatant/obviousMost often used and easily defeated strategyFeatures/price/pe