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1、1Solution Selling1A Powerful Tool for SalespeopleWho is Selling a Combination ofProducts, Services and Concepts2A new approach to generate prospects and new business.A behaviorally-correct technique for developing buyer needs, specific to your product, service and concept.An integrated buyer-qualifi

2、cation model which targets access to power, committee decisions, and the negotiation of the sales cycle.A prototype for developing sales tools, specific to your products and markets, which enables sales people to succeed immediately while they gain the expertise they will need long term.A set of too

3、ls which enables management to manage pipeline, assign prospecting activity, control the cost of sales, and predict future business more accurately.Sales Training Components3Diagnostics and Power Based SellingBoth are sales models which integrate with and expand Sales Training.Diagnostics selling he

4、lps in the area of needs processing and decision management.Power Base Selling helps establish a political influence strategy and a competitive sales strategy.4THE TRADITIONAL PROCESSTHE DIAGNOSTIC PROCESSUNSTABLE RELATIONSHIPSTABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15% 5%

5、5%10%35%50%AgreementPresentationDesign SolutionsProblem SolvingDiagnosis5Sales Process OverviewTarget potential opportunitiesPre-call planning and researchCreate curiosity and hopeRapport, credibility, credentialsDevelop buyer and user needsdetermine pain, critical issuesdiagnose reasons with bias t

6、oward offeringsdetermine impacts across the organization - who, how, financialcreate, participate in, reengineer buyer visionsclarify expectations and ownershipAgree on evaluation criteria6Determine capabilities needed to meet buyer visionPresent offeringsBuyer acceptance of offeringsMutually agree

7、on ROINegotiate a win/win profitable agreementImplement as agreed, measure success criteriaContinue to develop relationshipUse success to leverage other opportunitiesSales Process Overview (cont)7High Difficulty SellingConceptual/intangibleDifficult to learn and explainPerceived as expensivePerceive

8、d as complexRequires major change by buyerSold to committeesSmall organization selling to large8Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkills9Basic PrinciplesNo PAIN, no ChangeDiagnose before you prescribeThree levels of Buyer PAINPeople buy from peoplePower buys from

9、 power“Product” = Buyer VISUALIZATIONYou cant sell to someone who cant buy10Latent Pain Vs. PainLATENT PAINPAINCURRENTACTIVE EVALUATIONS11Three Levels of Buyer PainLevel One: LATENT PAINLevel Two: PAINLevel Three: VISUALIZATION12Definition of NeedsLevel One: Latent PainPotential needs for a product

10、or service in the mind of the seller. Latent needs are usually either ignorance or rationalizations. A potential buyer is unaware that a potential solution exists or has previously attempted to find a solution and was unsuccessful. It is/was “too expensive” or “too complicated” or “too risky”, etc.L

11、evel Two: PainComplaint statements by the buyer about problems, difficulties or dissatisfaction with the existing situation, ie pain. Complaint statements indicate that the buyer knows he/she has a problem, but does not know how to solve the problem.Level Three: Vision of a SolutionCapability statem

12、ents by the buyer indicating that the buyer accepts responsibility for solving the problem and specifying the precise capabilities needed to deal with the problem. The seller must participate personally in the development of the need in order for it to be a qualified need.13Definition of Needs (cont

13、)Vision of a SolutionNOTE: When a buyer has a vision of a solution, he does not expect the seller to solve the problem, but can now “see” himself solving the problem in his mind. He is enabled.14Examples of NeedsLevel One: Latent NeedsPeople standing in line for transactions on their lunch hour at t

14、he bank.Inventory build-up due to obsolete parts.People manually re-keying data from unlike financial systems.An entrepreneur with no disability insurance.Level Two: Pain“We are losing customers because people hate standing in long lines”.“Our inventory is much too high.”“The re-keying errors are ki

15、lling us”.“Im worried about what will happen to my business if I get sick.”Level Three: Vision of a Solution“We need to be able to handle the average banking transaction in under 60 seconds”.“I need to be able to sort my inventory by date of last use.”“We need the ability to consolidate data from un

16、like systems without re-keying.”“I need the ability to generate X dollars of income even if I am disabled”.15Types of ApprovalSponsor BeneficiariesAdversariesLegal/Technical/AdministrativeFinancialPower SponsorPOWER16Components of a SalePAIN +POWER +VISION +MOMENTUM +PROCESS = SALE17How People BuyLa

17、tent PainPainVisualizationMatch VisionCost JustifyOvercome Fear of RiskPrice JustifyTake Action18Alignment of Buying & Selling PhasesPhase I Phase II Phase IIINeed Definition Evaluate Alternatives Take Action How much does it cost? Do I need to change? What do I need? Is there a solution? Which

18、one meets my needs? Can I afford it? Should I do it? Consequences? Is it the right price? Define their needs with our product bias. Qualify buying process. Demonstrate how product meets defined needs. Why us? Why now?BUYER:SELLER:Need Development Proof Close the Sale19Buying PhasesTimePhase IPhase I

19、IPhase IIISolutionRiskNeedsCostLevel of Concern20Risk ObjectionsSmile (to yourself)EmpathizeAnswer (if appropriate)Recall painRecall reasonsRecall visionRecall proofNudge21Pain SheetPain: Situation:Our Product:Potential ReasonsImpactCapabilitiesIs it because. . . (reasons for the pain that align wit

20、hyour product orservice capabilities)Is this causing . . .(impact on other areas, depts., people,who is impacted/concerned)What if there were away for you to . . .(product capabilitieslinked with reasons)22Pain SheetPain: Failure to meet shipment scheduleJob Title: VP Mfg., Gen Mfr. (SIC 35)Our Prod

21、uct:Symix Mfg. SoftwarePotential ReasonsImpactCapabilitiesIs it because. . . Sales is quoting unrealistic delivery dates Excessive material shortage You are planning production you dont have the capacity to meet Frequent schedule changes from mktg. Service parts forecasts are not recognized when pla

22、nningIs this causing . . . missed revenue targets lower profits inability to accurately predict revenue Is the VP Finance concerned? losing customer orders losing customer credibility losing market share Is the VP Sales impacted?What if there were away for you to . . . give sales access to mfg. sche

23、dules while they enter orders notify planners/buyers in advance of potential shortages estimate bottleneck resource loads before finalizing schedule show marketing the effect of a proposed schedule change include marketings service part forecast in production planning23Pain SheetPain: Inventory Inve

24、stment is too HighJob Title: VP Finance, Gen Mfr. (SIC 35)Our Product:Symix Mfg. SoftwarePotential ReasonsImpactCapabilitiesIs it because. . . Excessive obsolete inventoryInaccurate stores and WIP inventoryManufacturing is building things it no longer needsPurchasing buys long lead time materials ba

25、sed on their own forecastsIs this causing . . .excessive WIP inventorypressure to reduce production costspressure to cust back productionpressure to reduce purchasesshortages which impact shipments Is the VP Mfg. impacted?missed customer delivery datespressure to sell what you haveinability to meet

26、sales goals Is the VP Sales affected?What if there were a way for you to . . . Easily identify, locate and quantify obsolete inventoryEasily audit and verify inventory levelsReevaluate production plans dailyFind all Pos supplying unneededmaterial24Job Title: CEOPain: Eroding ProfitsReasons: Missed S

27、hipmentsWeaving the Pain ChainJob Title: VP ManufacturingPain: Missed ShipmentsReasons: ShortagesJob Title: Materials Mgr.Pain: ShortagesReasons: Inaccurate inventory Order changes Uncontrolled ECNs25Organizational “Pain Chain” Example CEOPain: Stock price is downR1: Profits are downR2: Customer ero

28、sion CFOPain: Profits are downR1: Revenue downR2: Cost of Mfg. up VP MARKETINGPain: Customer erosionR1: Cant fill ordersR2: Cant sell substitute products to customers VP MANUFACTURINGPain: Cost of Mfg. upR1: Orders for products they dont haveR2: Not selling products they do have VP SALESPain: Not me

29、eting revenue goalsR1: Salespeople taking orders they cant fulfillR2: Cant offer substitutes to customers DIRECTOR OF MISPain: Unhappy line VPsR1: Cant deliver needed applications on time MGR. APPLIC. DEVELOP.Pain: Cant deliver needed applications on timeR1: Legacy applications still on mainframeR2:

30、 Applications are not flexible to change with businessSpecific capabilities of sellersproducts and services will enable this person to deal withthese issues, thus effecting a“beneficiary chain” up to thetop of the organization.26Case Study “Pain Chain”Title:Pain: R1: R2: For your fictious prospect o

31、rganization,create a “pain chain” between a minimumof four job titles. One of them should be a decision maker and a minimum of oneof them a direct user of your productsor services.Align a minimum of two specific capabilitiesof your offering with the reasons of the directuser(s).Title:Pain: R1: R2: T

32、itle:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: 27Reference Story FormatSITUATIONThe situation must include the persons job title and industryCRITICAL ISSUEThe critical issue is the pain of the person above. (Anxiety words and phrases are very power

33、ful here.)REASONSThe business reasons for the critical issue are biased to your product.VISIONIn the words of your customer the capabilities he/she/they needed to solve their problem - “He/She/They told us they needed . . .”_ PROVIDEDIf the “solution” is described properly above, all we have to do h

34、ere is say that we (our product/company) gave them those capabilities.RESULTSpecific measurement is best!28Reference StorySITUATIONMaterials Manager, power supply mfg. companyCRITICAL ISSUEDifficulty controlling shortagesREASONSFrequent engineering changes and two different bills of material (one fo

35、r engineering and one for manufacturing)VISIONHe told us he needed to be the control point for implementing engineering changes. This would allow him to simulate the impact in advance of the change. He also needed both engrg. and mfg. to operate from the same bill of material._ PROVIDEDWe provided h

36、im with those capabilitiesRESULTOver three years he has had no more than 18 parts short at one time out of 3500 parts.29Whats It Worth to Reduce Inventory?Cash - Inventory requires and ties up cashCash needlessly tied up in inventory reduces cashreserves or requires additional debt.Profit - Carrying

37、 costs reduce profitsCarrying costs increase operating costs, which reduce profits.Carrying costs include: Storage facility costs Staffing and handling costs Insurance Taxes Pilferage Damage Obsolescence . . . and more.Inventory carrying costs are usuallyat least 25%30Whats It Worth to Reduce Receiv

38、ables?Cash!It generates cash.Receivables are simply no-interest loans to yourcustomersCash you could use to fund your businessDays in excess of terms raise your costs and increase your risk of cash loss.You have to borrow less (usually)Interest expense is reduced and most liquidity ratios are streng

39、thened.Receivables can be controlled by setting a “Days of Receivables” goal and monitoring performance to achieve it.31Value Measurement ElementsWhat will be measured?Who is responsible?How much is possible?What capabilities will be needed?When will this investment pay for itself?32Power Sponsoraka

40、 the “Vice President of Change”Typically an innovator or early adapterEnough clout to get it if they want it, regardless of job titleWilling to introduce you to anyone you need to talk toWilling and able to negotiate an evaluation plan33Why Change?ERODING: profits, market share, service, quality, gr

41、owth rate, etc.INCREASING: costs, competition, errors, returns, employee turn-over, etc.GOVERNMENT: EPA, FTC, FCC, OSHA, IATA, FDA, etc.COMPANY IMAGE34InterdependenceLowHighBowling TeamOrchestra Business35Organizational Interdependence20th Century Organization$PresidentVPMarketingVPSalesVPMfg.VPFina

42、nceDistributionManagerPlantManagerDirectorMISMaterialsManagerAppl. Dev.Manager36Transition to Vision ProcessingPotential Buyer Responses. . . enough about me/us, tell me about you and your situation.Four Potential Buyer Responses:.Seller Action:.37Transition to Vision ProcessingGetting

43、 Buyer to Admit PainEnough about me . . . Pain?TalkingFreely?Situation QuestionsPain?Menu of PainBranch to DoorPain?NoYesNoNoYesYesYes$/EmotionNoR1I1C1R2I2C2R3I3C338Transition to Vision ProcessingTransition Question ExamplesSituation Questions:Describe your current architecture?How does everyone get

44、 the news when a change occurs in the middle of the design cycle?How do you gather user feedback?How are you dealing with distributed development?39Transition to Vision ProcessingTransition Question ExamplesMultiple Choice “Menu” Approach:The top three difficulties we are hearing from CIOs these day

45、s include: inability to deliver client/server applications on time, applications that fail to meet user expectations, difficulty meeting the ROI requirements of the organization . . . are you facing any of these issues today?40Transition to Vision ProcessingTransition Question Examples$/Emotion Ques

46、tions:How do you get the news?How does this impact you personally?Who else is aware of this situation?Are they looking to you to fix it?41Navigating the Three Levels of NeedLevel Three:Vision of a SolutionLevel Two:PainLevel One: Latent9 Block Vision Processing ModelReference Story42Three Levels of

47、NeedCreating a Specific Need for a Specific FeatureLEVEL THREEFeature becomes a benefit!Vision of a SolutionLEVEL TWOCapability QuestionPainLEVEL ONEAnxiety QuestionLatent43PAINR1 (1)I1 (4)C1 (7)R2 (2)I2 (5)C2 (8)R3 (3)I3 (6)C3 (9)DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVIS

48、ION OF A SOLUTIONHow does this affectyou as. . . ; how do youget the news? Who is looking to you to fix this problem?“Tell me about it, what iscausing you to have this. . . (repeat pain)?”“Besides yourself, who in yourorganization is impacted by this(repeat pain) and how are thy impacted?”“What is i

49、t going to take forYOU to be able to solve this(repeat pain)?” “Could I try a few ideas on you?“Is it because . . .?”“Is this (pain) causing . . .?”If so, wouldnt (title) be concerned. . . ?”“What if there were a way for you to . . ., wouldthat help?What if you were also ableto . . .?”“So, the reaso

50、ns for your(repeat pain) are . . .?”“From what I just heard, ifyou had the ability to . . .(repeat vision capabilities) Could you solve your (repeat pain)? What would it worth . . .?”“From what I just heard, (repeat the who and how) it soundslike this is not just your problem,but a _ problem!”44Visi

51、on Processing ModelPAINR1I1C1R2I2C2R3I3C3DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVISION OF A SOLUTION45The Power BaseFinding the People with InfluenceInfluential AuthoritariansNon-InfluentialAuthoritariansInfluentialNon-AuthoritariansNon-InfluentialNon-Authoritarians46The P

52、ower BasePower Base:Finding the Peoplewith influenceWe are not fit to lead an army unless we are familiar with the face of the country.Sun Tzu47 The Power BaseVice PresidentMarketingDirector Western RegionDirectorCentral RegionDirectorEastern RegionMgr. SalesMgr. SupportMgr. SalesMgr. SalesMgr. Supp

53、ortMgr. Support48Pre-Call PlanningCompany: _Date/Time: _Location: _Revenue: _Telephone:_Industry: _Potential Sponsors: 1. _ 2. _Recent press: _Call Objective:Reference Story:Potential Pains:Situation Questions:Typical areas of concern:49Vision ReengineeringParticipate in existing visionAdd your bias

54、 to existing visionConfirm they dont currently have capabilities today.Diagnose current method with bias and measurementDiscover/confirm painExplore impact of pain on others.Reconfirm vision & probe for value.State benefit.Qualify buying process.50PainDiagnoseReasonsExploreImpactVisualizeCapabil

55、tiesOpenControlConfirmReengineered VisionWhat is the impact on yourbusiness of doing it this way?R1 (3)I1 (6)C1 (1)R2 (4)I2 (7)C2 (2)R3 (5)I3 (8)C3 (9)How do you do it today? Besides yourself, WHO else isimpacted by this (repeat pain) and HOW are they impacted?How do you see yourself usingthis (repe

56、at buyer initial vision). . .?Today, . . . ?Is this (repeat pain) also causing . . . ? If so, wouldnt (title) also be concerned?Are you also looking for a way to . . . ?Would it help if you also hada way to . . .?So the way you do it todayis . . . ?and you are looking at a . . . to give you the abil

57、ity to (repeatcapabilities). If you had . . . could you solve. . . (repeat pain)?What would it be worth to you?From what I just heard, (repeat who and how) this isnt just your problem but a _problem?Original Vision51R1I1C1R2I2C2R3I3C3DiagnoseReasonsExploreImpactVisualizeCapabilitiesOpenControlConfir

58、m* Seller has ultimate responsibility for all 9 boxes.SELLERGURU*GURU*GURU*SELLERSELLERSELLERSELLERSELLER52Proof of VisionIs it possible?Has it been done before?Can you do it?Have you done it before?Proof Variables?Your personallyYour productYour technologyYour methodologyYour marketYour company53En

59、hancing the Buyers Vision Vision ProcessingEmotionclarify/intensify pain with $/emotion questionsadd emotion to control questionsconfirm in emotional orderValueadd measurement to control questionsconfirm value to buyer in Box C3Actioncreate action vision with control capability questionswhen,who,wha

60、t, via specific capabilityconfirm desire54Transition to Buyer QualificationTactical Decision Table - This Table will guide you in theprocess of buyer qualification after vision processing:IF . . . THEN . . .Prospect reveals and volunteersaccess to power person(s)Prospect does not reveal orvolunteer access t