营销销售技巧培训英文版

1、Developing 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 peopleat the right timeOpportunity AssessmentStrategyPoliti

2、csAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567Level 1Level 2Level 3ProductivityTi

3、meEntryTacticalStrategicCompetitive Time and $Level 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremat

4、ure orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsSalesPersonalControl is providing business value for the customer whileforcing the competition to operate in react mode.It is difficult to cont

5、rol external events unless you arein control. Unreturned phone calls No access to information Criteria slanted Criteria constantly changes Delays Budget goes away Questioning by customers probing your weaknesses Players change Meetings cancelled Meetings delegated Preoccupied with price No inside su

6、pport Not knowing youre winning Always 5 minutes late Too many hours Too much telephone time Continual crisis Not having funOutput Comprehensive assessment of your current sales opportunityAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn

7、IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.7+ABCPage 2.8Current: good win ratePotential Z = 1 Z = 0 A C Compromised X & Y Lost Z = -1XYZPage 2.9Page 2.10#1Customers Application or Project What are the customers requirements? What are the customers key issues and obje

8、ctives 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 Funds What are the customers products and services? What are their key markets? Who

9、 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 are the customers key performance metrics? What is the bud

10、get 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?BusinessInitiativesBusiness DriversBusiness ProfilePage 2.11CompellingEventConsequencesPaybackProblemsOpportunities#6Formal Decis

11、ionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current Relationship 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 pr

12、oblem? 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 additional internal or external resources will you need to winth

13、is 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 competitive advantage for this opportunity? How do you and

14、each of your competitors compare to the customers view of the ideal relationship?nHas the customer confirmed their understanding of the value we will deliver?nHow does this value differentiate us from our competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiat

15、ionPage 2.13CompellingEventsUniqueBusinessValuePage 1.9IncreaseCosts/ConsequencesPage 3.9 Revenue Market share Customer satisfaction Inventory turns Load factor Shareholder value Customer base Order fulfillment time Expenses Rejects/returns Waste Administrative costs Number of days supply (of invent

16、ory) Time to close an order Cycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisition CostsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to ot

17、her systemsUsage CostsAffect existing businessesAwaken their competitionModifications to existing processesOpportunity Costs (Risks & Consequences)You will be able to _ resulting in _ by implementing our _. We delivered similar results at _ which resulted in _.By changing from _ to _, you will affec

18、t _ which means _. We will track the value delivered 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 initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliv

19、eredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10 You will be able to reduce the number of repeat customer service calls by 15% resulting in an es

20、timated 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 eBusiness suite, you will reduce you

21、r 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)(solution)(similar customer)(mea

22、surable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking system)(frequency / time)Page 3.13a#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignment Who in the customers organization wants us to win?

23、 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 be affected by this decision? How have you established trust and credibility with them? How will you gain

24、 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 suppliers? Can we adjust or adapt? Do we want to? How will the decision really be made? What intan

25、gible, 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 us to win? Why? Are they able to influence or change the decision criteria? Can they creat

26、e a sense of urgency? How have they demonstrated this in the past?#16Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic 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 fut

27、ure business within the next year? Within the next three years? Does it exceed our thresholds? 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 thre

28、shold? What impact will discounts have on profitability? How can we improve the profitability on 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

29、 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 can we leverage this opportunity into revenue from other companies or markets? How will this opportunity help us improve our product or service

30、?Page 2.9CriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHI

31、GHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+Cr

32、iteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHStep 1 Use your current sales opportunity and complete the Opportunity Assessment on page 2.11 Identify your

33、 primary competitorStep 2 Rate your position against each criterion:(+) if it is accurate, known and favorable() if it is unfavorable(?) if it is unknownStep 3 In the shaded column, rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FINISH BY:Page 2.10a2000 Siebel S y stems, Inc.

34、 A ll rights reserved. TAS .STD.O TE.070 .01.120 597.060 100.pptPage 1.33Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is Th

35、ere An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL

36、ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHCriteriaAssessmentCUST

37、OMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEG

38、IC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISION

39、CRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHProviding you with access to new markets or customersLeveraging existing relationships with key players in your customers organizationProvi

40、ding 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 solutionsBusiness Partners can help you advance your sales campaign byPage 1.20SolutionsMarketingSales Im

41、plementa-tionPost-Sales Service and SupportSolutionsMarketingSalesImplementationPost-Sales What 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 partner have for this ma

42、rket 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 process? How are yo

43、ur 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 1.21Is there an

44、opportunity?(#1-5) Understanding the customers application or project Providing a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of t

45、he customers formal decision criteria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yours Access and credibility at the executive level Understanding of the customers culture Knowledge

46、 of the customers informal decision process Access to the most influential people in the customers organization Understanding the linkage of the project to future revenue Reducing the risks associated with the projects implementation Developing a solution that provides significant strategic valueExa

47、mplesYour OpportunityHow can your business partner help you withPage 1.22Step 1 Review the examples shown next to each of the four key questions Step 2 Identify the specific areas where your business partner can help advance your team opportunity Cite the specific criteria (e.g., #5, #10, etc.)Step

48、3 Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.Page 1.23Purpose2000 Siebel S y stems, Inc. A ll rights reserved. TAS .STD.O TE.070 .01.120 597.060 100.pptPage 1.41Partner Assessment WorksheetIs there anopp

49、ortunity?(#1-5) Understanding the customers application or project Providing a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of the

50、customers formal decision criteria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yours Access and credibility at the executive level Understanding of the customers culture Knowledge of

51、 the customers informal decision process Access to the most influential people in the customers organization Understanding the linkage of the project to future revenue Reducing the risks associated with the projects implementation Developing a solution that provides significant strategic valueExampl

52、esYour OpportunityHow can your business partner help you withPage 1.22Output Analysis of your position for this opportunity Competitive strategy to win your sales opportunityAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto Actio

53、nsTest and Improvethe PlanImplement the Process1234567Page 3.27Page 2.28 Describes the general approach The route to the objective Connected to the strategy Individual, style-dependent Flexible, dynamic Tied to the actions Identifies the specific people, programs and money required Long-range Vision

54、ary Defines our relationship Specific (products/services) Measurable (order amount) Time-bound (close date) Ensures that your plan is realistic Should support your customers business plan oaltrategyctionsSAesourcesRbjectiveOestTGWhere are we going?How will we achieve the objective?What specific acti

55、ons 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 accomplish?(#7)(#5)GoalObjectiveStrategyCustomerSales TeamBecome the industry leader in customer service Improve initial call response to average of

56、less than 2 minutes Improve problem resolution to less than 4 hours Decrease customer defection rate to 1.5% Achieve a payback within 18 months on our investment of $5M in new technologyInstall an integrated customer management system that functions the same throughout the world by October 15Become

57、National Manufacturings trusted adviser on the application of technology to customer serviceSecure a $3M commitment for a customer service solution that includes: X-100 System ($500K) Custom software ($1.2M) Project management services ($1.3M)no later than March 31Shift the decision criteria from pr

58、oduct technology to application expertise and worldwide supportPage 3.29The Art of War Sun TzuKnow yourself, know your enemy, and you need not fear one hundred battles. Know only yourself and not your enemy, and for every victory gained you shall sustain defeat. Know neither yourself nor your enemy,

59、 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 defeating the enemys strategy; therein lies their vulnerability.Page 3.5DevelopFlankingDefendFragmentFrontalPage 3.6 No Compelling Event OR No UBV Comp

60、elling Eventexists/or you can create one AND You have UBVPositionAttackDefinitionA frontal strategy is a direct approach based on the customers perception of your overwhelming superiority in solution, price or reputation.Guidelines/CaveatsVariationsPage 3.7 3:1 advantage Requires size, speed or surp