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1、http:/ (海量营销管理培训资料下载，文件版权归原作者所有)1Solution Selling1A Powerful Tool for SalespeopleWho is Selling a Combination ofProducts, Services and Conceptshttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)2 A new approach to generate prospects and new business. A behaviorally-correct technique for developing buyer needs, specifi

2、c to your product, service and concept. An integrated buyer-qualification 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

3、 while they gain the expertise they will need long term. A set of tools which enables management to manage pipeline, assign prospecting activity, control the cost of sales, and predict future business more accurately.Sales Training Componentshttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)3Diagnostics and Power Bas

4、ed Selling Both are sales models which integrate with and expand Sales Training. Diagnostics selling helps in the area of needs processing and decision management. Power Base Selling helps establish a political influence strategy and a competitive sales strategy.http:/ (海量营销管理培训资料下载，文件版权归原作者所有)4THE

5、TRADITIONAL PROCESSTHE DIAGNOSTIC PROCESSUNSTABLE RELATIONSHIPSTABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15% 5% 5%10%35%50%AgreementPresentationDesign SolutionsProblem SolvingDiagnosishttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)5Sales Process Overview Target potential opportunities Pre-c

6、all planning and research Create curiosity and hope Rapport, credibility, credentials Develop buyer and user needs determine pain, critical issues diagnose reasons with bias toward offerings determine impacts across the organization - who, how, financial create, participate in, reengineer buyer visi

7、ons clarify expectations and ownership Agree on evaluation criteriahttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)6 Determine capabilities needed to meet buyer vision Present offerings Buyer acceptance of offerings Mutually agree on ROI Negotiate a win/win profitable agreement Implement as agreed, measure success

8、criteria Continue to develop relationship Use success to leverage other opportunitiesSales Process Overview (cont)http:/ (海量营销管理培训资料下载，文件版权归原作者所有)7High Difficulty Selling Conceptual/intangible Difficult to learn and explain Perceived as expensive Perceived as complex Requires major change by buyer S

9、old to committees Small organization selling to largehttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)8Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkillshttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)9Basic Principles No PAIN, no Change Diagnose before you prescribe Three levels of Buyer PAIN People buy

10、from people Power buys from power “Product” = Buyer VISUALIZATION You cant sell to someone who cant buyhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)10Latent Pain Vs. PainLATENT PAINPAINCURRENTACTIVE EVALUATIONShttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)11Three Levels of Buyer PainLevel One: LATENT PAINLevel Two: PAINLevel

11、Three: VISUALIZATIONhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)12Definition of Needs Level One: Latent Pain Potential needs for a product 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 pre

12、viously attempted to find a solution and was unsuccessful. It is/was “too expensive” or “too complicated” or “too risky”, etc. Level Two: Pain Complaint statements by the buyer about problems, difficulties or dissatisfaction with the existing situation, ie pain. Complaint statements indicate that th

13、e buyer knows he/she has a problem, but does not know how to solve the problem. Level Three: Vision of a Solution Capability statements 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 s

14、eller must participate personally in the development of the need in order for it to be a qualified need.http:/ (海量营销管理培训资料下载，文件版权归原作者所有)13Definition of Needs (cont) Vision of a Solution NOTE: When a buyer has a vision of a solution, he does not expect the seller to solve the problem, but can now “se

15、e” himself solving the problem in his mind. He is enabled.http:/ (海量营销管理培训资料下载，文件版权归原作者所有)14Examples of Needs Level One: Latent NeedsPeople standing in line for transactions on their lunch hour at the bank.Inventory build-up due to obsolete parts.People manually re-keying data from unlike financial

16、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 killing us”.“Im worried about what will happen to my business if I get sick.” Level Three: Vision of a

17、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 unlike systems without re-keying.”“I need the ability to generate X dollars of income even if I am dis

18、abled”.http:/ (海量营销管理培训资料下载，文件版权归原作者所有)15Types of Approval Sponsor Beneficiaries Adversaries Legal/Technical/Administrative Financial Power Sponsor POWERhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)16Components of a SalePAIN +POWER +VISION +MOMENTUM +PROCESS = SALEhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)17How People Buy

19、 Latent Pain Pain Visualization Match Vision Cost Justify Overcome Fear of Risk Price Justify Take Actionhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)18Alignment of Buying & Selling PhasesPhase I Phase II Phase IIINeed Definition Evaluate Alternatives Take Action How much does it cost? Do I need to change? W

20、hat do I need? Is there a solution? Which 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

21、 the Salehttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)19Buying PhasesTimePhase IPhase IIPhase IIISolutionRiskNeedsCostLevel of Concernhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)20Risk Objections Smile (to yourself) Empathize Answer (if appropriate) Recall pain Recall reasons Recall vision Recall proof Nudgehttp:/ (海量营销管理培训

22、资料下载，文件版权归原作者所有)21Pain SheetPain: Situation:Our Product:Potential ReasonsImpactCapabilitiesIs it because. . . (reasons for the pain that align withyour product orservice capabilities)Is this causing . . .(impact on other areas, depts., people,who is impacted/concerned)What if there were away for you

23、 to . . .(product capabilitieslinked with reasons)http:/ (海量营销管理培训资料下载，文件版权归原作者所有)22Pain SheetPain: Failure to meet shipment scheduleJob Title:VP Mfg., Gen Mfr. (SIC 35)Our Product:Symix Mfg. SoftwarePotential ReasonsImpactCapabilitiesIs it because. . . Sales is quoting unrealistic delivery dates Ex

24、cessive 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 planningIs this causing . . . missed revenue targets lower profits inability to accurately predict revenue Is the VP Finance c

25、oncerned? 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. schedules while they enter orders notify planners/buyers in advance of potential shortages estimate bottleneck resource loads b

26、efore finalizing schedule show marketing the effect of a proposed schedule change include marketings service part forecast in production planninghttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)23Pain SheetPain: Inventory Investment is too HighJob Title:VP Finance, Gen Mfr. (SIC 35)Our Product:Symix Mfg. SoftwarePot

27、ential ReasonsImpactCapabilitiesIs it because. . . Excessive obsolete inventoryInaccurate stores and WIP inventoryManufacturing is building things it no longer needsPurchasing buys long lead time materials based on their own forecastsIs this causing . . .excessive WIP inventorypressure to reduce pro

28、duction 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 sales goals Is the VP Sales affected?What if there were a way for you to . . . Easily identi

29、fy, locate and quantify obsolete inventoryEasily audit and verify inventory levelsReevaluate production plans dailyFind all Pos supplying unneededmaterialhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)24Job Title: CEOPain: Eroding ProfitsReasons: Missed ShipmentsWeaving the Pain ChainJob Title: VP ManufacturingPai

30、n: Missed ShipmentsReasons: ShortagesJob Title: Materials Mgr.Pain: ShortagesReasons: Inaccurate inventory Order changes Uncontrolled ECNshttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)25Organizational “Pain Chain” Example CEOPain: Stock price is downR1: Profits are downR2: Customer erosion CFOPain: Profits are do

31、wnR1: 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 meeting revenue goalsR1: Sales

32、people 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: Applications are not flexib

33、le 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.http:/ (海量营销管理培训资料下载，文件版权归原作者所有)26Case Study “Pain Chain”Title:Pain: R1: R2: For your fictious prospe

34、ct organization,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: R

35、2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: http:/ (海量营销管理培训资料下载，文件版权归原作者所有)27Reference Story FormatSITUATIONThe situation must include the persons job title and industryCRITICAL ISSUEThe critical issue is the pain of the person above. (Anxi

36、ety words and phrases are very powerful 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 . . .”_ PROVIDED If the “solution” is describe

37、d properly above, all we have to do here is say that we (our product/company) gave them those capabilities.RESULT Specific measurement is best!http:/ (海量营销管理培训资料下载，文件版权归原作者所有)28Reference StorySITUATION Materials Manager, power supply mfg. companyCRITICAL ISSUE Difficulty controlling shortagesREASONS

38、 Frequent engineering changes and two different bills of material (one for engineering and one for manufacturing)VISION He 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.

39、and mfg. to operate from the same bill of material._ PROVIDED We provided him with those capabilitiesRESULT Over three years he has had no more than 18 parts short at one time out of 3500 parts.http:/ (海量营销管理培训资料下载，文件版权归原作者所有)29Whats It Worth to Reduce Inventory?Cash - Inventory requires and ties up

40、 cash Cash needlessly tied up in inventory reduces cashreserves or requires additional debt.Profit - Carrying costs reduce profits Carrying costs increase operating costs, which reduce profits. Carrying costs include: Storage facility costs Staffing and handling costs Insurance Taxes Pilferage Damag

41、e Obsolescence . . . and more.Inventory carrying costs are usuallyat least 25%http:/ (海量营销管理培训资料下载，文件版权归原作者所有)30Whats It Worth to Reduce Receivables? Cash! It generates cash. Receivables are simply no-interest loans to yourcustomers Cash you could use to fund your business Days in excess of terms ra

42、ise your costs and increase your risk of cash loss. You have to borrow less (usually) Interest expense is reduced and most liquidity ratios are strengthened.Receivables can be controlled by setting a “Days of Receivables” goal and monitoring performance to achieve it.http:/ (海量营销管理培训资料下载，文件版权归原作者所有)

43、31Value Measurement Elements What will be measured? Who is responsible? How much is possible? What capabilities will be needed? When will this investment pay for itself?http:/ (海量营销管理培训资料下载，文件版权归原作者所有)32Power Sponsor aka the “Vice President of Change” Typically an innovator or early adapter Enough c

44、lout to get it if they want it, regardless of job title Willing to introduce you to anyone you need to talk to Willing and able to negotiate an evaluation planhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)33Why Change? ERODING: profits, market share, service, quality, growth rate, etc. INCREASING: costs, competit

45、ion, errors, returns, employee turn-over, etc. GOVERNMENT: EPA, FTC, FCC, OSHA, IATA, FDA, etc. COMPANY IMAGEhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)34InterdependenceLowHighBowling TeamOrchestra Businesshttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)35Organizational Interdependence20th Century Organization$PresidentVPMark

46、etingVPSalesVPMfg.VPFinanceDistributionManagerPlantManagerDirectorMISMaterialsManagerAppl. Dev.Managerhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)36Transition to Vision ProcessingPotential Buyer Responses. . . enough about me/us, tell me about you and your situation.Four Potential Buyer Responses:.Seller

47、 Action:.37Transition to Vision ProcessingGetting Buyer to Admit PainEnough about me . . . Pain?TalkingFreely?Situation QuestionsPain?Menu of PainBranch to DoorPain?NoYesNoNoYesYesYes$/EmotionNoR1I1C1R2I2C2R3I3C3http:/ (海量营销管理培训资料下载，文件版权归原作者所有)38Transition to Vision ProcessingTransition Quest

48、ion Examples Situation Questions: Describe your current architecture? How does everyone get 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?http:/ (海量营销管理培训资料下载，文件版权归原作者所有)39Transition to Vision Proces

49、singTransition Question Examples Multiple Choice “Menu” Approach: The top three difficulties we are hearing from CIOs these days include: inability to deliver client/server applications on time, applications that fail to meet user expectations, difficulty meeting the ROI requirements of the organiza

50、tion . . . are you facing any of these issues today?http:/ (海量营销管理培训资料下载，文件版权归原作者所有)40Transition to Vision ProcessingTransition Question Examples $/Emotion Questions: 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?

51、http:/ (海量营销管理培训资料下载，文件版权归原作者所有)41Navigating the Three Levels of NeedLevel Three:Vision of a SolutionLevel Two:PainLevel One: Latent9 Block Vision Processing ModelReference Storyhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)42Three Levels of NeedCreating a Specific Need for a Specific FeatureLEVEL THREEFeature be

52、comes 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)DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVISION OF A SOLUTIONHow does this affectyou as. . . ; how do youget the new

53、s? 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 it going to take forYOU to be able to solve this(repeat pain)?” “Could I

54、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 reasons for your(repeat pain) are . . .?”“From what I just heard, ifyou had t

55、he 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!”44Vision Processing ModelPAINR1I1C1R2I2C2R3I3C3DiagnoseReasonsExploreImpactVis

56、ualizeCapabiltiesOpenControlConfirmVISION OF A SOLUTIONhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)45The Power BaseFinding the People with InfluenceInfluential AuthoritariansNon-InfluentialAuthoritariansInfluentialNon-AuthoritariansNon-InfluentialNon-Authoritarianshttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)46The Power Bas

57、ePower Base:Finding the Peoplewith influenceWe are not fit to lead an army unless we are familiar with the face of the country.Sun Tzuhttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)47 The Power BaseVice PresidentMarketingDirector Western RegionDirectorCentral RegionDirectorEastern RegionMgr. SalesMgr. SupportMgr.

58、SalesMgr. SalesMgr. SupportMgr. Supporthttp:/ (海量营销管理培训资料下载，文件版权归原作者所有)48Pre-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:http:/ (海

59、量营销管理培训资料下载，文件版权归原作者所有)49Vision Reengineering Participate in existing vision Add your bias to existing vision Confirm they dont currently have capabilities today. Diagnose current method with bias and measurement Discover/confirm pain Explore impact of pain on others. Reconfirm vision & probe fo

60、r value. State benefit. Qualify buying process.50PainDiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmReengineered 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