重点客户如何销售培训

Welcometo

TargetAccountSelling®

ProgramObjectivesDeveloping

andtestingacomprehensiveplanforyoursalesopportunityEnabling

youtocommunicatemoreeffectivelywithyourteamShifting

yoursalesfocusfromtacticaltostrategicHelpyouwinby...Focusing

ontherightissueswiththerightpeople

attherighttimeProgramMapOpportunity

AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgramModulesAssessthe

OpportunitySettheCompetitive

StrategyIdentifythe

KeyPlayersDefinethe

RelationshipStrategyTurnIdeas

IntoActionsTestandImprove

thePlanImplementthe

ProcessTargetAccountSellingProcess1234567SalesReturnonInvestmentLevel1Level2Level3ProductivityTimeEntryTacticalStrategicCompetitiveTimeand$VersatilityLevel1Level2Level3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePrematureorExcessiveInconsistentLevel1Level2Level3PreferredResponsiveAgileTimely&JudiciousConsistently

AchievesDominantProactiveAstuteHighROIReliablyExceedsNotinControlSalesPersonalControlisprovidingbusinessvalueforthecustomerwhileforcingthecompetitiontooperateinreactmode.Itisdifficulttocontrolexternaleventsunlessyouareincontrol.UnreturnedphonecallsNoaccesstoinformationCriteriaslantedCriteriaconstantlychangesDelaysBudgetgoesawayQuestioningbycustomersprobingyourweaknessesPlayerschangeMeetingscancelledMeetingsdelegatedPreoccupiedwithpriceNoinsidesupportNotknowingyou’rewinningAlways5minuteslateToomanyhoursToomuchtelephonetimeContinualcrisisNothavingfunPurposeProvideyouwithastructured,repeatablemethodologyforanalyzingasalesopportunityBenefitsQualifyopportunitiesfasterandmoreeffectivelybyanalyzingthemfromthemostcriticalcustomer,businessandcompetitiveperspectivesInvesttime,energyandresourcesontheopportunitiesyouaremostlikelytowinCommunicatethekeyissuesmoreeffectivelyusingacommonlanguageOutputComprehensiveassessmentofyourcurrentsalesopportunityOpportunityAssessmentAssessthe

OpportunitySettheCompetitive

StrategyIdentifythe

KeyPlayersDefinethe

RelationshipStrategyTurnIdeas

IntoActionsTestandImprove

thePlanImplementthe

Process1234567Page2.7Introduction+ABC–Page2.8Current:goodwinratePotentialZ=1Z=0A–CCompromisedX&YLostZ=-1XYZFourKeyQuestions-The4PrinciplesofSellingIsthereanopportunity?Canwecompete?Canwewin?Isitworthwinning?Page2.9IsThereAnOpportunity?Page2.10#1Customer’sApplicationorProjectWhatarethecustomer’srequirements?Whatarethecustomer’skeyissuesandobjectivesfortheproject?Whoinitiatedtheproject?Who’’llbeworkingontheproject?Howdoesthisprojectfitintothecustomer’sbusinessstrategy?#2Customer’sBusinessProfile#3Customer’sFinancialCondition#4AccesstoFundsWhatarethecustomer’sproductsandservices?Whataretheirkeymarkets?Whoaretheirkeycustomersandcompetitors?Whatisdrivingthecustomer’sbusinessinternallyandexternally?Whataretheirrevenueandprofittrends?Howdotheirfinancialscomparetosimilarcompanies?Whatistheirfinancialoutlook?Whatarethecustomer’skeyperformancemetrics?Whatisthebudgetforthisproject?Whatisthecustomer’’sbudgetingprocess?Whatisthepriorityofthisprojectcomparedtoothers?Whatarethecustomer’salternativeusesofcapital?#5–CompellingEventWhydoesthecustomerhavetoact?Whatisthedeadlineforthecustomertomakeadecision?Whataretheconsequencesifthisprojectisdelayed?Whatisthepaybackforthecustomeriftheprojectiscompletedontime?Whatwillbethemeasurableimpactonthecustomer’’sbusiness?BusinessInitiativesBusinessDriversBusinessProfilePage2.11CompellingEventConsequencesPaybackProblemsOpportunitiesCanWeCompete?#6FormalDecisionCriteria#7SolutionFit#8SalesResourceRequirements#9CurrentRelationshipWhatarethecustomer’sdecisioncriteria?Whatistheformaldecisionprocess?Whichdecisioncriteriaaremostimportant?Why?Whoformulatedthedecisioncriteria?Page2.12Howwelldoesoursolutionsolvethecustomer’’sproblem?Whatdoesthecustomerthink?Whatmodificationsorenhancementswillberequired?Whatexternalresourcesdoweneedtomeetthecustomer’’srequirements?Howmuchtimewillthesalesteamneedtoinvestonthisopportunity?Whatadditionalinternalorexternalresourceswillyouneedtowin

thisopportunity?Whatistheprojectedcostofsales?Whatistheopportunitycost?Whatisthestatusofyourrelationshipwiththecustomer?Whatisthestatusofeachcompetitor’srelationshipwiththecustomer?Whoserelationshipprovidescompetitiveadvantageforthisopportunity?Howdoyouandeachofyourcompetitorscomparetothecustomer’sviewoftheidealrelationship?#10–UniqueBusinessValueWhatisthespecificormeasurablebusinessresultthatwe

willdeliver?Howdoesthecustomerdefinevalue?Howwilltheymeasureit?Howhavewequantifiedthisvalueinthecustomer’sterms?Hasthecustomerconfirmedtheirunderstandingofthevaluewewilldeliver?Howdoesthisvaluedifferentiateusfromourcompetitors?Business

ProfileBusiness

DriversBusiness

InitiativesCapabilitiesSolutionDifferen-tiationPage2.13CompellingEventsUniqueBusinessValueAnswerthequestions...What’stheissue?Howisitaffectingthecustomer?Whataretheconsequencesorpayback?Howcanyouhelp?DevelopingYourValuePropositionPage1.9IncreaseCosts/ConsequencesValue=Benefits-Costs/Risks/ConsequencesPage3.9RevenueMarketshareCustomersatisfactionInventoryturnsLoadfactorShareholdervalueCustomerbaseOrderfulfillmenttimeExpensesRejects/returnsWasteAdministrativecostsNumberofdayssupply(ofinventory)TimetocloseanorderCycletimeDecreaseEvaluationprocessPurchasepriceOrderprocessingExpeditingcostsCorrectingmistakesAcquisitionCostsSet-upandinstallationTaxesandinsuranceAdministrativecostsFinancechargesPossessionCostsTrainingSupportMaintenanceDepreciationDisposalInterfacetoothersystemsUsageCostsAffectexistingbusinessesAwakentheircompetitionModificationstoexistingprocessesOpportunityCosts(Risks&Consequences)ValuePropositionTemplatesYouwillbeableto______________resultingin_____________________byimplementingour_____________________.Wedeliveredsimilarresultsat____________________whichresultedin__________________.Bychangingfrom_________________to___________________,youwillaffect__________whichmeans____________________.Wewilltrackthevaluedeliveredby_______________andreportitbacktoyou_________.Wecanhelpyouaddress__________________________byinstalling_________________whichwillresultin____________________________.Wewillensureyourreturnoninvestmentby________________________.businessinitiativespecificormeasurableoutcomesolutionsimilarsituationorcustomerpastvaluedeliveredcurrentsituationoursolutionbusinessdriverspecificormeasurableoutcomevaluetrackingsystemfrequency/timecompellingeventsolutionspecificormeasurableoutcomesharedrisk/rewardstrategyPage1.10SampleValuePropositionsYouwillbeabletoreducethenumberofrepeatcustomerservicecallsby15%resultinginanestimatedmonthlysavingsof$3.4MbyimplementingourSiebelCallCenterApplication.WedeliveredsimilarresultsatUnitedTelecom,whichachieveda25%improvementinfirstcontactcallresolution.BychangingfromapatchworkofhomegrownsolutionstoSiebel’seBusinesssuite,youwillreduceyourtotalcostofownershipby$100M,whichrepresentsa40%increaseinEarningsPerShare.Wewillestablishametricsscorecardtoassistyouinevaluatingprogramperformanceandreportitbacktoyouatsixmonthintervals.(businessinitiative)(measurableoutcome)(solution)(similarcustomer)(measurableresults)(currentsituation)(solution)(measurableoutcome)(measurableoutcome)(valuetrackingsystem)(frequency/time)Page3.13aCanWeWin?#11InsideSupport#12ExecutiveCredibility#13CulturalCompatibility#14InformalDecisionCriteria#15PoliticalAlignmentWhointhecustomer’sorganizationwantsustowin?Whathavetheydonetoindicatetheirsupport?Aretheywillingandabletoactonyourbehalf?Dotheyhavecredibilitywithintheirownorganization?Page2.8Whichexecutive(s)willaffectorbeaffectedbythisdecision?Howhaveyouestablishedtrustandcredibilitywiththem?Howwillyougainaccesstothoseexecutives?Whatisyourplantogainreturnaccesstothem?Whatisthecustomer’’sculture?Howdoesthiscomparewithourcompany?Whatisthecustomer’’sphilosophytowardsvendorsandsuppliers?Canweadjustoradapt?Dowewantto?Howwillthedecisionreallybemade?Whatintangible,subjectivefactorscouldaffectthisdecision?Whataretheunstatedissues?Whoseprivateopinionsdoweknow?Whichonescount?Whoarethemostpowerfulpeopleinvolvedinthisdecision?Dotheywantustowin?Why?Aretheyabletoinfluenceorchangethedecisioncriteria?Cantheycreateasenseofurgency?Howhavetheydemonstratedthisinthepast?IsItWorthWinning?#16Short-TermRevenue#17FutureRevenue#18Profitability#19DegreeofRisk#20StrategicValueWhatistheorderamount?Doesitexceedourthreshold?>$________Whenwillitclose?Isitwithinourtimeframe?<________daysWhatisthepotentialforfuturebusinesswithinthenextyear?Withinthenextthreeyears?Doesitexceedourthresholds?Howisthisprojectorapplicationlinkedtofuturerevenue?Howwillyouensurecustomerpromisesbecomecommitments?Whatistheprojectedprofitonthissalesopportunity?Doesitexceedourprofitthreshold?Whatimpactwilldiscountshaveonprofitability?Howcanweimprovetheprofitabilityonthisopportunity?Howcouldwecauseoursolutiontofail?Whatarethecriticaldependenciesindeliveringvaluetothecustomer?Howcouldthecustomercauseoursolutiontofail?Whatistheimpactonourbusinessifthesolutionfails?Whatisthevalueofthisopportunitytousbeyondtherevenue?Howdoesthisopportunityfitinourbusinessplan?Howcanweleveragethisopportunityintorevenuefromothercompaniesormarkets?Howwillthisopportunityhelpusimproveourproductorservice?Page2.9OpportunityAssessmentCriteriaAssessmentCUSTOMER’SAPPLICATIONORPROJECT1UNDEFINEDDEFINEDCUSTOMER’SBUSINESS

PROFILE2WEAKSTRONGCUSTOMER’SFINANCIAL

CONDITION3WEAKSTRONGCOMPELLINGEVENT5UNDEFINEDDEFINEDACCESSTOFUNDS4NOYES+–+–+–+–+–IsThereAnOpportunity?HIGH+CriteriaAssessmentSHORT-TERMREVENUE16LOWFUTUREREVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGICVALUE20NOYESDEGREEOFRISK19HIGHLOW–+–+–+–+–IsItWorthWinning?Page2.10CriteriaAssessmentINSIDESUPPORT11WEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURAL

COMPATIBILITY13POORGOODPOLITICALALIGNMENT15WEAKSTRONGINFORMALDECISIONCRITERIA14UNDEFINEDDEFINED–+–+–+–+–CanWeWin?STRONG+CriteriaAssessmentFORMALDECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTIONFIT7POORGOODLOWUNIQUEBUSINESSVALUE10WEAKSTRONGCURRENTRELATIONSHIP9WEAKSTRONG+–+–++–+–CanWeCompete?SALESRESOURCEREQUIREMENTS8HIGH–IndividualExercise:CurrentOpportunityStep1UseyourcurrentsalesopportunityandcompletetheOpportunityAssessmentonpage2.11IdentifyyourprimarycompetitorStep2Rateyourpositionagainsteachcriterion:(+) ifitisaccurate,knownandfavorable(–) ifitisunfavorable(?) ifitisunknownStep3Intheshadedcolumn,rateyourcompetitor’s

position7/12/XXDATECOMPETITORSOURCO.-+-?+X-Sys++--?FINISHBY:Page2.10aOpportunityAssessmentCriteriaAssessmentCUSTOMER’SAPPLICATIONORPROJECT1UNDEFINEDDEFINEDCUSTOMER’SBUSINESS

PROFILE2WEAKSTRONGCUSTOMER’SFINANCIAL

CONDITION3WEAKSTRONGCOMPELLINGEVENT5UNDEFINEDDEFINEDACCESSTOFUNDS4NOYES+–+–+–+–+–IsThereAnOpportunity?HIGH+CriteriaAssessmentSHORT-TERMREVENUE16LOWFUTUREREVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGICVALUE20NOYESDEGREEOFRISK19HIGHLOW–+–+–+–+–IsItWorthWinning?Page2.10CriteriaAssessmentINSIDESUPPORT11WEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURAL

COMPATIBILITY13POORGOODPOLITICALALIGNMENT15WEAKSTRONGINFORMALDECISIONCRITERIA14UNDEFINEDDEFINED–+–+–+–+–CanWeWin?STRONG+CriteriaAssessmentFORMALDECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTIONFIT7POORGOODLOWUNIQUEBUSINESSVALUE10WEAKSTRONGCURRENTRELATIONSHIP9WEAKSTRONG+–+–++–+–CanWeCompete?SALESRESOURCEREQUIREMENTS8HIGH–BusinessPartnersProvidingyouwithaccesstonewmarketsorcustomersLeveragingexistingrelationshipswithkeyplayersinyourcustomer’’sorganizationProvidingnewlevelsofexpertiseinspecificindustrysegmentsExpandingyourabilitytodelivera““wholeproduct””orcompletesolutionReducingtherisksassociatedwiththeimplementationofcomplexsolutionsBusinessPartnerscanhelpyouadvanceyoursalescampaignby…Page1.20ThePartner’sRoleinYourValueChainSolutionsMarketingSalesImplementa-tionPost-SalesServiceandSupportSolutionsMarketingSalesImplementationPost-SalesWhatsolutionsareavailablefromyourbusinesspartnerthatcouldenhanceyourabilitytocompete?Whatcompetitorsdoesthispartnerworkwith?Whatmarketshareobjectivesdoesyourpartnerhaveforthismarketorindustrysegment?Whatspecificresourceshavetheydedicatedtothismarketsegment?Howeffectiveisthebusinesspartner’ssalespersonorsalesteamassociatedwithyourjointbusiness?Hasthepartnerassignedtheappropriateresources?Isthereanagreed-toengagementprocess?Howareyourpartner’’simplementationservicesstructured?Whatspecificimplementationservicescanbeappliedtoyourjointbusiness?Whatservicesareavailabletosupporttheimplementationonalong-termbasis?Howdoyourcompany’sofferingscomplementthoseofyourbusinesspartners?Page1.21PartnerAssessmentWorksheetIsthereanopportunity?(#1-5)Understandingthecustomer’sapplicationorprojectProvidingaperspectiveonthecustomer’sfinancialconditionUnderstandingthecustomer’sbudgetingprocessCreatingoruncoveringacompellingeventCanwe

compete?(#6-10)Canwewin?(#11-15)Isitworth

winning?(#16-20)Knowledgeofthecustomer’sformaldecisioncriteriaProvidingsolutionsthatleadtowholeproductsorcompletesolutionsUniquesalesresourcesExistingrelationshipswithkeyplayersUniquebusinessvaluebeyondyoursAccessandcredibilityattheexecutivelevelUnderstandingofthecustomer’scultureKnowledgeofthecustomer’sinformaldecisionprocessAccesstothemostinfluentialpeopleinthecustomer’sorganizationUnderstandingthelinkageoftheprojecttofuturerevenueReducingtherisksassociatedwiththeproject’simplementationDevelopingasolutionthatprovidessignificantstrategicvalueExamplesYourOpportunityHowcanyourbusinesspartnerhelpyouwith…Page1.22TeamActivity:AnalyzeYourBusinessPartnersStep1ReviewtheexamplesshownnexttoeachofthefourkeyquestionsStep2IdentifythespecificareaswhereyourbusinesspartnercanhelpadvanceyourteamopportunityCitethespecificcriteria(e.g.,#5,#10,etc.)Step3BepreparedtodiscussFINISHBY:IntegratebusinesspartnersintotheOpportunityAssessmentprocess.Usetheworksheetonthepreviouspage.Page1.23PurposePurposeProvideyouwithaframeworkfordevelopingawinningstrategyBenefitsAlignyoursalesobjectiveswiththecustomer'sbusinessobjectivessoyoucancommunicateyouruniquebusinessvalueSelectacompetitivesalesstrategythatenablesyoutoclosethesalesopportunityOutputAnalysisofyourpositionforthisopportunityCompetitivestrategytowinyoursalesopportunityStrategyAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page3.27TASPlanningMethodologyPage2.28DescribesthegeneralapproachTheroutetotheobjectiveConnectedtothestrategyIndividual,style-dependentFlexible,dynamicTiedtotheactionsIdentifiesthespecificpeople,programsandmoneyrequiredLong-rangeVisionaryDefinesourrelationshipSpecific(products/services)Measurable(orderamount)Time-bound(closedate)EnsuresthatyourplanisrealisticShouldsupportyourcustomer’’sbusinessplanoaltrategyctionsSAesourcesRbjectiveOestTGWherearewegoing?Howwillweachievetheobjective?Whatspecificactionswillweimplement?Whatresourcesarerequired?Whatspecificactionswillweimplement?Doesourplancreatevalueforthecustomer?(#4)Whatmustweaccomplish?(#7)(#5)GoalObjectiveStrategyCustomerSalesTeamBecometheindustryleaderincustomerserviceImproveinitialcallresponsetoaverageoflessthan2minutesImproveproblemresolutiontolessthan4hoursDecreasecustomerdefectionrateto1.5%Achieveapaybackwithin18monthsonourinvestmentof$5MinnewtechnologyInstallanintegratedcustomermanagementsystemthatfunctionsthesamethroughouttheworldbyOctober15BecomeNationalManufacturing’’strustedadviserontheapplicationoftechnologytocustomerserviceSecurea$3Mcommitmentforacustomerservicesolutionthatincludes:X-100System($500K)Customsoftware($1.2M)Projectmanagementservices($1.3M)nolaterthanMarch31ShiftthedecisioncriteriafromproducttechnologytoapplicationexpertiseandworldwidesupportExamplePage3.29TheArtofWar––SunTzuKnowyourself,knowyourenemy,andyouneednotfearonehundredbattles.Knowonlyyourselfandnotyourenemy,andforeveryvictorygainedyoushallsustaindefeat.Knowneitheryourselfnoryourenemy,andyoushallsuccumbineverybattle.Yourstrengthwilleventuallybecomeyourweakness.Thekeytovictoryisnotindefeatingtheenemy,butindefeatingtheenemy’’sstrategy;thereinliestheirvulnerability.OriginofStrategyPage3.5DevelopFlankingDefendFragmentFrontalCompetitiveStrategiesPage3.6NoCompellingEventORNoUBVCompellingEvent

exists/oryoucancreateoneANDYouhaveUBVPositionAttackFrontalStrategyDefinitionAfrontalstrategyisadirectapproachbasedonthecustomer’sperceptionofyouroverwhelmingsuperiorityinsolution,priceorreputation.Guidelines/CaveatsVariationsPage3.73:1advantageRequiressize,speedorsurpriseResourceintensive(#8)Blatant/obviousMostoftenusedandeasilydefeatedstrategyFeatures/price/performanceProprietarytechnologyWholeproductRelationship/ExperiencePrestigeComfort/SecuritySolutionReputationAltertheRulesFlankingStrategyDefinitionAflankingstrategyshiftsthefocusofthecustomer’sbuyingcriteriatonew

ordifferentissuesthatfavoryoursolution.Guidelines/CaveatsVariationsPage3.8Don’tplaybytheirrulesMusthaveexecutivesupportMakeyourmovelastDon’topenthe““playingfield”ABChangeorre-prioritizethecriteriaMovethegoalpostAA+1ExpandthescopeofthedecisionAddnewcriteria(#6and#14)(#6and#14)AcknowledgeandExpandAltertheRulesFragmentStrategyDefinitionAfragmentstrategydividestheopportunityintosmallerpiecesandfocusesthecustomeronasubsetoftheissuesthatyoucanaddress.Guidelines/CaveatsVariationsPage3.9MusthaveUBVonlyyoucandeliver(#10)Requiresinsidesupport(#11)Pickthecorrectbaseforthefuture(#17)Monitorthecostofsales(#18)Department/Location/FunctionFootinthedoorBeachheadCompatibilitywithcurrentenvironmentExtendcapacityEnhancecustomer’sinvestment(1+1=3)NichePeacefulCoexistenceDefendStrategyDefinitionAdefendstrategyprotectsyourpositionfromtheinevitableassaultfromyourcompetitors.Guidelines/CaveatsVariationsPage3.10Expandyourrelationshipstoahigherlevel(#12)Supportyourallies(#11)Articulateyourcredibility(#12)andbusinessvalue(#10)Bewareofself-isolationKeepyoureyeonyourcompetitorsInsulateIsolateImproveyourrelationships(#9)Supportyourallies(#11)ExtendyourpresenceContainthecompetitionCreatetangents/diversionsDilutethecompetitor’seffortsDevelopStrategyDefinitionAdevelopstrategyestablishesapositionforapossiblefutureengagement.Guidelines/CaveatsVariationsPage3.11Nocompellingevent(#5),ORNotinapositiontocompeteEstablishpresenceforthefutureContinuetocollectprofiledata(1-20)Focusonexecutivecredibility(#12)QualifyyourROI(#18)Nocompellingevent(#5)Establishapresence,listenandwaitInvestmentmarketingNotinapositiontocompete(#7)Attractivefuturealternative(#10)Requiresinsidesupport(#11)InvestDelayOnceyouhaveinitiatedyourstrategy,itshouldremainfixed,unlessthereisamajorshiftintheprofileinformation.Youshouldhaveasinglestrategyforasingleopportunity.StrategyOpportunityStrategyStrategyStrategyOpportunityAOpportunityBOpportunityCIftherearemultipleopportunitieswithinthesameaccount,youcanhavemultiplestrategies.StrategyGuidelinesPage3.12FrontalDevelopFlankingSummaryStartDoyouhavea3:1advantage?Canyouchangeorexpandthebuyingcriteria?Canyoufindaprofitablesubsetoftheopportunitythatyoucanwin?Doyouhaveapositionintheaccountthatyoumustprotect?Istherefuturerevenue(#17)orstrategicvalue(#20)?DisengageNNNYYYYYYNNFrontalSolutionReputationFlankingABAA+1FragmentNicheCoexistenceDefendInsulateIsolateDevelopInvestDelayIsthereacompellingevent

(#5)orcanyoucreateone?Canyoucompete?

(#6-#10)YNPage3.13PurposeProvideyouwithaframeworkforanalyzingthecustomer’’sorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesUnderstandthecustomer’spoliticssothat

youavoidsurprisesinthesalescampaignBroadenyourviewofthecustomer’sorganizationsothatyoucanexpand

yourpresenceOutputOrganizationmapofthecustomer’sformalandinformalorganizationPoliticsAssesstheOpportunitySettheCompetitiveStrategyIdentifythe

KeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page4.39PrinciplesIntroductionOrganizationalStructureformalYoucandenythelegitimacyofpolitics,butyoucannotdenyitsexistence.Nooneissayingthatyouhavetoplaythegame,butagameisbeingplayedwhetheryoulikeitornot.PoliticalStructuredejure/exofficioapparentnecessaryPage4.40informaldefactosubtlerealityMappingtheOrganizationSeniorVPDirectorofSalesandMarketingDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerPage4.41Step#1––MicroViewFormalStructureBuyingRoleAdaptabilitytoChangeYourCoverageYourStatusSeniorVPDirectorofEngineeringDirectorofEngineeringR&DManagerMfg.ManagerSystemsManagerProductMarketingManagerFormalRolesintheBuyingProcessUserEvaluatorDecision-MakerApproverUEDAPage4.42SponsorSSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerMappingBuyingRolesADEEUEUEUUserEEvaluatorDDecision-MakerAApproverPage4.43AdaptabilitytoChange*InnovatorsVisionariesPragmatistsConservativesLaggards*OriginallydevelopedbyEverettRogers,UniversityofIowaandrecentlyupdatedbyGeoffreyMoore,InsidetheTornado.The““TechnologyAdoptionLifeCycle”modelisusedwithMr.Moore’spermission.Page4.44WhatTheyBuyWhatYouShouldSellAdaptabilitytoChangeWhatTheyWantTrialsTestsIndustrystandardsatlowpricewithnoriskStateoftheartRevolutionRecognitionEnhancementorextensionofexistingsystemsInvestmentprotectionInnovatorsVisionariesPragmatistsConservativesLaggardsCustomizedsolutionTotalsolutionsStatusquoNottobeleftbehindEvolutionSolveproblemsProductexcellenceInnovationFutureCompetitiveadvantageReturnoninvestmentGuaranteesProvenexpertiseinsolvingsimilarproblemsPage4.45MappingAdaptabilitytoChangeSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerAPVDCEIEUVEUCELCConservativePPragmatistVVisionaryIInnovatorLLaggardPage4.46CoverageNoContactBriefContactMultipleContactsIn-DepthPage4.47MappingCoverageSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerAPVDCEIEUVEUCELPage4.48In-DepthMultipleContactsBriefContactNoContactYourStatusEnemyNon-supporter NeutralSupporter MentorX–=+Page4.49MappingYourStatusintheSalesCampaignInfluenceRankFunctionSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesAP=V=D–NonSppuorter–Neutral=+MentorEnemyXSupporterSalesManagerProductMarketingManagerEI+R&DManagerMfg.ManagerEUV=EUCXSystemsManagerOperationsManagerEL=CPage4.50Influence54321Rank12345Rankvs.InfluencePage4.51(Formal)AgileAstuteControl

OutcomesAwareWonderMake

thingshappenWatch(Informal)PoliticalStructureInnerCircleMappingthePoliticalStructurePage4.15ConsultantsColleaguesSalespeopleSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerAP=V=DC–EI+EUV=EUCXEL=InfluenceDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerV=DC–EI+EUV=EUCXEL=SeniorVPAP=ConsultantsColleagues

SalespeopleInfluence,asopposedtorankorauthority,flowsinnon-traditionaldirections(fromsubordinatetosuperiororacrossdepartmentalboundaries).AuthorityInfluencePage4.16PurposeIdentifyhowinfluenceworksinanorganizationIdentifythekeycharacteristicsofinfluencethatdifferentiatethoseintheInnerCirclefromthoseinthePoliticalStructureConstructrelationshipstrategiestoalignwiththemostpowerfulpeopleinthe

customerorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesEnhancethequalityofkeyrelationshipsso

thatyoucanwinthesalesopportunityOutputRelationshipstrategiesforkeypeopleinthecustomerorganizationwhocaninfluencethebuyingdecisionAlignmentAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeas

IntoActionsTestandImprovethePlanImplementthe

Process1234567Page5.54IndicatorsofInfluenceIndividualOrganizationalPage5.55HiringsPromotionsTransfersFiringsSpecialAssignmentsinternalexternalMergers&AcquisitionsDispositionsReorganizationsDownsizing/RightsizingBudgetssize/priorityexpand/protectIdentifyingInfluence5CsBus