rockwell以客户为中心的销售1(ppt59)

1、The message driven sales process Name: _Instructor: _Week: _Role-Play Group #: _Case Study Team: _信息驱动的销售过程 姓名: _讲师: _周: _角色表演小组 #: _案例研究小组: _a. Copyright 2003 CustomerCentric Systems, LLC ().b. CustomerCentric Selling is a trademark and service mark of CustomerCentric Systems, LLC.c. This material

2、is owned by, and the property of CustomerCentric Systems, LLC. This material is intellectual property and is confidential. Any reproduction, copying, or other use of this material in any manner without the express written permission of the owner is strictly prohibited. d. Solution Development Prompt

3、er, Solution Development Process , Opportunity Qualification Road Map, Conversational Road Map are Trademarks of CustomerCentric Systems, LLC.e. Solution Development Prompter, Solution Development Process , Opportunity Qualification Road Map, Conversational Road Map are Trademarks of CustomerCentric

4、 Systems, LLC.Manual Rev. for use in Asia Pacific: 21 February 2005CustomerCentric Selling SkillsProspecting & Business DevelopmentAlignment (3-Dimensional)PersonalBuying Influence Starting PointHorizontalSolution DevelopmentKey Player QualificationOpportunity Qualification & ControlEstablishing Bus

5、iness ValueNegotiationCCS Process ManagementMODULE 1MODULE 2MODULE 3MODULE 4MODULE 6MODULE 7MODULE 8MODULE 5a. 2003版权 CustomerCentric Systems, LLC ()。b. CustomerCentric Selling 是 CustomerCentric Systems, LLC的商标和服务标志。c. 这份材料属CustomerCentric Systems, LLC所有财产。这份材料受知识产权保护，是保密材料。如没有所有人的书面许可，严禁复制、拷贝或用于其他用

6、途。d. 方案开发激励者 、方案开发程序 、机会认定路线图 、对话路线图 是CustomerCentric Systems, LLC的商标。e.方案开发激励者 、方案开发程序 、机会认定路线图 、对话路线图 是CustomerCentric Systems, LLC的商标。经手工修订，用于亚太地区: 2005年2月21日CustomerCentric Selling 技术潜在主顾和业务发展组合 (3维)人员采购权力人起点水平线 解决方案开发关键人物资质认定机会认定和控制建立商业价值谈判CCS 流程管理模块 1模块 2模块 3模块 4模块 6模块 7模块 8模块 5Workshop Outlin

7、eDay 112:00pm Workshop begins3:00pm Break6:00pm End of Workshop Begin Team AssignmentDay 28:00am Workshop begins10:00am Break12:00pm Lunch3:00pm Break5:30pm End of WorkshopBegin Team AssignmentDay 38:00am Workshop begins10:00am Break12:00pm Lunch3:00pm Break5:30pm End of Workshop Begin Team Assignme

8、ntDay 48:00am Workshop begins12:30pm Workshop endsRules of EngagementSpeak up if there is a problem Temperature Coffee LightingPlease be respectful of the workshop environment: Turn cell phones & pagers off.NOTE: There are 2 - 3 hours of team homework each evening. Lunch is scheduled daily from 12:0

9、0 PM to 1:00 PM. There are breaks in the morning and afternoon. Adjournment on Day 4 will be by 12:30PM. Event Kick-offWorkshop ObjectivesRACS ObjectivesWorkshop ModulesCCS Core ConceptsRA Process MapIntroduction to CCSSelling IssuesManagement IssuesCompetency ComponentsMarket Knowledge Lab: Case St

10、udy Prospect ProfileProduct Usage Knowledge Exercise: Creating Capabilities (EQPA format) Pages 28 - 38 MODULE 1: CCS Skill- AlignmentPersonalStarting PointHorizontalCORE CONCEPT #1: You get delegated to the people you talk like Pages 39 - 58 MODULE 2: CCS Skill- Solution DevelopmentCORE CONCEPT #2:

11、 People are best convinced by reasons they themselves discoverCORE CONCEPT #3: No goal, No prospect: The only person who can call it a Solution is the prospect!CORE CONCEPT #4: You can only “sell” to someone who can “buy”Looking Vs. Not LookingInitiating Buying CyclesAgenda: Day 1Key Player Definiti

12、onsKey Player Opportunity Map Lab: Case Study Opportunity MapCORE CONCEPT #5: Take time to diagnose before you offer a prescriptionQuestioning EtiquetteSolution Development Steps Solution Development Prompter: Plant Manager PAGE 56ROLE-PLAY 1: Basic Solution Development (approx. 50 minutes)6:00- Wra

13、p-up & Begin Evening Assignment 12:00 PM研讨会概要第 1天下午12:00 研讨会开始下午3:00 休息下午6:00 研讨会结束 开始小组任务第 2天上午8:00 研讨会开始上午10:00 休息下午12:00 午饭下午3:00 休息下午5:30 研讨会结束 开始小组任务第 3天上午8:00 研讨会开始上午10:00 休息下午12:00 午饭下午3:00 休息下午5:30 研讨会结束 开始小组任务第 4天上午8:00 研讨会开始下午12:30 研讨会结束规定如有问题请提出 温度咖啡 光线请维护研讨会环境: 关掉手机和呼机注意： 每天晚上有23小时的小组作业。

14、每天午饭时间是从12:00 到下午1:00 。上午、下午都有休息。第4天的休会时间延长到下午12:30。开始研讨会目的RACS 目标研讨会模块CCS 核心概念RA 程序图 介绍 CCS销售问题管理问题 能力构成市场知识 研究室: 案例研究潜在客户概况产品使用知识 练习: 创建能力 (EQPA 公式) 第28 38页 模块 1: CCS 技术组合个人的起点水平线核心概念 #1: 你被授权为代言人 第39 58页 模块 2: CCS 技术 解决方案开发核心概念 #2: 人们最信服他们自己发现的原因 核心概念 #3: 没有目标就是没有潜在客户，唯一能将其成为解决方案的人就是潜在客户!核心概念 #4:

15、 你只能“卖”给那些能“买”的人。关注不关注启动采购周期议程: 第1天关键人物定义关键人物机会图 研究室: 案例研究机会图核心概念 #5: 开处方前要花时间诊断提问礼节方案开发步骤 方案开发激励者: 工厂经理 第 56页角色表演 1: 基本解决方案开发（大约50分钟）6:00- 结束 并开始布置作业 12:00 PMReview of Day 1 Pages 59 - 82 MODULE 2: CCS Skill- Solution Development, continued Revisit Competency ComponentsRA Process Map, continuedCORE

16、 CONCEPT #6: Emotional decisions are justified by value and logicRequirements Vs. Vendor A, B, CSuccess Story ComponentsConversational Road Map #1: Inbound ContactGoal Identification Menu of Goals/Success StorySolution Development (by Proxy)Current Situation/Capabilities w/Value MeasurementGoal Expa

17、nsionCORE CONCEPT #7: Make yourself equal THEN make yourself differentOtherwise you are just different Self-Generated Vs. Competitive Vision Exercise: Plausible Emergency Creation ROLE-PLAY 2: Enhanced Solution Development Pages 83 - 106 MODULE 3: CCS Skill- Key Player QualificationRA Process Map, c

18、ontinued Sales Call Debrief QuestionsLetter to Potential Champion (5 Qualification Components)Engaging with Other Key Players Kay Player Qualification MapCORE CONCEPT #8: Bad news EARLY is GOOD newsFollow Up to Champion LetterQualification Decision PointsAgenda: Day 2CORE CONCEPT #9: Dont give witho

19、ut getting (Quid Pro Quo)Proof PointsCompetitive Tactics and StrategiesROLE-PLAY 3: Qualify ChampionConversational Road Map #2: Referral Originated CallCall IntroductionObjective/Background/Progress to Date Goal IdentificationMenu of Goals/Success StorySolution DevelopmentCurrent Situation/Capabilit

20、ies w/Value MeasurementSolution Development Prompter: VP of OperationsROLE-PLAY 4: Key Player Call Pages 107-130 MODULE 4: CCS Skill- Opportunity Qualification & ControlOpportunity Qualification ElementsQualifying the OpportunityDetermine Evaluation ProcessDefine Proposal ProcessDiscuss Pre-Decision

21、 ReviewAgree upon Next StepsSell Cycle Control Letter w/Proposed Sequence of EventsCheckpoint Confirmation LetterImplementation Solution Development PrompterImplementation Concerns & Capabilities Summary Sell Cycle Control Letter w/Draft Implementation Plan Lab: Case Study Implementation Concerns an

22、d CapabilitiesTeam Selling5:15 - Wrap-up & Begin Evening Assignment 8:00 AMReview of Day 2ROLE-PLAY 5: Tag TeamPages 131-142MODULE 5:CCS Skill- Establishing Business Value What Will be Measured Benefit Summary by Goal Cost vs. Benefit Analysis Define Success Metrics Lab: Case Study Benefit Summary b

23、y GoalPages 143-163MODULE 6: CCS Skill- Negotiation RA Process Map, continuedCORE CONCEPT #10: Dont “close” before the Decision Maker is ready to buy SOE Plan: Pre-Decision Review Meeting Buyer Fear of Consequences Exercise: Plausible Emergency Question Preparing to Negotiate Buyer Tactics Common Se

24、ller Errors Negotiating Tips Lab: Negotiation WorksheetPages 185-196MODULE 8: CCS Skill- Account Management Forecasting Opportunities Grading Opportunities - Funnel Milestones Opportunity Difficulties vs. Seller Problems Funnel Management Following up on Stale Proposals Dealing With Stale Proposals

25、Proposal Withdrawal LetterROLE-PLAY 6: Refocus Meeting5:00 - Wrap-up & Begin Evening AssignmentAgenda: Day 38:00 AMPages 164-184MODULE 7: CCS Skill- Prospecting & Business Development Handling RFPs Gaining Access to Executives Initiating Buying Cycles Foundation for Effective Prospecting Telephone P

26、rospecting Components Success Story Example Organizing To Prospect Issue-Based Telephone Prospecting Goal-Based Telephone Prospecting Exercise: Telephone Prospecting Script Voice Mail/Admin/Email ProspectingConversational Road Map #3: Outbound Contact回顾第一天的内容 第 59 82页 模块 2: CCS 技术解决方案开发，续 再看能力构成RA 程

27、序图，续核心概念 #6: 情绪化的决定通过价值和逻辑证明要求 Vs. 供应商 A, B, C成功故事构成对话路线图 #1: 回访目标认定 目标/成功经验清单解决方案开发 (用代理服务器)目前状况/能力 w/价值衡量目标扩展核心概念 #7: 首先使自己相同，然后使自己不同，否则你仅仅是不同的 自发的 竞争驱动的 练习: 设想可能的紧急情况 角色表演 2: 加强解决方案开发 第 83 106页 模块 3: CCS 技术关键人物认定RA 程序图, 续 销售访问总结问题给潜在倡导者的信 (5 个认定部分)与其他关键人物会面 关键人物认定图核心概念 #8: 早期的坏消息就是好消息后续给倡导者的信认定决定

28、要点议程:第2天核心概念 #9: 没有得到就不要付出（等物交换）证据要点竞争策略和战略角色表演 3: 认定倡导者对话路线图 #2: 被推举人发起的访问访问介绍目标/背景/到目前的进展 目标认定目标/成功故事菜单方案开发现状/能力 w/价值衡量方案开发激励者: 运营副总裁角色表演 4: 关键人物访问 第 107-130页 模块 4: CCS 技术机会认定和控制机会认定要素认定机会确定评价程序制定协议程序讨论决定前审核就下面步骤达成一致销售周期控制信函 w/提议的事件顺序检查点确认信执行方案开发激励者执行忧虑和能力总结 销售周期控制信函 w/执行计划草案 研究室: 案例研究执行忧虑和能力团队销售5

29、:15 结束，并布置晚间作业 上午8:00回顾第二天内容角色表演 5: 标签组第 131-142页模块 5:CCS 技术建立商业价值 衡量什么 按目标的收益总结 成本收益分析 定义成功标准 研究室:案例研究 按目标的收益总结第 143-163页模块 6: CCS 技术谈判 RA 程序图, 续核心概念 #10: 当决策者准备购买前不要放弃 SOE 计划: 决定前评审会议 采购者害怕的结果 练习: 可能的紧急情况问题 准备谈判 采购者战略 一般销售员错误 谈判技巧 研究室: 谈判工作表第 185-196页模块 8: CCS 技术客户管理 预测机会 机会分级漏斗里程碑 机会困难 与销售员的问题 漏斗

30、管理 销售提议 处理被搁置的提议 提议撤销信函角色表演 6: 再关注会议5:00 结束并布置晚间作业议程: 第3天上午8:00第 164-184页模块7: CCS 技术潜在主顾和业务发展 提交RFPs 获得访问行政人员的机会 启动采购周期 有效探访的基础 电话探访构成 成功经历实例 为潜在客户进行的组织 基于问题的电话探访 基于目标的电话探访 练习: 电话探访手稿 语音信箱/行政助理/Email 探访对话路线图 #3: 对外联络Agenda: Day 48:00 AMReview of Day 3 Implementing CustomerCentric Selling Getting Sta

31、rted Sales Managers Getting Started Sales PeopleBegin Team PresentationsAdjournment: Award Announcements12:30PM Workshop Wrap-up Help prospects to achieve a goal, solve a problem, or satisfy a need Clearly defined steps that take a prospect from being interested, to becoming successfulHow to help pr

32、ospects identify Solutions, specific to Rockwell Automations capabilitiesHow to use Sales Ready Messaging tools specific tojob title and markets, to help sales people to have intelligent conversations with customers about the use of their products and services to achieve their goals, solve a problem

33、 or satisfy a needA buyer qualification model that targets early access to Key Players, control of committee decisions, control of the proposal process, and control of the sell cycle without over controlling the buyer(s)A framework for ensuring that customer expectations for implementation are set a

34、nd metA set of analysis tools for management (and sales people) to determine sales opportunity quality and strength, assign prospecting activity, assess skill levels of salespeople, provide opportunity coaching, and forecast future businessat an opportunity levelWhy CustomerCentric Selling? 议程: 第四天上

35、午8:00回顾第三天的内容 执行 CustomerCentric Selling 开始 销售经理 开始 销售人员开始小组演讲延长: 宣布获奖下午12:30PM 研讨会结束是一种新的取向，帮助我们的潜在主顾以达到一个目标、解决一个问题，或满足一种需求是一系列清楚定义的步骤，或最佳实践，带有从兴趣到客户成功的期望是一种在行为上正确的技术，帮助我们的潜在主顾发现针对你的产品或服务的解决方案，是一种典范，用于开发针对工作头衔和市场的销售 Ready Messaging工具，使销售人员与潜在的客户就使用其产品和服务以达到他们的目标、解决一个问题或满足一种需求 而展开睿智的对话是一种合成的客户资格认证模型

36、，目的在于尽早访问关键人物、控制委员会的决策、控制提案进程和控制销售周期，而不致于过度控制客户是一种框架，确保设立并达到客户的期望值是一套分析工具，帮助管理层（和销售人员）决定产品供应线的质量和优势、分配潜在主顾的行动、评估销售人员的技能水平、提供机会指导，和在机会水平上预测未来业务为什么CustomerCentric Selling? RACS Business Objectives Help companies provide quality products faster and at a lower costOptimize ManufacturingImprove Plant Upt

37、imeReduce Time to MarketDrive Regulatory ComplianceExecute CustomerCentric dialogue in order to transfer knowledge necessary to help customers measurably achieve their business objectiveOffer a comprehensive set of Solutions Solutions/Applications Existing New Existing NewCustomersZ1Z3 Z2Z4The Z Mod

38、elWhen Do I Use This Process?= somewhat applicable= true target demographicFocusRACS 业务目标帮助公司更快提供更低成本的高品质产品优化生产过程提高工厂的工作时间减少进入市场的时间推动规章的执行实行围绕客户对话以便传递必要的知识，帮助客户可衡量地达到他们业务上的目标提供一套综合性的解决方案 销售 / 解决方案 现有的 新的 现有的 新的客户Z1Z3 Z2Z4Z 模型我何时采用这套程序?= 某种程度上适用= 真实目标人群统计的You get delegated to people you talk likePeop

39、le are best convinced by reasons they themselves discoverNo goal = No prospect. The only person who can call it a Solution is the prospect!You can only “sell” to someone who can “buy”Take the time to diagnose before you offer a prescriptionEmotional decisions are justified by value and logicMake you

40、rself equal THEN make yourself differentOtherwise you are just differentBad news EARLY is GOOD newsDont give without getting (Quid Pro Quo)Dont “close” before the prospect is ready to buyCCS Core ConceptsEvaluating (50%)EChampion (20%)CGoal shared (10%)GActive (0%)ARockwell Automation Sales Process

41、MapPipeline Stages/Funnel MilestonesSales Ready Messaging Tools (internal)Call Intro PrompterMenu of Goals/Success StoryPhone Scripts Prospecting Prompter Solution Development PrompterCall Intro PrompterSolution Development PrompterOpportunity Qualification TemplateBenefit Summary by GoalCustomer Co

42、rrespondence (external)Sequence of Events PlanImplementation PlanCost v. BenefitSuccess MetricsKey Player Letter(5 key components)Meeting Confirmation emailDiscovery Meeting: Identify Business Goal Solution Development: Diagnose Current Situation & Develop Solutions$ % #Qualify Buying Influence Cham

43、pion? Proof Step?Key Player Meetings: Solution Development $ % #Qualify Opportunity (Negotiate Sequence of Events)Execute & Manage SOE StepsProspecting and Business DevelopmentSales Process StepsChampion Letter(5 key components)Sales Call Debrief QuestionsKey Player Oppty. ChartQualification Decisio

44、n PrompterLetter to Confirm Key Player MeetingsNegotiating WorksheetContractNegotiation and CloseVerbal (90%) Proposal (10%)V/P/W你被授权为代言人人们对自己发现的原因最信服没有目标 = 没有潜在客户。能称之为解决方案的人是潜在客户!你只能 “卖” 给能 “买” 的人提供处方前花时间诊断情绪化的决定由价值观和逻辑性证明首先使自己相同然后使自己不同否则你仅仅是不同的早期的坏消息就是好消息没有得到就不要给予 (公平交换)当有希望的主顾准备购买前不要“放弃”CCS 核心概念

45、罗克韦尔自动化销售过程图目标分享 (10%)G 倡导者 (20%)C评估 (50%)E口头的(90%) 提案 (10%)V/P/WPipeline 阶段/Funnel 里程碑s激活 (0%)A销售待命对话工具（内部）致电提示着目标/成功案例菜单访问手稿 整理以探查提示着解决方案开发提示着致电提示着解决方案开发提示着机会认证模版依据目标的利润总结客户对应（外部）事件计划顺序执行计划成本 v. 利润成功 规律关键人物信函(5 个关键部分)会议确认邮件举行发现性会议：认识业务目标解决方案开发：诊断目前形势并开发解决方案$ % #采购权力人物认证 拥护者? 论证步骤?关键人物会议解决方案开发$ % #

46、机会认证（事件的谈判顺序）执行和管理SOE步骤潜在主顾和业务发展销售过程步骤优胜信函(5 个关键部分)销售访问总结问题关键人物机会图认证决策提示着确认关键人物会议的信函谈判工作表合同谈判和关闭What is CustomerCentric Selling?CustomerCentric Sellingis helping your customer visualize how to use your offering to: Achieve a goal Solve a problem Satisfy a needSelling Issues“My manager tells me what

47、to do, he/she never tells me how to actually do it.”“We have too many resources in the account. Each person has their own agenda and we keep stepping on each others toes.”“I couldnt get around my coach to get to the real Buying Influence.”“I gave them our standard presentationbut they just didnt get

48、 it.”什么是 CustomerCentric Selling?CustomerCentric Selling是帮助你的客户想象如何利用你提供的产品来: 达到目标 解决一个问题 满足一种需求15销售问题“我的经理告诉我去做什么，他/她从不告诉我实际怎么做。”“我们有太多的资源，每个人都有他们自己的安排且我们相互牵制。”“我无法使我的教导成为实际的采购权力人物。”“我给了他们我们标准的讲解但他们就是接受不了。”*Geoffrey Moore, Inside the Tornado34% Early Majority (Pragmatists)34% Late Majority (Conserv

49、atives)12-18% Laggards (Skeptics)Early MarketMainstream MarketAdaptability To Change3-5%Innovators (Technology Enthusiasts)12-15% Early Adopters (Visionaries)“The Chasm”“I dread creating (and defending) forecasts.”“Most of my sales reps dont know when to or cannot walk away from bad opportunities.”“

50、A prospect asks a question and my salespeople grab a technical resource and run out on a sales call.”“It is painful to complete sales cycles and have prospects decide to do nothing.”“When a deal finally closes, it resembles a series of random events tied together by hope and luck.”Management Issues*

51、Geoffrey Moore, Tornado内部34% 早期大部分 (实用主义者)34% 后期大部分 (保守主义者)12-18% 落后者 (怀疑论者)早期市场主流市场对改变的适应能力3-5%的革新者 (技术热心人)12-15% 早期采纳者 (空想家)“断层”17“我惧怕制订（并为之辩护）预测报告。”“我的大部分销售代表不知道何时或不能够逃避糟糕的机会。”“一个主顾使人迷茫，而我的销售人员抓住一种技术上的资源并在一个销售访问中便消耗殆尽。”“完成销售周期并让主顾决定要做的事是痛苦的。”“当一笔生意最终关闭时，它像是由希望和幸运捆在一起的一系列随机事件。”管理层问题Of All the Prop

52、osals You Did in the Last 12 Months?1Warren Culpepper,The Culpepper ReportSelling to pragmatists will be easier if you can help them understand WHY they need and HOW they will use your offeringThe early market BUYSThe mainstream market needs to be SOLDSelling to the Pragmatist在你前12个月所做的所有提案中?19如果你能帮

53、助实用主义者理解他们为什么需要以及他们怎样使用你提供的产品，则这样的销售会比较容易早期市场的买入主流市场需要卖出销售给实用主义者20Selling BehaviorMake presentationsOffer opinionsRelationship focusedGravitate toward usersRely on productCompete to keep busyAttempt to sell by:Convincing/persuadingHandling objections Overcoming resistanceConverse situationally Ask r

54、elevant questions Solution focusedTarget business peopleRelate product usageCompete to winEmpower buyers to:Achieve goalsSolve problemsSatisfy needsTraditionalCustomer-Centric* Provides artificial intelligence and requires patience. Without process, they dont do it on purpose!Who puts the puzzle pie

55、ces together?How?ProductUsageKnowledgeMarketKnowledgeCustomerCentric Selling SkillsCompetency Components提供人工智能，需要耐心没有程序，他们则做事漫无目的!销售行为做演讲提供想法注重人际关系倾向于用户依赖于产品需要管理尝试通过下列手段销售：使其信服/说服处理反对意见 克服阻力视情熟识 问相关的问题 注重解决方案目标瞄准商务人员关联产品的用途驾驭他们的经理使买主能够:达到目标解决问题满足需求传统的围绕客户的*21谁完成该拼图?怎么拼?产品使用知识市场知识CustomerCentric Sell

56、ing 技巧能力的组成22Understanding Your Market(s)Industries served Pharma, Automotive, Food & Bev Key Players Plant Manager, Maintenance Manager, VP OpsKey goals & objectivesReduce downtimeDecrease manufacturing costs Increase production efficiencyYour offering Integrated ArchitectureRACS target account cha

57、racteristics (example)Workshop Prospect Profile - Eastman Chemical: Voridian ProjectEastman Chemical Company (NYSE:EMN) is a global company headquartered in Kingsport, Tennessee, U.S.A. The companys two divisions (Caspi & Voridian) touch the lives of people around the world everyday by manufacturing

58、 and marketing more than 1,200 chemicals, fibers and plastics products. The Voridian division is recognized as being the leader in the container plastics industry. Originally centered around alternative packaging for the soft drink industry, today they offer a broad portfolio that includes packaging

59、 Solutions for beer, water, milk, carbonated soft drinks and other beverages, food, cosmetics, and pharmaceutical packaging. Presently, the Voridian division maintains a market leadership position which enables them to address market demands, however, the 1970 pricing structure used by this division

60、 freezes their profit levels. This forces Eastman Chemicals need to increase the efficiency of their high volume Voridian division business.Their short-term goal is to improve the production efficiency of their manufacturing operations. Currently, Voridian produces 5,000 metric tons of plastics with