孙子兵法之营销战略

孙子兵法之营销战略ManagementbyObjectives

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vs.太阳马戏团TraditionalBakeryvs.BreadTalk 一般面包店vs.面包新语TraditionalComputersvs.Dell 一般电脑企业vs.戴尔电脑Ordinaryvs.iPods 一般MP3机vs.iPodNormalMotels/Hostelsvs.HomeInns/Motel168

一般招待所vs.如家/莫泰11PriceofProductvs.CostofPurchase

产品价格vs.购买成本12Pricevs.Value

价格vs.价值13WhatistheValueofWater?水值多少钱？14WhatdoYourCustomersValue?

你的客户会珍惜什么价值呢？AValueisNOTaRealValueUNLESStheCustomerWantsIt!客户所不惜的就不是真正的价值15WhatCustomersWant,Generally

客户一般要的是什么？Samevalue,lowercost 相同价值，更低成本Samecost,bettervalue 相同成本，更优质的价值Customisedtoneeds 量身订造16HowdoesYourCustomerPerceiveYou?你的客户对你抱持什么态度？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Strategic

ImportanceofSeller’sProducts卖方产品的战略重要性DifficultyofObtainingSubstitutes获得替代品的困难程度Source: HuthwaiteHi高Lo低Lo低Hi高17HowdoyoumeasureLeadershipEffectiveness?您将如何衡量领导力的绩效？18HowGoodLeaderscanAddValue 优秀领导者是如何增加价值的Gettingteammemberstogotheextramilewillingly 让队员自愿地作额外的付出（行千里而不劳者，行于无人之地也）Inspireteammemberstogeneratemorecreativesolutions 启发队员，使他们能够更富有创意地解决问题Motivatingteammemberstotakeinitiativewiththeappropriateactions 激励队员，使他们能够自主地采取合适的措施与行动19SunTzu's5CriteriaforLeadership 孙子兵法将者5律智 IntelligenceandWisdom信 TrustandRespect仁 Compassion勇 Courage严 DisciplineandControl20智 IntelligenceandWisdomAnalyticalIntelligence 分析能力Understandstrendsandnumbers 了解趋势与数字Goodatproblemsolving 善于解决问题Drawsaccurateconclusions 达到准确的判断PracticalIntelligence 学以致用的能力Understandswide-rangingknowledge 学识渊博Knowswheretolookfortherightinformation 知道如何找寻信息Identifiestherightcontextfortherightapplication 知道在什么场合运用什么方式来解决问题CreativeIntelligence 创造力Seesnewperspectivesthatothersdon't 看到他人所看不到的观点Thinkslaterally 侧向思维 Generatesinnovativesolutions 营造创新方案21信 TrustandRespectTrustintheleaders'decisions 信任领导的决策Trustintheleaders'intentions 信任领导的意图Authorityisgiven,butrespectisearned 权利是加于的，但尊重是赢取的Leadbyexample 以身作则22仁 CompassionUnderstandstheneedsandaspirationsofyourteammembers 了解各个队员的需求及奋斗目标Makeseachsalespersonthebestsalespersonshecaneverbe 让每一个销售队员成为最优秀的销售员23勇 CourageMakingdecisionsthatteammembersdislike 作出让团队不高兴的决策Makingdecisionsthatmanagementdislikes 作出让管理层不认同的决策Takingaction 付出行动24严 DisciplineandControlTodisciplineothers,disciplineyourselffirst 严己宽人ControlisALSOaboutcatchingotherdoingtheRIGHTthings 监控也包括“抓”到对方做对事25WhoistheBestSalesPerson?

哪位是最优秀的业务员？26WhoistheBestSalesPerson?

哪位是最优秀的业务员？27WhoistheBestSalesPerson?

哪位是最优秀的业务员？28WhoistheBestSalesPerson?

哪位是最优秀的业务员？29WhatwillbeYourAdvicetoSalesmanA,BandC? 你会给业务员A、B及C什么建议呢？30WhoAreSomeofTheLeadersinYouAdmire 谁是你你最仰慕的领导们Whatmakesyouadmirethem? 你为什么会仰慕他们？31TraitsofGoodLeaders优质领导的特征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?您将如何衡量领导力的绩效？33HowGoodLeaderscanAddValue 优秀领导者是如何增加价值的Gettingteammemberstogotheextramilewillingly 让队员自愿地作额外的付出（行千里而不劳者，行于无人之地也）Inspireteammemberstogeneratemorecreativesolutions 启发队员，使他们能够更富有创意地解决问题Motivatingteammemberstotakeinitiativewiththeappropriateactions 激励队员，使他们能够自主地采取合适的措施与行动34WhyNotBuildaHigh-PerformingSalesTeamInstead? 为什么不组建一个优秀的销售团队取而代之？Comparethebestperformingsalesperson(s)withtherest(themiddleandworstperforming)inyourcompany 在公司内部将业绩最好的销售人员（们）与其他销售人员（业绩平平或最差的销售人员）进行比较FindoutwhatarethequalitiesorbehavioursthatareONLYpresentinthebestpeople,whichtherestarenotdoing 找出前者身上独有的（或后者身上缺乏的）素质或工作方法35WhyNotBuildaHigh-PerformingSalesTeamInstead? 为什么不组建一个优秀的销售团队取而代之？Structuretheinterviewprocesseswhereyoulookforpastperformancewherebythecandidatehasdemonstratedsuchidealqualitiesorbehaviours 回顾在过去的招聘过程中能够显示应聘者此类优秀素质或工作方法的环节，并对其进行强化Ifthequalitiesorbehaviourscanbelearnt,structureyoursalestrainingsuchthateveryoneonyourteamcanlearnandinternalisethem 如果这些优秀素质或工作方法可以通过学习来获得，那么强化销售培训，使得团队每个成员都掌握它们36AreSalesPeopleMotivatedbyMoneyOnly?

销售人员是否只会被金钱所激励？IfNot,WhatElse?如果不是，那还有什么能激励销售人员的呢？37WhatMightMotivateSalesPeople? 什么能够激励业务员？Money 金钱Achievement 成就Recognition 认可Relationship 关系Prestige 声望Goodenvironmenttogrow 良好成长环境Autonomy 自主自由Purpose 有所目的Others 其他38Brainstormingyourmotivationplan

如何激励你的团队的脑力风暴Increaseincentivesandcommissions 增加奖金与佣金Introduceacompetition 引进销售竞赛Giverecognitionfortherightbehaviour 针对正确的行为给于赞赏Givethemabright,positivefuturevisioniftheysucceed 给他们画一幅非常辉煌的愿景39WhatREALLYMotivatesPeople 什么真正能够激励他人Consequence 后果40TypesofConsequences 不同的后果Positive正面 Immediate立刻 Certain明确Negative负面 Immediate立刻 Certain明确Positive正面 Immediate立刻 Uncertain不明确Positive正面 Future未来 Certain明确Negative负面 Future未来 Certain明确Negative负面 Immediate立刻 Uncertain不明确Positive正面 Future未来 Uncertain不明确Negative负面 Future未来 Uncertain不明确Source: Daniels&Daniels200741Re-ConfiguringYourSalesIncentives

重新设计你的销售奖金制度Rewardmoreforimprovementsinsalesperformance,andlessformerere-ordering 增加对销售绩效有所提高的奖金，而减少一般重复购买的奖金Implementgroupbonusesifteamworkisneeded 如需鼓励团队合作，实施团队奖金Giverecognitionforimprovementinsalesprocesses 针对销售流程及技巧的改进给于认可与赞赏42CaseStudy1 案例1Youhave3topsalesstaffwhocontributesignificantlytoyourtotalsalesrevenue 你有3位业绩出色的业务员。他们的业绩占据公司总业绩的大部分However,eachoneofthemhasgotdifferentproblems 但是他们没一人都有一些毛病:“A”givesalotofdiscountstotheextentthatyoudon’tmakemuchprofits “A”在价钱方面打很多折，基本上导致公司利润少了许多“B”isgreatinclosingsales,butneverprovideanyformofafter-salesservice “B”签单能力特强，但从来不为客户作任何售后服务“C”generatessalesonlyfrom2-3existingcustomers,andhasnotgainedasinglenewcustomerinthelast3years “C”则只跟2-3位老客户做销售，而且在之前3年都没有引进新客户Whatwouldyoudo? 你会怎么做？43ChallengesinSalesManagement 销售管理遇到的挑战Lessthan15%ofsuperstarsalespeoplesucceedinmanagement少于15%的顶尖销售人员能够成为称职的经理Mostpeopleleavetheirjobsbecausetheycouldnotgetalongwiththeirsupervisors 大部分离职的员工都是因为无法与上级融洽相处而这么做的Only19%ofeffectivenewbusinessdevelopersareeffectiveatmaintaininglong-termcustomers 只有19%的新客户开拓人员能够与客户保持长远良好关系Lessthan15%ofkeyaccountmanagersarecomfortabledevelopingnewbusinesses 只有15%的客户经理对发展新客户感到适意44ChallengesinSalesManagement 销售管理遇到的挑战Nearly65%ofsalespeoplewhofailcouldhavesucceededintherighttypeofsalespositionfortheirskills 将近65%的表现欠佳的业务员能在更合适的销售岗位上创造更优越的业绩Nearly70%ofstrongcustomersupportandservicestaffareabletomaintaincustomerrelationships 将近70%的客服人员能够与客户保持良好长久关系60%ofsalespositionfailuresarerelatedtoindividualswiththewrongskillsfortheposition 60%的销售人员无法胜任其职是因为个人技能与岗位不匹配45WhyGiveRecognition? 为何要给于赞赏？46DefinitionofCulture

文化的定义Thingspeopledounconsciously人们无意中做的事情47创建你的领导文化 CreatingYourLeadershipCulture行为 Behaviour反应 Response期望 Expectation效果 Effect48创建你的领导文化 CreatingYourLeadershipCulture

行为 Behaviour反应 Response期望 Expectation效果 Effect文化 Culture

–“这里做事的方式” “thewaythingsaredonearoundhere”

49PositiveFeedback 正面反馈Context 情景Action 行为Result 结果50CorrectiveFeedback 纠正反馈Context 情景Actualaction 实际行为Result 结果Expectedaction 预期行为Result(enhanced) 结果（优化）51MotivatingStaff 激励员工HappyStaffvs.HungryStaff 快乐的员工和饥饿的员工Whowillbemoremotivated?谁更有工作动力？Thequestionishowwekeepstaffhungry问题是我们如何让员工保持饥饿Atthesametime,weneedtofeedthemaswell同时，我们要喂养他们Whatdowefeedorstaffwith?我们该如何喂养他们呢？52CaseStudy2 案例2Samisanewsalespersonandshowedalotofpromiseduringhisinitialtrainingwiththecompany.Whenhewentonhiswork,healsoputinlotsofeffort.Still,after3months,therewasn’tanyresultsgenerated.Whatwouldyoudo?Sam是一位新业务员，并在入职培训的时候表现优异。他正式工作时也非常投入。但在三个月以后，他仍然没有任何业绩。你会怎么做？53“Doingthesamethingoverandoveragainandexpectingdifferentresults.”“重复做同样的事情却期望不同的结果”DefinitionofInsanity

愚痴的定义54CaseStudy3 案例3Susanwasoneofyourbettersalespersons.Unfortunately,shehasn’tbeenproducingmuchresultslately.Whenaskedaboutherperformance,sherepliedthatthecustomersjustneedalittlelongertimetomakethedecisionthisyear.Whatwouldyoudo?Susan是你团队里较为优秀的业务员。不幸的是，她最近业绩欠佳。当你问她情况时，她说客户今年会比以往需要更长一点的时间作决定。你会怎么做？55ActiveListening聆听Alwaysallowtheotherpersontofinishtalkingbeforepassinganyjudgments待别人叙述完再阐明自己的观点Askclarifyingquestions让别人阐明问题Listenwithyourears,eyesandemotions 使用你的耳、眼及感觉来聆听56CaseStudy4

案例4Simon

hasbeenintouchwithaprospectforquitesometime.Hehasseentheirdecisionmakers,theirtechnicalbuyersandevenend-users.Whileresponsesarepositive,therewasnofurtherprogress.Whatquestionswouldyouask?Simon跟进了一家客户已经