重点客户如何销售.ppt

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1、Welcome toTarget Account Selling,讳厌措受累障质苯紊侠短边湾芥娃樊污泣谰预担而颠椅半居军享石漳馒早重点客户如何销售重点客户如何销售,Program Objectives,Developing and testing a comprehensive plan for your sales opportunity,Enabling you to communicate more effectively with your team,Shifting your sales focus from tactical to strategic,Help you win by

2、.,Focusing on the right issues with the right peopleat the right time,陵土莹铀蔫樊极浓茵往驾想焰桓驹拼辞昧找区怎辟陷恼闰内更领谤漠宪雏重点客户如何销售重点客户如何销售,Program Map,Opportunity Assessment,Strategy,Politics,Alignment,Planning,Testing,Implementation,Program Modules,Assess the Opportunity,Set the Competitive Strategy,Identify the Key P

3、layers,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,Target Account Selling Process,1,2,3,4,5,6,7,俘棒沙道轨逼炔俺规尚丙桩轴健八倒效离融丈瘫厩榨奉站豫白斩最怔旬诫重点客户如何销售重点客户如何销售,Sales Return on Investment,Level 1,Level 2,Level 3,Productivity,Time,Tactical,Strategic,Competit

4、ive,Time and$,书怯未芹写橡秦各靡册弄憾当戌它亲阎童罗变图轨熄膳伞驴草拐穆镭里诊重点客户如何销售重点客户如何销售,Versatility,Level 1,Level 2,Level 3,Focus,Orientation,Repertoire,Finance,Relationships,Event,Product/Service,Technology,Price,Operations,纱埃学嘛昧展姨力湃翅母拇疾瑟顾荐厩敦迟咆袍义塔胎月饼头寄穗踢烂洽重点客户如何销售重点客户如何销售,Development,Status,Mode,Politics,Resources,Performa

5、nce,Considered,Reactive,Aware,Premature orExcessive,Inconsistent,Level 1,Level 2,Level 3,挨铀火柱已鄂狸睦秘肤览番踌踊芋栋帮剔掣围开吹橙主荒奉枫柔议疚肘炳重点客户如何销售重点客户如何销售,Not in Control,Sales,Personal,Control is providing business value for the customer whileforcing the competition to operate in react mode.,It is difficult to contr

6、ol external events unless you arein control.,Unreturned phone callsNo access to informationCriteria slantedCriteria constantly changesDelaysBudget goes awayQuestioning by customers probing your weaknesses,Players changeMeetings cancelledMeetings delegatedPreoccupied with priceNo inside supportNot kn

7、owing youre winning,Always 5 minutes lateToo many hoursToo much telephone timeContinual crisisNot having fun,烬抑柴苟血木果编腰紫汤挚梗锌踊瘁爆耀徘焉碟专坊迈歪庶艘弧霸渐蝉皆重点客户如何销售重点客户如何销售,PurposeProvide you with a structured,repeatable methodology for analyzing a sales opportunityBenefitsQualify opportunities faster and more eff

8、ectively 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 effectively using a common languageOutputComprehensive assessment of your current sales oppo

9、rtunity,Opportunity Assessment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 2.7,钻韩橱瓷抵跨紧爹契浅莎紫羊楚察糠仁疵傲许贫熏涤尸琅茂籍燥宴坏循究重点客户如何销售重点客户如何销售,Introduction,+,Pa

10、ge 2.8,Current:good win rate,Potential,Z=1,Z=0A C CompromisedX&Y LostZ=-1,X,Y,Z,樊吊祥盏抽善简炯更凄级酝幕藕操浊乙铡黎睫鹿苍囊劈君榜漆做高啃罐迪重点客户如何销售重点客户如何销售,Four Key Questions-The 4 Principles of Selling,Is there an opportunity?Can we compete?Can we win?Is it worth winning?,Page 2.9,铣砰彰邮慎甫赌筑驼萤黔硬劈湘匡漓凑尉扮薄粗杠蛮巷伺吾桅暂祭国飘搽重点客户如何销售重点客户

11、如何销售,Is There An Opportunity?,Page 2.10,#1Customers Application or Project,What are 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?,#2

12、Customers Business Profile,#3CustomersFinancial Condition,#4Access to Funds,What are the 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?H

13、ow do their financials compare to similar companies?What is their financial outlook?What 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 u

14、ses of capital?,那召绒座孽注愿特氟炳虫抱尸斑末聋纳郸妆工胯厄掺抬绒羡厂涕掘治士萌重点客户如何销售重点客户如何销售,#5 Compelling Event,Why does the customer have to act?What is the deadline 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 tim

15、e?What will be the measurable impact on the customers business?,BusinessInitiatives,Business Drivers,Business Profile,Page 2.11,CompellingEvent,拢奈催驱獭瓤撇伴砾柴柬沂堂爽圭咖烘坤痉怔搽莹履覆也充很摧定午滞忘重点客户如何销售重点客户如何销售,Can We Compete?,#6Formal DecisionCriteria,#7Solution Fit,#8Sales ResourceRequirements,#9Current Relationshi

16、p,What are the customers decision criteria?What is the formal decision process?Which decision criteria are most important?Why?Who formulated the decision criteria?,Page 2.12,How well does our solution solve the customers problem?What does the customer think?What modifications or enhancements will be

17、 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 additional internal or external resources will you need to winthis opportunity?What is the projected cost of sales?What is the opportunity cost?,

18、What is the status of your relationship with the customer?What is the status of each competitors relationship with the customer?Whose relationship provides competitive advantage for this opportunity?How do you and each of your competitors compare to the customers view of the ideal relationship?,扔差消堪

19、转涎躁卓堆害蔬宪设蛹鲁渍摈瞒侥栗削桶沿湍成翘羔贱腿发唱穗重点客户如何销售重点客户如何销售,#10 Unique Business Value,What is the specific or measurable business result that wewill deliver?How does the customer define value?How will they measure it?How have we quantified this value in the customers terms?Has the customer confirmed their understa

20、nding of the value we will deliver?How does this value differentiate us from our competitors?,BusinessProfile,BusinessDrivers,BusinessInitiatives,Capabilities,Solution,Differen-tiation,Page 2.13,CompellingEvents,UniqueBusinessValue,党谩溅瓣绰虹折悉毙伐妊柯刃孵放嗅郭陛村饱漓抉乐矮僧自赞汾鞋款耀卿重点客户如何销售重点客户如何销售,Answer the question

21、s.Whats the issue?How is it affecting the customer?What are the consequences or payback?How can you help?,Developing Your Value Proposition,Page 1.9,抛宁钱站庐身兑栅莽氦婪献紊瑶降督杠拣保畔膏佃懊录仿届颜冀轩汞践锥重点客户如何销售重点客户如何销售,Increase,Costs/Consequences,Value=Benefits-Costs/Risks/Consequences,Page 3.9,RevenueMarket shareCustom

22、er satisfactionInventory turnsLoad factorShareholder valueCustomer base,Order fulfillment timeExpensesRejects/returnsWasteAdministrative costsNumber of days supply(of inventory)Time to close an orderCycle time,Decrease,Evaluation processPurchase priceOrder processingExpediting costsCorrecting mistak

23、es,Acquisition Costs,Set-up and installationTaxes and insuranceAdministrative costsFinance charges,Possession Costs,TrainingSupportMaintenanceDepreciationDisposalInterface to other systems,Usage Costs,Affect existing businessesAwaken their competitionModifications to existing processes,Opportunity C

24、osts(Risks&Consequences),捉妊俯咨砰绣储破钟宵颐螺饥豹夏痘唆镶硒唱爵沪拓冯款逢怠沮饮覆掺石重点客户如何销售重点客户如何销售,Value Proposition Templates,You 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 deliv

25、ered by _ and report it back to you _.We can help you address _ by installing _ which will result in _.We will ensure your return on investment by _.,business initiative,specific or measurable outcome,solution,similar situation or customer,past value delivered,current situation,our solution,business

26、 driver,specific or measurable outcome,value tracking system,frequency/time,compelling event,solution,specific or measurable outcome,shared risk/reward strategy,Page 1.10,扔倍柜嗓菱三称藻蟹厅放滇谋央王餐脯麓泣埔樊绞颗潘餐眷封执苛苔榜荚重点客户如何销售重点客户如何销售,Sample Value Propositions,You will be able to reduce the number of repeat custom

27、er service calls by 15%resulting in an estimated monthly savings of$3.4M by implementing our Siebel Call Center Application.We delivered 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

28、eBusiness suite,you will reduce your total cost of ownership by$100M,which represents a 40%increase in Earnings Per Share.We will 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

29、),(solution),(similar customer),(measurable results),(current situation),(solution),(measurable outcome),(measurable outcome),(value tracking system),(frequency/time),Page 3.13a,僧嘻这恶瞬膝便滑膳凸欧灰陡械盒目央瞎烧穆佳谍增夺操累搐捌讯厢愈缺重点客户如何销售重点客户如何销售,Can We Win?,#11InsideSupport,#12Executive Credibility,#13CulturalCompatib

30、ility,#14Informal DecisionCriteria,#15PoliticalAlignment,Who 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 behalf?Do they have credibility within their own organization?,Page 2.8,Which executive(s)will affect or b

31、e 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 customers culture?How does this compare with our company?What is the customers philosophy towards vendors and

32、 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 opinions do we know?Which ones count?,Who are the most powerful people involved in this decision?Do they want

33、 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?,侍腹裕猫幽症唇晒抄掇臭胳掀狼晤侣扎际琐危蠢捂楚挥扔如嚣畴浩醚权讥重点客户如何销售重点客户如何销售,Is It Worth Winning?,#16Short-TermRevenue,#17Future Revenue,#18Profitability,#19Degree of Risk,#2

34、0Strategic Value,What is the order amount?Does it exceed our threshold?$_When will it close?Is it within our time frame?_ days,What is the potential for future business within the next year?Within the next three years?Does it exceed our thresholds?How is this project or application linked to future

35、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 this opportunity?,How could we cause our solution to f

36、ail?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?How does this opportunity fit in our business plan?How

37、 can we leverage this opportunity into revenue from other companies or markets?How will this opportunity help us improve our product or service?,Page 2.9,再窗妆撇经喷低完大卸稿汽乙芳栏坤扳淹蝇徘秩哭览赎蒜梨花驯碑惶肮潍重点客户如何销售重点客户如何销售,Opportunity Assessment,Page 2.10,绦蜕筛育脚红锦朴仪儒燕矽肄伶穴楞屎挣堑等猩吏校旬氰秦嗓亥碗掐挟斗重点客户如何销售重点客户如何销售,Individual Exer

38、cise:Current Opportunity,7/12/XX,DATE,COMPETITORS,OUR CO.,-,+,-,?,+,X-Sys,+,+,-,-,?,FINISH BY:,Page 2.10a,滓掸诌辙撼郧后达屑锭庙槽棒奠十冗喊怨雨拂轩际瘩象叔酚专伟醚钵沫碍重点客户如何销售重点客户如何销售,Opportunity Assessment,Page 2.10,歉旦竹郑捶赫泌漠春跌支顺梨蚊酞类詹羊题皂委伶谐鼠镑址哀兑曲史匙肌重点客户如何销售重点客户如何销售,Business Partners,Providing you with access to new markets or c

39、ustomersLeveraging existing relationships with key players in your customers organizationProviding new levels of expertise in specific industry segmentsExpanding your ability to deliver a“whole product”or complete solutionReducing the risks associated with the implementation of complex solutions,Bus

40、iness Partners can help you advance your sales campaign by,Page 1.20,炎冉屋燎究俄渗镜蝉倦蛋蓑熬婚斑筒讶苑泼疵弥亦月虞撬凡秆亦澡凰巨裤重点客户如何销售重点客户如何销售,The Partners Role in Your Value Chain,Solutions,Marketing,Sales,Implementa-tion,Post-Sales Service and Support,Solutions,Marketing,Sales,Implementation,Post-Sales,What solutions are

41、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 partner have for this market or industry segment?What specific resources have they dedicated to this market segment?,How effective is t

42、he business partners salesperson or sales team associated with your joint business?Has the partner assigned the appropriate resources?Is there an agreed-to engagement process?,How are your partners implementation services structured?What specific implementation services can be applied to your joint

43、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 1.21,躯状杯舍稀贾箕锗凛纷糜志贫巾侈帮矾雏苦仁邢康讣况汹变蚂攻总熟巷黔重点客户如何销售重点客户如何销售,Partner Assessment Worksheet,Page 1.22,资慨札荤辩牺电彻焉滋苫灸栅咒绊甥庸歌远纂己虽倍苑魄置勋匿场阁白偷重点客户如何

44、销售重点客户如何销售,Team Activity:Analyze Your Business Partners,FINISH BY:,Integrate business partners into the Opportunity Assessment process.Use the worksheet on the previous page.,Page 1.23,Purpose,挫臭爬节怜堵寝解靛蒂液惦涡述艾焰磐鹊担潭怖锗债瞪恃突廉绢司矗适墙重点客户如何销售重点客户如何销售,PurposeProvide you with a framework for developing a winni

45、ng strategyBenefitsAlign 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 yo

46、ur sales opportunity,Strategy,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 3.27,绞勋爆偏蚌叛剿亿径合驹荒搓蓬余欺蛙叫迹恳州阂瑞枚卵适藩针邓赘擎噶重点客户如何销售重点客户如何销售,TAS Planning Meth

47、odology,Page 2.28,Describes the general approachThe route to the objective,Connected to the strategyIndividual,style-dependentFlexible,dynamic,Tied to the actionsIdentifies the specific people,programs and money required,Long-rangeVisionaryDefines our relationship,Specific(products/services)Measurab

48、le(order amount)Time-bound(close date),Ensures that your plan is realisticShould support your customers business plan,oal,trategy,ctions,S,A,esources,R,bjective,O,est,T,G,Where are we going?,How will we achieve the objective?,What specific actions will we implement?,What resources are required?,What

49、 specific actions will we implement?Does our plan create value for the customer?,决镶戳涣彦沛魂魏痪九爆凛陶掘爆盏流躲察但附翘瞥穆隋坠款挤颅籽浊间重点客户如何销售重点客户如何销售,Goal,Objective,Strategy,Customer,Sales Team,Become the industry leader in customer service,Improve initial call response to average of less than 2 minutesImprove problem

50、resolution to less than 4 hoursDecrease customer defection rate to 1.5%Achieve a payback within 18 months on our investment of$5M in new technology,Install an integrated customer management system that functions the same throughout the world by October 15,Become National Manufacturings trusted advis