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1、大客户销售谋略,2003.10-11-10-12,Objective of Workshop,Understand Characteristics of Major Account Selling Strategies in Whole Lifecycle,thus toShorten bid-to-win ratioShorten selling cyclesMinimize discounts and negotiated concessionsEstablish clear,unique business value with the customersReduce selling co
2、sts through more effective sales strategiesIncrease sales per employee-Develop expected relationship with the customers.Eg.Strategic Partnership etc.,Agenda,Day 1How the Customer Make DecisionsSPIN Question StrategyAccount Entry StrategyUnderstand Your Customer&Their BusinessHow to Make Your Custome
3、rs Need YouDay 2Influence the customers choiceDifferentiation&VulnerabilityOvercoming Final FearsSales NegotiationHow to Ensure Continued Success,客户是如何做决策的,How Customer Make Decisions,The Research BaseThe Customer Decision ProcessAccount Strategy in the Recognition of Needs PhaseAccount Strategy in
4、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 mandatory to form a e
5、ffective sales strategyCustomer Behavior goes through three distinct phases in making a major purchasing decisionsRecognition of NeedsEvaluation of OptionsResolution of ConcernsA fourth phase,follow-up in implementation phases,if it is well handled,can generate significant additional sales opportuni
6、ties.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 BehaviorNot Procedure or techniq
7、ueMajor Accounts20/80 rulesNew CustomersPotential Customers,Exercise:A Typical ERP Deal Lifecycles,What is typical ERP Deal Selling CyclesCustomer Decision ProcessWho is Major Account of ERP S/WTraditional MfgOthers,Customer Decision Process Research Base,Neil RackhamHuthwaite35,000 sales calls in 2
8、7 countries10,000 sales SPIN(Situation,Problem,Implication,Need Pay-off),A Typical Purchase Decision,New Purchase Request Of Procurement DepartmentWhat A Procurement Manager Say:Problem,Dissatisfaction,can not solve with existing equipment or suppliesSpec.;Objective;Must carefully resolve all concer
9、n.,Exercise 1.Procurement Process,Read Appendix A:Procurement Process Do you know it before,and how you know which phase you are in while you bid,and your strategies on each phase.10 minutes,Account Strategy in the Recognition of Needs Phase,The Most Effective Selling Strategy During the Phase:To un
10、cover dissatisfaction in the account and to develop that dissatisfaction 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 succe
11、ssful colleaguesQuestioning Skills(SPIN),Account Strategy in 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 e
12、ffective selling strategy.Common Faults during the period 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
13、 the PhaseTo uncover and help resolve perceived riskLast 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 u
14、ncomfortable and difficult to discuss.Negotiation is key selling tool of the phase.,Account Strategy in the Implementation Phase,Most Effective Strategy of the PhaseFollow-up after post implementation leads to continued success.Very Few major sales stop when the customer signs the contract.How to bu
15、ild up long term relationship with the customers?Think About How to Build Up Strategic Relationship with the Customer?,Customer Decision Phases,强大的销售工具 提问策略,准备,SPIN Questioning,Situation QuestionsQuestions that gather data and background facts.E.g:How many people do you employ?Whats your present ERP
16、 system?Problem QuestionsQuestions that uncover problems,difficulties and dissatisfactions.E.g:Are you happy with existing ERP system?Does the existing ERP system has reliability problems.?Implication QuestionsQuestions that explore the consequences or implications of customers problemE.g.Does this
17、problem leads to increased costsAs a result of the problem,do we get more down time.Need-payoff QuestionsQuestions 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,Features,Implied NeedsSt
18、atement by the customers about problems,difficulties or dissatisfactions with the existing situation.Eg.I always get behind schedule.We have been lost a lot of money in this area.Explicit NeedsStatements of a customers wants or intentions.Eg.What I need is I want some to BenefitsStatements which sho
19、w how a product,a product feature or advantage 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 monthAdvantageStatement showing how a product,product feature can be used or help the customer.Most advantages can
20、 be expressed in the form:because of feature,you can.”Eg.Because of our ERP product finance module,you can get.Our new model can save additional 8%material cost.FeaturesCharacteristics of a product or servicesEg.This unit cost$400.This is a closed loop feedback system.,SPIN Form,Situation Question,P
21、roblem Question,Implied Needs,Explicit Needs,Implication Question,Need-Payoff Question,Benefits,Advantage,Feature,Normal Sales Call Planning Form,Situation:The background information I need before probing for the problem:-,ProblemsThe difficulties the customerhas that I could solve.-,Implications“Kn
22、ock on”effects for each problem stated-,PayOfThe Value to the customer of solving these problems.-,SPIN Questioning Strategy,Situation Question,ProblemQuestion,Implication Question,Need Pay Off Question,Achieve fact finding objectives Have low selling impact Useful at focus of receptivity Achieve un
23、covering dissatisfaction objectives Have 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 cus
24、tomer attention Have high selling impact Useful at focus of dissatisfaction and focus of power,强大的销售工具理解你的客户,准备,Account Fundamental,Ownership LocationCorporation ActionsFinancial PerformanceFuture ProspectsTimingOrganizationTop management cadre,Understanding Your Customers:Organisation Structure&Dyn
25、amics,Objectives,PurposeProvide a framework for better understanding of the clients organisation and how they make decisionsOutputOrganisation Map&People ProfilesBenefitsImprove your view into the clients organisation for improved relationship managementDevelop relationships with the right people wh
26、o can provide insight and direction,Key Components of Understanding Customers Organisation,MacroFormal StructurePolitical StructureInner CircleInfluence Networks,MicroCoverageStatusDecision OrientationInnovation/Change,Maslows Hierarchy of Needs,Character Profile,Maslow,Adaptability,Decision Orienta
27、tion,Levels of Contact,Your Position,Chen YuanCEO,#,%,B,V,E,Maslows Hierarchy of Needs,Physiological,Safety,Belonging,Esteem,Self-Actualisation,SA:Self ActualisationE:EsteemB:BelongingS:SafetyP:Physiological,Mapping Needs,SA:Self ActualisationE:EsteemB:Belonging,Adaptability to Change-Technology Ado
28、ption Lifecycle,Innovators,Visionaries,Pragmatists,Conservatives,Laggards,Adaptability to Change,Mapping Adaptability to Change,I:InnovatorV:VisionaryP:PragmatistC:ConservativeL:Laggard,C,Decision Orientation,“On what factors does our client base their decision on?”,Financial$,Technical T,Relationsh
29、ipR,BusinessB,Mapping Decision Orientation,B:BusinessR:RelationshipF:FinancialT:Technical,Level of Contact,No 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-Depth,*,%,Your Position
30、,EnemyX,Non-Supporter,Neutral#,Supporter,“Where are we with the client?”,MentorM,Mapping Our Position,X:Enemy:SupporterM:Mentor,#,#,X,M,#,#,M,M,%,Position in Organisation&Influence,InnerCircle,PoliticalStructure,InfluenceStructure,PhysicalStructure,Position,Influence,Mapping The Informal Structure,#
31、,#,X,M,#,#,M,M,You,%,Inner Circle and Political Structure,Inner Circle,Political Structure,Business Value,Define the organisations businessobjectives and strategy,Responsible for executing the objectives and strategy,Philosophy,Defined organisations culture based on their philosophy and values,Under
32、stand and assimilate into the organisations cultureView policy and procedures as a guideline,Recognised as consistentlysuccessful in the past and sought out by others for advice,Recent successful performance instilsconfidence in their abilityto handle new,highly visible projects,Partners,Centre of t
33、he organisationsinformal communications network,End nodes of the informal communicationnetwork collection and providinginformation to the inner circle,TrackRecord,Trust&Influence Networks,You,X,M,#,#,M,M,%,Exercise III:Mapping The OrganisationTake 20 minutes to analyse your customer.,Mapping Your Cl
34、ients,Step 1:Define the formal Organisation StructureFor each individual:Step 2:Identify their needs levelStep 3:Identify their adaptability to changeStep 4:Identify their Decision OrientationStep 5:Identify your level of contactStep 6:Identify your positionStep 7:Present your map to your account te
35、am,强大的销售工具 了解你的客户的业务,准备,ObjectivesTo build an overview awareness of customers business activitiesTo know how to track customer informationTo know where to find customer informationTo know how to use frameworks to keep track of customers business,Understanding Your Customers Business,Understanding Yo
36、ur Customers Business,Collect&Monitor Information from HP SalesTrack local news and mediaTrack your customers competitionKeep a diary of eventsRead Customers Annual Business Report/Financial Statements,Understanding Your Customers Business,Business Performance Factors:Political,Economical,Social,Tec
37、hnicalCustomer Business Structure Map:Systems,Style,Staff,Strategy,Skills,Staff and Shared Vision7s Model,SummaryUnderstand how to track customers business informationUse PEST&7S modelKnow where to get customer information,Understanding Your Customers Business,进入客户策略 追根溯源,投标前阶段,Account Entry Strateg
38、y:Getting to Where It comes,The Purchase ChannelWhere is the Decision MakerEntry StrategyThe Three Focus Points of an Entry StrategyThe Focus of ReceptivityThe Danger of ReceptivityMoving From Receptivity to DissatisfactionIdentifying the Focus of DissatisfactionInfluencing the Focus of Dissatisfact
39、ionMoving to the Focus of PowerSelling at the Focus of PowerWhen the Focus of Power ChangesDeveloping Entry Strategies,The Purchasing Channel,Routine Account Penetration ChannelSales-Gate Keeper-Influencer-Decision MakerHardest way to allocate purchase channel for a new innovative products and servi
40、ces in Selling Cycles 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 dissat
41、isfactionThe focus on power,Where 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 sponsorSponsorAn Individual within the account who helped t
42、hem,advised 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.FocusFocusA“Focus”Within Account a person,a committee or a department who would help them move toward a point from which the
43、y could begin developing needs,The 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 sympatheticallyThe focus of dissatisfaction:the p
44、oint 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 Model,Focus of Receptivity,Focus of Dissatisfac
45、tion,Focus of Power,Leads you to,Leads you to,The Individual,functional area or location most likely toListen receptively Provide you with information,The Individual,functional area or location most likely to Perceive problems and dissatisfaction in an area where you can help.,The Individual,functio
46、nal area or location most likely to Approve action Prevent action Influence action,The Focus of Receptivity,Easiest starting point for your account penetrationThe reason why they want to listenObjective of sales to focus on receptivityFind out informationGain access to focus of dissatisfaction,Dange
47、r of Focus of Receptivity,Do not misinterpreted the interest as progressRemember your strategic objective is“Information”&“Access”Danger of distractionDanger of misinterpretationDanger of presentation,Moving From Receptivity to Dissatisfaction,Objective of Focus on ReceptivityGain access to person o
48、r function who probably not satisfiedUse SPIN Situational questionE.G Do you know anybody in your company whos experiencing problems in this areasLess successful sales concentrated on impressing the receptive person.Focus of Receptivity,Focus of Dissatisfaction and Focus of Power may be same person.
49、,Identify the Focus of Dissatisfaction,Mindset to set your product in problem-solving terms to allocate focus of dissatisfaction.SPIN Questioning Skills,Influence the focus of dissatisfaction,The objective of influence the focus of dissatisfactionUncover dissatisfaction and develop it to a point whe
50、re 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 Form,Moving to the Focus of Power,Identify the focus of PowerDirect or indirect interface with focus of
