孙子兵法之营销战略

SunTzuandtheArtofSalesLeadership

孙子兵法之营销战略c.j.Ng

黄常捷1ManagementbyObjectives

目标性管理WhatisStrategy? 什么是战略？2The3ComponentsofWinningStrategies 成功战略的3大组件TheGoal/Objective 目标 TheResourcesNeeded 所需资源TheResponsesfromCustomersandCompetitors 客户及竞争对手的反应3TheGoal/Objective 目标Whythisgoal/objective? 为什么要达到这个目标？Howtoachieveit? 如何达到？Whatinformationisrequired? 需要什么信息？Whatskillsareneeded? 需要哪方面的技能？Howtomonitorprogress? 如何监控进度？4TheResourcesNeeded 所需资源Manpower 人力资源Equipment 设备Materials 材料Funds 资金Marketingexposure 市场曝光Network 人际网络5TheResponsesfromCustomersandCompetitors 客户及竞争对手的反应PEST 政治、经济、社会、科技因素Customers'receptivity 客户的接受程度Competitors'reactions 竞争对手的反应Others 其他6业绩……企业之命脉，死生之地，存亡之道，不可不察也。Sales......thelifebloodofacompany,amatterof"lifeanddeath",survivalorextinction.Indeed,somethingthatneedstobestudied,appliedandre-modifiedconsistently.7FormulatingYourStrategy 拟定战略道：企业之愿景也 TheWay/Vision天：时事大环境也TheClimate 地：市场、区域、客户群体、实地情况也TheGround将：销售领导能力也TheLeadershipandPeople 法：方法、技能也TheMethodsandProcesses8改变中的环境 TheChangingEnvironment客户现在跟五年前相比有什么区别？ Whatarethedifferencesincustomersnowcomparedto5yearsago? 客户五年后跟现在对比又将有什么区别？ Whatwillbesomeofthedifferencesincustomers5yearsfromnow? 9WhatDoCustomersExpectfromSalesPeople? 客户对销售员有什么期望？Bepersonallyaccountableforcustomers’results 为客户的绩效承担个人责任Understandcustomers’business 了解客户的商务模式Proactivelyprovideadviceforcustomers 主动为客户提出建议Suggesttherightsolutionsthatsolvecustomers’problems 提出能解决客户困惑的有效方案Beeasilyaccessible 客户能随时联系上Becreativeinrespondingtocustomers’needs 能为客户的需求提出有创意的解决方法Source:HRChally10BlueOceanvs.RedOceanStrategy蓝海vs.红海战略TraditionalCircusvs.CirqueduSoleil一般马戏团团vs.太阳马戏团团TraditionalBakeryvs.BreadTalk一般面包店店vs.面包新语TraditionalComputersvs.Dell一般电脑企企业vs.戴尔电脑Ordinaryvs.iPods一般MP3机vs.iPodNormalMotels/Hostelsvs.HomeInns/Motel168一般招待所所vs.如家/莫泰11PriceofProductvs.CostofPurchase产品价格vs.购买成本12Pricevs.Value价格vs.价值13WhatistheValueofWater?水值多少少钱？14WhatdoYourCustomersValue?你的客户会会珍惜什么么价值呢？？AValueisNOTaRealValueUNLESStheCustomerWantsIt!客户所不惜惜的就不是是真正的价价值15WhatCustomersWant,Generally

客户户一般要的的是什么？？Samevalue,lowercost相相同价值，，更低成本本Samecost,bettervalue相相同成本，，更优质的的价值Customisedtoneeds量量身订造16HowdoesYourCustomerPerceiveYou?你的客户对对你抱持什什么态度？？ManageRisk降低购买风险ShopAround随意更换供应商Partnering与供应商形成伙伴关系LeverageSize以大订单作为杠杆StrategicImportanceofSeller’’sProducts卖方产品的的战略重要要性DifficultyofObtainingSubstitutes获得替代品品的困难程程度Source:HuthwaiteHi高Lo低Lo低Hi高17HowdoyoumeasureLeadershipEffectiveness?您将如何衡衡量领导力力的绩效？？18HowGoodLeaderscanAddValue 优秀秀领导者是是如何增加加价值的Gettingteammemberstogotheextramilewillingly让让队员自愿愿地作额外外的付出（行千里而而不劳者，，行于无人人之地也））Inspireteammemberstogeneratemorecreativesolutions启启发队员员，使他们们能够更富富有创意地地解决问题题Motivatingteammemberstotakeinitiativewiththeappropriateactions激激励队员，，使他们能能够自主地地采取合适适的措施与与行动19SunTzu's5CriteriaforLeadership孙孙子兵法将将者5律智IntelligenceandWisdom信TrustandRespect仁Compassion勇Courage严DisciplineandControl20智IntelligenceandWisdomAnalyticalIntelligence分分析能力Understandstrendsandnumbers 了解解趋势与数数字Goodatproblemsolving善善于解决问问题Drawsaccurateconclusions 达到到准确的判判断PracticalIntelligence 学以以致用的能能力Understandswide-rangingknowledge 学识识渊博Knowswheretolookfortherightinformation 知道如如何找寻信信息Identifiestherightcontextfortherightapplication 知道道在什么场场合运用什什么方式来来解决问题题CreativeIntelligence 创造力力Seesnewperspectivesthatothersdon't看看到他人所所看不到的的观点Thinkslaterally侧侧向思维维Generatesinnovativesolutions 营造造创新方案案21信TrustandRespectTrustintheleaders'decisions信信任领导的的决策Trustintheleaders'intentions信信任领导导的意图Authorityisgiven,butrespectisearned 权利是是加于的，，但尊重是是赢取的Leadbyexample以以身作则22仁CompassionUnderstandstheneedsandaspirationsofyourteammembers 了解解各个队员员的需求及及奋斗目标标Makeseachsalespersonthebestsalespersonshecaneverbe 让每一一个销售队队员成为最最优秀的销销售员23勇CourageMakingdecisionsthatteammembersdislike 作出出让团队不不高兴的决决策Makingdecisionsthatmanagementdislikes 作出让让管理层不不认同的决决策Takingaction 付出行行动24严DisciplineandControlTodisciplineothers,disciplineyourselffirst严严己宽人ControlisALSOaboutcatchingotherdoingtheRIGHTthings监监控也包括括“抓”到到对方做对对事25WhoistheBestSalesPerson?哪位是最优优秀的业务务员？26WhoistheBestSalesPerson?哪位是最优优秀的业务务员？27WhoistheBestSalesPerson?哪位是最优优秀的业务务员？28WhoistheBestSalesPerson?哪位是最优优秀的业务务员？29WhatwillbeYourAdvicetoSalesmanA,BandC?你会给业务务员A、B及C什么建议呢呢？30WhoAreSomeofTheLeadersinYouAdmire 谁是是你你最仰慕的领导们Whatmakesyouadmirethem?你为什么会会仰慕他们们？31TraitsofGoodLeaders优质领导的的特征Ambition雄心壮志Tenacity坚韧不拔Self-confidence沉着自信PsychologicalOpenness心胸豁达Realism脚踏实地AppetiteforLearning勤奋好学32HowdoyoumeasureLeadershipEffectiveness?您将如何衡衡量领导力力的绩效？？33HowGoodLeaderscanAddValue优优秀秀领领导导者者是是如如何何增增加加价价值值的的Gettingteammemberstogotheextramilewillingly让让队队员员自自愿愿地地作作额额外外的的付付出出（行行千千里里而而不不劳劳者者，，行行于于无无人人之之地地也也））Inspireteammemberstogeneratemorecreativesolutions启启发发队队员员，，使使他他们们能能够够更更富富有有创创意意地地解解决决问问题题Motivatingteammemberstotakeinitiativewiththeappropriateactions激激励励队队员员，，使使他他们们能能够够自自主主地地采采取取合合适适的的措措施施与与行行动动34WhyNotBuildaHigh-PerformingSalesTeamInstead?为什什么么不不组组建建一一个个优优秀秀的的销销售售团团队队取取而而代代之之？？Comparethebestperformingsalesperson(s)withtherest(themiddleandworstperforming)inyourcompany在公公司司内内部部将将业业绩绩最最好好的的销销售售人人员员（（们们））与与其其他他销销售售人人员员（（业业绩绩平平平平或或最最差差的的销销售售人人员员））进进行行比比较较FindoutwhatarethequalitiesorbehavioursthatareONLYpresentinthebestpeople,whichtherestarenotdoing找出出前前者者身身上上独独有有的的（（或或后后者者身身上上缺缺乏乏的的））素素质质或或工工作作方方法法35WhyNotBuildaHigh-PerformingSalesTeamInstead?为什什么么不不组组建建一一个个优优秀秀的的销销售售团团队队取取而而代代之之？？Structuretheinterviewprocesseswhereyoulookforpastperformancewherebythecandidatehasdemonstratedsuchidealqualitiesorbehaviours回顾在过去的的招聘过程中中能够显示应应聘者此类优优秀素质或工工作方法的环环节，并对其其进行强化Ifthequalitiesorbehaviourscanbelearnt,structureyoursalestrainingsuchthateveryoneonyourteamcanlearnandinternalisethem如果这些优秀秀素质或工作作方法可以通通过学习来获获得，那么强强化销售培训训，使得团队队每个成员都都掌握它们36AreSalesPeopleMotivatedbyMoneyOnly?

销售人员员是否只会被被金钱所激励励？IfNot,WhatElse?如果不是，那那还有什么能能激励销售人人员的呢？37WhatMightMotivateSalesPeople?什么能够激励励业务员？Money金钱Achievement成就Recognition认可Relationship关系Prestige声望Goodenvironmenttogrow良好成长环境境Autonomy 自主主自由Purpose 有所目目的Others其他38Brainstormingyourmotivationplan如如何激励你的的团队的脑力力风暴Increaseincentivesandcommissions增增加奖金与与佣金Introduceacompetition 引进进销售竞赛Giverecognitionfortherightbehaviour针针对正确的的行为给于赞赞赏Givethemabright,positivefuturevisioniftheysucceed 给他他们画一幅非非常辉煌的愿愿景39WhatREALLYMotivatesPeople 什么么真正能够激激励他人Consequence 后果40TypesofConsequences 不同的后后果Positive正面面 Immediate立刻Certain明确Negative负面面 Immediate立刻Certain明确Positive正面面 Immediate立刻Uncertain不不明确Positive正面面 Future未来 Certain明明确Negative负面面 Future未来 Certain明明确Negative负面面 Immediate立刻Uncertain不不明确Positive正面面 Future未来Uncertain不不明确Negative负面面 Future未来Uncertain不不明确Source: Daniels&Daniels200741Re-ConfiguringYourSalesIncentives

重新设计计你的销售奖奖金制度Rewardmoreforimprovementsinsalesperformance,andlessformerere-ordering增增加对销售绩绩效有所提高高的奖金，而而减少一般重重复购买的奖奖金Implementgroupbonusesifteamworkisneeded 如需鼓励励团队合作，，实施团队奖奖金Giverecognitionforimprovementinsalesprocesses 针对销售售流程及技巧巧的改进给于于认可与赞赏赏42CaseStudy1案例1Youhave3topsalesstaffwhocontributesignificantlytoyourtotalsalesrevenue你有3位业绩出色的的业务员。他他们的业绩占占据公司总业业绩的大部分分However,eachoneofthemhasgotdifferentproblems但是他们没一一人都有一些些毛病:“A”givesalotofdiscountstotheextentthatyoudon’’tmakemuchprofits““A”在价钱方面打打很多折，基基本上导致公公司利润少了了许多“B”isgreatinclosingsales,butneverprovideanyformofafter-salesservice““B”签单能力特强强，但从来不不为客户作任任何售后服务务“C”generatessalesonlyfrom2-3existingcustomers,andhasnotgainedasinglenewcustomerinthelast3years “C”则只跟2-3位老客户做销销售，而且在在之前3年都没有引进进新客户Whatwouldyoudo?你会怎么做？？43ChallengesinSalesManagement销售管理遇到到的挑战Lessthan15%ofsuperstarsalespeoplesucceedinmanagement少于15%的顶尖销售人人员能够成为为称职的经理理Mostpeopleleavetheirjobsbecausetheycouldnotgetalongwiththeirsupervisors大部分离职的的员工都是因因为无法与上上级融洽相处处而这么做的的Only19%ofeffectivenewbusinessdevelopersareeffectiveatmaintaininglong-termcustomers只有19%的新客户开拓拓人员能够与与客户保持长长远良好关系系Lessthan15%ofkeyaccountmanagersarecomfortabledevelopingnewbusinesses只有15%的客户经理对对发展新客户户感到适意44ChallengesinSalesManagement销售管理遇到到的挑战Nearly65%ofsalespeoplewhofailcouldhavesucceededintherighttypeofsalespositionfortheirskills将近65%的表现欠佳的的业务员能在在更合适的销销售岗位上创创造更优越的的业绩Nearly70%ofstrongcustomersupportandservicestaffareabletomaintaincustomerrelationships将近70%的客服人员能能够与客户保保持良好长久久关系60%ofsalespositionfailuresarerelatedtoindividualswiththewrongskillsfortheposition 60%的销售人员无无法胜任其职职是因为个人人技能与岗位位不匹配45WhyGiveRecognition?为何要给于赞赞赏？46DefinitionofCulture文化的定义Thingspeopledounconsciously人们无意中做做的事情47创建你的领导导文化 CreatingYourLeadershipCulture行为Behaviour反应Response期望Expectation效果Effect48创建你的领导导文化 CreatingYourLeadershipCulture行为Behaviour反应Response期望Expectation效果Effect文化Culture–“这里做事的的方式”“thewaythingsaredonearoundhere”49PositiveFeedback 正面反反馈Context 情景Action行行为Result结结果50CorrectiveFeedback纠纠正反馈Context情情景Actualaction实实际际行为为Result结结果果Expectedaction预预期期行为为Result(enhanced)结结果果（优优化））51MotivatingStaff激励员员工HappyStaffvs.HungryStaff快乐的的员工工和饥饥饿的的员工工Whowillbemoremotivated?谁更有有工作作动力力？Thequestionishowwekeepstaffhungry问题是是我们们如何何让员员工保保持饥饥饿Atthesametime,weneedtofeedthemaswell同时，，我们们要喂喂养他他们Whatdowefeedorstaffwith?我们该该如何何喂养养他们们呢？？52CaseStudy2案例2Samisanewsalespersonandshowedalotofpromiseduringhisinitialtrainingwiththecompany.Whenhewentonhiswork,healsoputinlotsofeffort.Still,after3months,therewasn’’tanyresultsgenerated.Whatwouldyoudo?Sam是一位位新业业务员员，并并在入入职培培训的的时候候表现现优异异。他他正式式工作作时也也非常常投入入。但但在三三个月月以后后，他他仍然然没有有任何何业绩绩。你你会怎怎么做做？53“Doingthesamethingoverandoveragainandexpectingdifferentresults.”“重复复做同同样的的事情情却期望望不同同的结结果”DefinitionofInsanity愚痴的的定义义54CaseStudy3案例3Susanwasoneofyourbettersalespersons.Unfortunately,shehasn’’tbeenproducingmuchresultslately.Whenaskedaboutherperformance,sherepliedthatthecustomersjustneedalittlelongertimetomakethedecisionthisyear.Whatwouldyoudo?Susan是你团团队里里较为为优秀秀的业业务员员。不不幸的的是，，她最最近业业绩欠欠佳。。当你你问她她情况况时，，她说说客户户今年年会比比以往往需要要更长长一点点的时时间作作决定定。你你会怎怎么做做？55ActiveListening聆听Alwaysallowtheotherpersontofinishtalkingbeforepassinganyjudgments待别人人叙述述完再再阐明明自己己的观观点Askclarifyingquestions让别人人阐明明问题题Listenwithyourears,eyesandemotions使使用用你的的耳、、眼及及感觉觉来聆聆听56CaseStudy4案例4Simonhasbeenintouchwithaprospectforquitesometime.Hehasseentheirdecisionmakers,theirtechnicalbuyersandevenend-users.Whileresponsesarepositive,therewasnofurtherprogress.Whatquestionswouldyouask?Simon跟进了了一家家客户户已经经有段段时间间。他他一见见过对对方的的决策策者、、技术术人员员甚至至使用用者。。尽管管反馈馈良好好，但但始终终裹足足不前前。你你会向向他提提问什什么问问题？？57YouKnowYourSalesProcessIsOutdatedWhen...您何时时发现现自己己的销销售流流程已已经过过时？？Yourrepsinteractmostlywithcustomers‘‘purchasingdepartments您的销销售员员只与与顾客客的采采购部部门联联系最最为密密切Theentiresalesdiscussionrevolvesaroundprice整个销销售谈谈判都都围绕绕着价价格Salestrainingismostlyexercise-basedtrainingthatshowsrepshownottotakenoforananswer销售培培训的的目的的是灌灌输销销售人人员不不接受受““不””Managementisconstantlyadjustingtheincentiveschemes管理总总是围围绕奖奖金措措施的的调整整58YouKnowYourSalesProcessIsOutdatedWhen...您何时时发现现自己己的销销售流流程已已经过过时？？Thesalesforcethatisspreadtoothinisreorganizedtofocusmoreintenselyoncustomers已经人人手不不足的的销售售团队队需要要将更更多的的精力力花在在顾客客身上上Salespeoplearenotincludedinthedesignofthecompany'soffering销售人人员没没有参参与到到公司司销售售方案案的制制定中中Thereislittlethoughtoforinteractionwithyourcustomers‘customers忽视了了与顾顾客的的顾客客沟通通Yoursalespeopleareinternallyfocused销售人人员不不接受受外来来信息息Salesmanagementisconvinceditisdoingagoodjob销售管管理层层自我我感觉觉良好好59ActionPlanning行动计计划60WhatNext?下一步步该怎怎么做做？WhatshouldIdomoreof?我们哪哪方面面应该该多做做一些些？WhatshouldIdolessof?我们哪哪方面面应该该少做做一些些？WhatshouldIstartdoing?我们该该开始始做什什么？？WhatshouldIstopdoing?我们该该停止止什么么？Whatshallbemyactionstepsnow?我的行行动计计划将将是什什么？？61Resources在在线资资源629、静静夜夜四四无无邻邻，，荒荒居居旧旧业业贫贫。。。。12月月-2212月月-22Saturday,December31,202210、雨中黄叶树树，灯下白头头人。。05:58:2905:58:2905:5812/31/20225:58:29AM11、以以我我独独沈沈久久，，愧愧君君相相见见频频。。。。12月月-2205:58:2905:58Dec-2231-Dec-2212、故人江江海别，，几度隔隔山川。。。05:58:2905:58:2905:58Saturday,December31,202213、乍见翻疑疑梦，相悲悲各问年。。。12月-2212月-2205:58:2905:58:29December31,202214、他乡生白白发，旧国国见青山。。。31十二二月20225:58:29上上午05:58:2912月-2215、比不了得就就不比，得不不到的就不要要。。。十二月225:58上上午12月-2205:58December31,202216、行动动出成成果，，工作作出财财富。。。2022/12/315:58:2905:58:2931December202217、做前前，能能够环环视四四周；；做时时，你你只能能或者者最好好沿着着以脚脚为起起点的的射线线向前前。。。5:58:29上上午5:58上上午午05:58:2912月月-229、没有有失败败，只只有暂暂时停停止成成功！！。12月月-2212月月-22Saturday,December31,202210、很很多多事事情情努努力力了了未未必必有有结结果果，，但但是是不不努努力力却却什什么么改改