销售培训-目标解释销售英文

销售培训--目标解释销售英文Program

ObjectivesHelp

you

win

by...Focusing

on

the

right

issues

with

the

right

peopleat

the

right

timeDeveloping

and

testing

a

comprehensive

plan

for

yoursales

opportunityEnabling

you

to

communicate

more

effectively

withyour

teamShifting

your

sales

focus

from

tactical

to

strategicProgram

MapOpportunityAssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram

ModulesAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationship

StrategyTurn

IdeasInto

ActionsTest

and

Improvethe

PlanImplement

theProcessTarget

Account

Selling

ProcessSales

Return

on

InvestmentLevel

1Level

2Level

3ProductivityTimeEntryTacticalStrategicCompetitive·

Time

and

$VersatilityLevel

1Level

2Level

3FocusEventProcessOutcomeOrientationProduct/ServiceBusinessPoliticalRepertoireTechnologyServicesSolutionFinancePriceCostValueRelationshipsOperationsManagementExecutiveDevelopmentResourcesPerformancePremature

orExcessiveInconsistentTimely

&

JudiciousConsistentlyAchievesLevel

1Level

2Level

3StatusConsideredPreferredDominantModeReactiveResponsiveProactivePoliticsAwareAgileAstuteHigh

ROIReliably

ExceedsNot

in

ControlSalesPersonalControl

is

providing

business

value

forthe

customer

whileforcing

the

competition

to

operate

in

react

mode.Unreturned

phone

callsNo

access

to

informationCriteria

slantedCriteria

constantly

changesDelaysBudget

goes

awayQuestioning

by

customersprobingyour

weaknessesPlayers

changeMeetings

cancelledMeetings

delegatedPreoccupied

withpriceNo

inside

support·

Not

knowing

you’re

winningIt

is

difficult

to

control

external

events

unless

you

arein

control.Always

5

minutes

lateToo

many

hoursToo

much

telephone

timeContinual

crisisNot

having

funPurpose·

Provide

you

with

a

structured,

repeatablemethodology

for

analyzing

a

salesopportunityBenefitsQualify

opportunities

faster

and

moreeffectively

by

analyzing

them

from

the

mostcritical

customer,

business

and

competitiveperspectivesInvest

time,

energy

and

resources

on

theopportunities

you

are

most

likely

to

winCommunicate

the

key

issues

more

effectivelyusing

a

common

languageOutput·

Comprehensive

assessment

of

your

currentsales

opportunityOpportunity

AssessmentAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationship

StrategyTurn

IdeasInto

ActionsTest

and

Improvethe

PlanImplement

theProcessPage

2

.

8Introduction–A

B

CCurrent:

good

win

rate+·

Z

=

1·

Z

=

0A

–

C

CompromisedX

&

Y

LostZ

=

-1XYPotentialZPage

2

.

9Four

Key

Questions

-

The

4

Principles

of

SellingPage

2

.

10·

Is

there

an

opportunity?·

Can

we

compete?·

Can

we

win?·

Is

it

worth

winning?Is

There

An

Opportunity?#1Customer’sApplication

orProjectWhat

are

the

customer’s

requirements?What

are

the

customer’s

key

issues

and

objectives

for

the

project?Who

initiatedthe

project?

Who’ll

be

working

on

the

project?How

does

this

project

fit

into

the

customer’s

business

strategy?#2Customer’sBusiness

Profile#3Customer’s#4Access

to

FundsWhat

are

the

customer’s

products

and

services?What

are

their

key

markets?Who

are

their

key

customers

and

competitors?What

is

driving

the

customer’s

business

internally

and

externally?Financial

Condition

·What

are

theirrevenue

and

profit

trends?How

do

their

financials

compare

to

similar

companies?What

is

their

financial

outlook?What

are

the

customer’s

key

performance

metrics?What

is

the

budget

forthis

project?What

is

the

customer’s

budgeting

process?What

is

the

priority

of

thisprojectcompared

to

others?What

are

the

customer’s

alternative

uses

of

capital?Page

2

.

11#5

–

Compelling

EventBusinessInitiativesBusinessDriversBusinessProfileCompellingEventConsequences

PaybackWhy

does

the

customer

have

toact?What

is

the

deadline

for

the

customer

to

make

a

decision?What

are

the

consequences

if

this

project

is

delayed?

What

is

the

payback

for

the

customer

if

the

project

iscompleted

on

time?

What

will

be

the

measurable

impact

on

the

customer’sbusiness?ProblemsOpportunitiesPage

2

.

12Can

We

Compete?#6Formal

DecisionCriteria#7Solution

Fit#8Sales

ResourceRequirements#9CurrentRelationshipWhat

are

the

customer’s

decision

criteria?What

is

the

formal

decision

process?Whichdecisioncriteria

are

most

important?

Why?Who

formulated

the

decision

criteria?How

well

does

our

solution

solve

the

customer’s

problem?What

does

the

customer

think?What

modifications

or

enhancements

will

be

required?What

external

resources

do

we

need

to

meet

the

customer’s

requirements?How

much

time

will

the

sales

team

need

to

invest

on

this

opportunity?Whatadditionalinternal

or

external

resources

will

you

need

to

winthis

opportunity?What

is

the

projected

cost

of

sales?What

is

the

opportunity

cost?What

is

the

status

of

your

relationship

with

the

customer?What

is

the

status

of

each

competitor’s

relationship

with

the

customer?Whose

relationship

provides

competitive

advantage

for

this

opportunity?How

do

you

and

each

of

your

competitors

compare

to

the

customer’s

viewof

the

ideal

relationship?Page

2

.

13#10

–

Unique

Business

Value

What

is

the

specific

or

measurable

business

result

that

wewill

deliver?How

does

the

customer

define

value?

How

will

they

measure

it?How

have

we

quantified

this

value

in

the

customer’s

terms?

Has

the

customer

confirmed

their

understanding

of

the

value

wewill

deliver?How

does

this

value

differentiate

us

from

our

competitors?BusinessProfileBusinessDriversCapabilitiesSolutionDifferen-tiationPage

2

.

14CompellingEventsBusinessInitiativesUniqueBusinessValueAnswer

the

questions

.

.

.What’s

the

issue?How

is

it

affecting

the

customer?What

are

the

consequences

orpayback?How

can

you

help?DevelopingYour

Value

PropositionCosts/ConsequencesValue

=

Benefits

-

Costs/Risks/ConsequencesIncreaseRevenueMarket

shareCustomer

satisfactionInventory

turnsLoad

factorShareholder

valueCustomer

baseTime

to

close

an

orderCycle

timeDecreaseOrder

fulfillmenttimeExpensesRejects/

returnsWasteAdministrative

costsNumber

of

days

supply(of

inventory)Acquisition

Costs·Evaluation

process·Purchase

price·Order

processing·Expediting

costsPossession

Costs·Set-

up

and

installation·Taxes

and

insurance·Administrative

costs·Finance

charges·Training·Support·Maintenance·Depreciation·Disposal·Interface

to

other

systems·Correcting

mistakesUsage

CostsOpportunity

Costs

(Risks

&

Consequences)·Affect

existing

businesses·Awaken

their

competition·Modifications

to

existing

processesValue

Proposition

Templates·You

will

beableto

resultingin

business

initiative

specific

or

measurable

outcomeimplementing

our

.

We

delivered

similar

results

atsolution

whichresultedin

.similar

situation

or

customer

past

value

delivered·By

changing

from

to

,

you

willcurrent

situation our

solutionaffect

whichmeans

.

We

will

trackthebusiness

driver

specific

or

measurable

outcomevaluedeliveredby

andreportit

back

to

you

.value

tracking

system

frequency/time·We

can

help

you

address

by

installingcompelling

event

which

will

resultin

.

Wsolution

specific

or

measurable

outcomewill

ensure

your

return

on

investment

by

.shared

risk/reward

strategySample

Value

Propositions·

You

will

be

able

to

reduce

the

number

of

repeat

customer

service

calls

b(business

initiative)15%

resulting

in

an

estimated by

implementing

our

Siebel

Call

Center(measurable

outcome)Application.

We

delivered

similar

results

at

United

Telecom,

which(solution)(similar

customer)achieved

a

25%

improvement

in

first

contact

call

resolution.(measurable

results)·

By

changing

from

a

patchwork

of

home

grown

solutions

to

Siebel’s(current

situation)(solution)eBusiness

suite,

you

will

reduce

your

total

cost

of

ownership

by

$100M,which

represents

a

40%

increase

in

Earnings

Per

Share.

We

will(measurable

outcome)establish

a

metrics

score

card

to

assist

you

in

evaluating

program(measurable

outcome)performance

andreport

it

back

to

you

at

six

month

intervals.(value

tracking

system)(frequency

/

time)Can

We

Win?#11InsideSupport#12ExecutiveCredibility#13CulturalCompatibility#14Informal

DecisionCriteria#15PoliticalAlignmentWho

in

the

customer’s

organization

wants

us

to

win?What

have

they

done

to

indicate

their

support?Are

they

willing

and

able

to

act

on

your

behalf?Do

they

have

credibility

within

their

own

organization?Which

executive(s)

will

affect

or

be

affected

by

this

decision?How

have

you

established

trust

and

credibility

with

them?How

will

you

gain

access

to

those

executives?What

is

your

plan

to

gain

return

access

to

them?What

is

the

customer’sculture?How

does

this

compare

with

our

company?What

is

the

customer’s

philosophy

towards

vendors

and

suppliers?Can

we

adjust

or

adapt?

Do

we

want

to?How

will

the

decision

really

be

made?What

intangible,

subjectivefactors

could

affect

this

decision?What

are

the

unstated

issues?Whose

private

opinions

do

we

know?

Which

ones

count?Who

are

the

most

powerful

people

involved

in

this

decision?Do

they

want

us

to

win?

Why?Are

they

able

to

influence

or

change

the

decision

criteria?Can

they

create

a

sense

of

urgency?

How

have

they

demonstrated

thisinthe

past?Is

It

Worth

Winning?#16Short-TermRevenue#17Future

Revenue#18Profitability#19Degreeof

Risk#20Strategic

ValueWhat

is

the

order

amount?Does

it

exceed

our

threshold?

>

$

When

will

it

close?Is

it

within

our

time

frame?

<

daysWhat

is

the

potential

for

future

business

within

the

next

year?

Within

thenext

three

years?Does

it

exceed

our

thresholds?How

is

this

project

or

application

linked

to

future

revenue?How

will

you

ensure

customer

promises

become

commitments?What

is

the

projected

profit

on

this

sales

opportunity?Does

it

exceed

ourprofitthreshold?What

impact

will

discounts

have

on

profitability?How

can

we

improve

the

profitability

on

this

opportunity?How

could

we

cause

our

solution

to

fail?What

are

the

critical

dependencies

in

delivering

value

to

the

customer?How

could

the

customer

cause

our

solution

to

fail?What

is

the

impact

on

our

business

if

the

solution

fails?What

is

the

value

of

this

opportunity

to

us

beyond

the

revenue?How

does

this

opportunity

fit

in

our

business

plan?How

can

we

leverage

thisopportunity

into

revenue

from

other

companiesor

markets?How

will

this

opportunity

help

us

improve

our

product

or

service?Opportunity

AssessmentCUSTOMER’S

APPLICATIONOR

PROJECT1D

E

F

IN

E

DCUSTOMER’S

BUSINESSPROFILE2U

N

D

E

F

IN

E

D

S

T

R

O

N

GW

E

A

KCUSTOMER’S

FINANCIALCONDITION3W

E

A

KS

T

R

O

N

GCOMPELLING

EVENT5D

E

F

IN

E

D

U

N

D

E

F

IN

E

DACCESS

TO

FUNDS4Y

E

SN

O+–+–+–+–+–Is

There

An

Opportunity?Criteria

AssessmentH

IG

H+AssessmentL

O

WFUTURE

REVENUE17H

IG

HL

O

WPROFITABILITY18H

IG

HSTRATEGIC

VALUE20N

ODEGREE

OF

RISK19H

IG

HY

E

SL

O

W

L

O

W–+–+–+–+–AssessmentW

E

A

KEXECUTIVE

CREDIBILITY12S

T

R

O

N

G

W

E

A

KCULTURALCOMPATIBILITY13G

O

O

D

P

O

O

RPOLITICAL

ALIGNMENT15W

E

A

KINFORMAL

DECISIONCRITERIA14U

N

D

E

F

IN

E

DS

T

R

O

N

GD

E

F

IN

E

D–+–+–+–+–Can

We

Win?Criteria11 INSIDE

SUPPORTS

T

R

O

N

G+AssessmentFORMAL

DECISIONCRITERIA6U

N

D

E

F

IN

E

DD

E

F

IN

E

DSOLUTION

FIT7G

O

O

D10

UNIQUE

BUSINESS

VALUEIs

It

Worth

Winning?Criteria16

SHORT-

TERM

REVENUES

T

R

O

N

GW

E

A

KCURRENT

RELATIONSHIP9W

E

A

KS

T

R

O

N

G+–+–++–+–Can

We

Compete?CriteriaSALES

RESOURCEREQUIREMENTS8P

O

O

RL

O

W

H

IG

H–Individual

Exercise:Current

OpportunityStep

1Step

2·

Rate

your

position

against

each

criterion:(+)

if

it

is

accurate,

known

and

favorable(–)

if

it

is

unfavorable(?)

if

it

is

unknownStep

3·

In

the

shaded

column,

rate

your

competitor’sposition7/12/XXUse

your

current

sales

opportunity

and

complete

theOpportunity

Assessment

on

page

2.11DATEIdentify

your

primary

competitorCOMPETITORSOURCO.

X-Sys-

++

+-

-?

-+?FINISH

BY:Business

PartnersProviding

you

with

access

to

new

markets

orcustomersLeveraging

existing

relationships

with

keyplayers

in

your

customer’s

organizationProviding

new

levels

of

expertise

in

specificindustry

segmentsExpanding

your

ability

to

deliver

a

“wholeproduct”

or

complete

solutionReducing

the

risks

associated

with

theimplementation

of

complex

solutionsBusiness

Partners

can

help

youadvance

your

sales

campaign

by…The

Partner’s

Role

in

Your

Value

ChainSolutionsMarketingSalesImplementa-tionPost-SalesServiceandSupportSolutionsMarketingSalesImplementationPost-SalesWhat

solutions

are

available

from

your

business

partner

that

couldenhance

your

ability

to

compete?What

competitors

does

this

partner

work

with?What

market

share

objectives

does

your

partner

have

for

this

market

orindustry

segment?What

specificresources

have

they

dedicated

to

this

market

segment?How

effective

is

the

business

partner’s

salesperson

or

sales

teamassociated

with

your

joint

business?Has

the

partner

assigned

the

appropriate

resources?Is

there

an

agreed-to

engagement

process?How

are

your

partner’s

implementation

services

structured?What

specific

implementation

services

can

be

applied

to

your

jointbusiness?What

services

are

available

to

support

the

implementation

on

a

long-termbasis?How

do

your

company’s

offerings

complement

those

of

your

businesspartners?PartnerAssessment

WorksheetIs

there

anopportunity?(#1-5)Can

wecompete?(#6-10)Can

we

win?(#11-15)Is

it

worthwinning?(#16-20)Knowledge

of

the

customer’s

formal

decision

criteriaProviding

solutions

that

lead

to

whole

products

or

complete

solutionsUnique

sales

resourcesExisting

relationships

with

key

playersUnique

business

value

beyond

yoursAccess

and

credibility

at

the

executive

levelUnderstanding

of

the

customer’s

cultureKnowledge

of

the

customer’s

informal

decision

processAccess

to

the

most

influential

people

in

the

customer’s

organizationUnderstanding

the

linkage

of

the

project

to

future

revenueReducing

the

risks

associated

with

the

project’s

implementationDeveloping

a

solution

that

provides

significantstrategic

valueHow

can

your

business

partner

help

you

with…·

Examples Your

OpportunityUnderstanding

the

customer’s

application

or

projectProviding

a

perspective

on

the

customer’s

financial

conditionUnderstanding

the

customer’s

budgeting

processCreating

or

uncovering

a

compelling

eventTeam

Activity:

Analyze

Your

Business

PartnersStep

1Step

2Identify

the

specific

areas

where

your

businesspartner

can

help

advance

your

team

opportunityCitethe

specific

criteria

(e.g.,

#5,

#10,

etc.)Step

3·

Be

prepared

to

discussFINISH

BY:Integrate

business

partners

into

the

OpportunityAssessment

process.Use

the

worksheet

on

the

previouspage.·

Review

the

examples

shown

next

to

each

of

the

fourkey

questionsPurposePurposeProvideyou

with

a

framework

fordeveloping

a

winning

strategyBenefitsAlign

your

salesobjectives

with

thecustomer"s

business

objectives

so

youcan

communicate

your

uniquebusiness

valueSelect

a

competitive

sales

strategy

thatenables

you

to

close

the

sales

opportunityOutputAnalysis

of

your

position

forthisopportunityCompetitive

strategy

to

win

your

salesopportunityStrategyAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationship

StrategyTurn

IdeasInto

ActionsTest

and

Improvethe

PlanImplement

theProcessPage

3

.

28TAS

Planning

MethodologytrategySA

ctionsesourcesRO

bjectiveT

estG

oalPage

3

.

29Where

are

we

going?What

specific

actions

will

we

implement?Does

our

plan

create

value

for

the

customer?Ensures

that

your

plan

is

realisticShould

support

your

customer’s

business

planLong-rangeVisionaryDefines

our

relationshipWhat

must

we

accomplish?Specific

(products/servi(c#e7s))Measurable

(order

amount()#4)Time-bound

(close

dat(e(e#)#)5)How

will

we

achieve

the

objective?Describes

the

general

approachThe

route

to

the

objectiveWhat

specific

actions

will

we

implement?Connected

to

the

strategyIndividual,

style-dependentFlexible,

dynamicWhat

resources

are

required?Tied

to

the

actionsIdentifies

the

specific

people,

programs

and

money

requiredGoalObjectiveStrategyCustomerSales

TeamBecome

the

industry

leader

incustomer

service·

Improve

initial

call

response

to

average

oflessthan

2

minutesImprove

problem

resolution

to

less

than

4hoursDecrease

customer

defection

rate

to

1

.5

%investment

of

$

5

M

in

new

technologyInstall

an

integrated

customermanagement

system

that

functions

thesame

throughout

the

world

by

October15Become

NationalManufacturing’s

trusted

adviseron

the

application

of

technologyto

customer

service·Secure

a

$

3

M

commitment

for

a

customerservice

solution

that

includes:·

X-100

System

($

500

K)·

Custom

software

($

1

.2

M)·

Project

management

services

($

1

.3

M)·

Achieve

a

payback

within

18

months

on

our

·no

later

than

March

31Shift

the

decision

criteria

fromproduct

technology

to

applicationexpertise

and

worldwide

supportExamplePage

3

.

30The

Art

of

War

–

Sun

TzuKnow

yourself,

know

your

enemy,

and

you

need

notfear

one

hundred

battles.

Know

only

yourself

and

notyour

enemy,

and

for

every

victory

gained

you

shallsustain

defeat.

Know

neither

yourself

nor

yourenemy,

and

you

shall

succumb

in

every

battle.Your

strength

will

eventually

become

your

weakness.The

key

to

victory

is

not

in

defeating

the

enemy,

butin

defeating

the

enemy’s

strategy;

therein

lies

theivulnerability.Origin

of

StrategyDevelopDefendFragmentFrontalCompetitive

Strategies·

No

UBVPositionNo

CompellingEventORAttackCompelling

EveFnltanking

exists/or

you

cancreate

oneANDYou

have

UBVFrontal

StrategyFeatures/price/performanceProprietarytechnologyWhole

productRelationship/ExperiencePrestigeComfort/SecurityDefinitionA

frontal

strategy

is

a

direct

approach

based

on

the

customer’s

perception

of

youroverwhelming

superiority

in

solution,

price

or

reputation.Guidelines/Caveats3:1

advantageRequires

size,

speed

or

surpriseResource

intensive

(#8)Blatant/obviousMost

often

used

and

easily

defeated

strategyVariationsSolution

ReputationFlanking

StrategyA

BChange

or

re-prioritize

the

criteria·

Move

the

goal

postA

A+1Expand

the

scope

of

the

decision·

Add

new

criteria(#6

and

#14)(#6

and

#14)DefinitionA

flanking

strategy

shifts

the

focus

of

the

customer’s

buying

criteria

to

newor

different

issues

that

favor

your

solution.Guidelines/CaveatsDon’t

play

by

their

rulesMust

have

executive

supportMake

your

move

lastDon’t

open

the

“playing

field”Alter

the

RulesVariationsAlter

the

Rules

Acknowledge

and

ExpandFragment

StrategyDepartment/Location/FunctionFoot

in

the

doorBeachheadCompatibility

with

current

environmentExtend

capacityEnhance

customer’s

investment

(1+1=3)DefinitionA

fragment

strategy

divides

the

opportunity

into

smaller

pieces

and

focusesthe

customer

on

a

subset

of

the

issues

that

you

can

address.Guidelines/CaveatsMust

have

UBV

only

you

can

deliver

(#10)Requires

insidesupport

(#11)Pick

the

correct

base

for

the

future

(#17)Monitor

the

cost

of

sales

(#18)VariationsNiche Peaceful

CoexistenceDefend

StrategyDefinitionA

defend

strategy

protects

your

position

from

the

inevitable

assault

from

your

competitors.Guidelines/CaveatsExpand

your

relationships

to

a

higher

level

(#12)Support

your

allies

(#11)Articulate

your

credibility

(#12)

and

business

value

(#10)Beware

of

self-isolationKeep

your

eye

on

your

competitorsVariationsInsulate

IsolateImprove

your

relationships

(#9)Support

your

allies

(#11)Extend

your

presenceContain

the

competitionCreate

tangents/diversionsDilute

the

competitor’s

effortsDevelop

StrategyNo

compelling

event

(#5)Establish

a

presence,

listen

and

waitInvestment

marketingNot

in

a

position

to

compete

(#7)Attractive

future

alternative

(#10)Requires

inside

support

(#11)DefinitionA

develop

strategy

establishes

a

position

for

a

possible

future

engagement.Guidelines/CaveatsNo

compelling

event

(#5),

OR

Not

in

a

position

tocompeteEstablish

presence

for

thefutureContinue

to

collect

pro

(1-20)Focus

on

executive

credibility

(#12)Qualify

your

ROI

(#18)VariationsInvest

Delay·

You

should

have

a

single

strategy

for

a

single

opportunity.OpportunityOpportunityAOpportunityBOpportunityCStrategy·

If

there

are

multiple

opportunities

within

the

same

account,

you

canhave

multiple

strategies.Strategy

GuidelinesStrategy

Strategy

StrategyFrontal

Flanking

Develop·

Once

you

have

initiated

your

strategy,

it

should

remain

fixed,

unlessthere

is

a

major

shift

in

the

pro.SummaryStartDo

you

have

a

3

:

1

advantage?Can

you

change

or

expandthe

buying

criteria?Can

you

find

a

profitablesubset

of

the

opportunitythat

you

can

win?Do

you

have

a

position

inthe

account

that

you

mustprotect?Is

there

future

revenue

(#

17

)or

strategic

value

(#

20

)?NNNYYYYYYNNDisengageFrontalSolutionReputationFlankingA

BA

A+

1FragmentNicheCoexistenceDefendInsulateIsolateDevelopInvestDelayIs

there

a

compelling

event(#

5

)

or

can

you

create

one?Can

you

compete?(#

6

-#

10

)YNPurposeProvideyou

with

a

framework

foranalyzing

the

customer’s

organizationBenefitsShorten

your

sales

cycle

by

spending

timewith

the

right

people

discussing

the

rightissuesUnderstand

the

customer’s

politics

sothatyou

avoid

surprises

in

the

sales

campaignBroaden

your

view

of

the

customer’sorganization

so

that

you

can

expandyour

presenceOutputOrganization

map

of

the

customer’sformal

and

informal

organizationPoliticsAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationship

StrategyTurn

IdeasInto

ActionsTest

and

Improvethe

PlanImplement

theProcessPage

4

.

40IntroductionO