麦肯锡：大客户营销谋略.ppt

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1、大客户销售谋略大客户销售谋略http:/http:/Objective of WorkshopUnderstand Characteristics of Major Account Selling Strategies in Whole Lifecycle,thus to+Shorten bid-to-win ratio+Shorten selling cycles+Minimize discounts and negotiated concessions+Establish clear,unique business value with the customers+Reduce selli

2、ng costs through more effective sales strategies+Increase sales per employee-Develop expected relationship with the customers.Eg.Strategic Partnership etc.http:/http:/AgendaDay 1+How the Customer Make Decisions+SPIN Question Strategy+Account Entry Strategy+Understand Your Customer&Their Business+How

3、 to Make Your Customers Need YouDay 2+Influence the customers choice+Differentiation&Vulnerability+Overcoming Final Fears+Sales Negotiation+How to Ensure Continued Success客户是如何做决策的客户是如何做决策的http:/http:/How Customer Make DecisionsThe Research BaseThe Customer Decision ProcessAccount Strategy in the Re

4、cognition of Needs PhaseAccount Strategy in the Evaluation of Options PhaseAccount Strategy in the Resolution of Concerns PhaseAccount Strategy in the Implementation PhaseSummary http:/http:/Overview of Major Account Sales Strategy Sales Strategy should be about customers and how to influence them.+

5、Understanding and Well Prepared are mandatory to form a effective sales strategyCustomer Behavior goes through three distinct phases in making a major purchasing decisions+Recognition of Needs+Evaluation of Options+Resolution of ConcernsA fourth phase,follow-up in implementation phases,if it is well

6、 handled,can generate significant additional sales opportunities.Each of four phases required a different set of strategies and skills.http:/http:/What is Sales Strategy&What is Major Account Sales Strategy+A way of thinking and directing your actions to effectively influence customer purchasing dec

7、isions.Focus on Understanding Customer BehaviorNot Procedure or techniqueMajor Accounts+20/80 rules+New Customers+Potential Customershttp:/http:/Exercise:A Typical ERP Deal LifecyclesWhat is typical ERP Deal Selling Cycles+Customer Decision ProcessWho is Major Account of ERP S/W+Traditional Mfg+Othe

8、rshttp:/http:/Customer Decision Process Research BaseNeil RackhamHuthwaite+35,000 sales calls in 27 countries+10,000 sales+SPIN (Situation,Problem,Implication,Need Pay-off)DecisionI:Recognition OfNeeds VChange OverTimeIVImplementationIIIResolution OfConcernsIIEvaluation OfOptionsBuyer CycleCustomer

9、Decision Processhttp:/http:/A Typical Purchase DecisionNew Purchase Request Of Procurement DepartmentWhat A Procurement Manager Say:+Problem,Dissatisfaction,can not solve with existing equipment or supplies+Spec.;Objective;Must&Wants;Vendor Selection+If decision is big;carefully resolve all concern.

10、http:/http:/Exercise 1.Procurement ProcessRead Appendix A:Procurement Process Do you know it before,and how you know which phase you are in while you bid,and your strategies on each phase.10 minuteshttp:/http:/Account Strategy in the Recognition of Needs PhaseThe Most Effective Selling Strategy Duri

11、ng the Phase:+To uncover dissatisfaction in the account and to develop that dissatisfaction until it reaches the critical mass.When dissatisfaction reaches a sufficient level of intensity or urgency,the account makes a decision to change.Success sales asks a lot of questions during sales calls than

12、do their less successful colleaguesQuestioning Skills(SPIN)http:/http:/Account Strategy in the Evaluation of Options PhaseThe Most Effective Selling Strategy During the Phase:+To Centralize On Understanding,Influencing,and Responding to Customer Decision Criteria.Differentiate your solution with you

13、r competitors is one of your effective selling strategy.Common Faults during the period is failure to recognize that a shift has taken place in customer concerns.Not try to uncover customer guideline,or criteria,for making the decision.http:/http:/Account Strategy in the Resolution of Concerns Phase

14、The Most Effective Sales Strategy During the Phase+To uncover and help resolve perceived riskLast minutes fears and concerns arises that can block the decision or cause customers to re-open discussions with competitors.A successful sales normally works to uncover and resolve issues that are troublin

15、g the customer,even if these issues are uncomfortable and difficult to discuss.Negotiation is key selling tool of the phase.http:/http:/Account Strategy in the Implementation PhaseMost Effective Strategy of the Phase+Follow-up after post implementation leads to continued success.+Very Few major sale

16、s stop when the customer signs the contract.How to build up long term relationship with the customers?Think About How to Build Up Strategic Relationship with the Customer?http:/http:/Customer Decision PhasesDecision PhaseTypical Customer Concerns During the PhaseSign that the Phase is Over and the n

17、ext phase are startingCommon Strategies errors in this phaseRecognition of Needs-How we a problem-How big is it-Does it justify actionsCustomer accepts that the problem is severe enough to justify changed and therefore decides to take actionsFailure to investigate/develop customer needsMaking produc

18、t presentations too earlyEvaluation of Options-What criteria should we use in making a decision-Which competitor best meets our criteria?Customer has a clear decision mechanism in place and has used it to select 1 or more final contenders Failure to uncover customers criteriaLittle attempt to influe

19、nce/change stated criteriaResolution of Concerns-What are the risks of going ahead?-What if it goes wrong?-Can we trust these people?Customer make the purchasing decisions Ignoring concerns in the hope theyll go away.Pressuring the customer to make a decisionImplementation-Are we getting value from

20、the decision?-How quickly will we see the resultsNew needs and dissatisfactions ariseFailure to treat implementation as a sales opportunitiesFailure to anticipate vulnerable implementation points强大的销售工具强大的销售工具 提问策略提问策略准备http:/http:/SPIN Questioning Situation Questions+Questions that gather data and

21、background facts.:How many people do you employ?Whats your present ERP system?Problem Questions+Questions that uncover problems,difficulties and dissatisfactions.:Are you happy with existing ERP system?Does the existing ERP system has reliability problems.?Implication Questions+Questions that explor

22、e the consequences or implications of customers problemE.g.Does this problem leads to increased costsAs a result of the problem,do we get more down time.Need-payoff Questions+Questions that explore the value or usefulness of solving a problemEg.Why is it so important to you.?Would it be useful if?ht

23、tp:/http:/Implied Needs,Explicit Needs,Benefit,Advantage,FeaturesImplied NeedsStatement by the customers about problems,difficulties or dissatisfactions with the existing situation.Eg.I always get behind schedule.We have been lost a lot of money in this area.Explicit NeedsStatements of a customers w

24、ants or intentions.Eg.What I need is I want some to BenefitsStatements which show how a product,a product feature or advantage meet explicit need which has been stated by the customer.Eg.You have said you need fast turnaround,we can give it to you by the end of the monthAdvantageStatement showing ho

25、w a product,product feature can be used or help the customer.Most advantages can be expressed in the form:because of feature,you can.Eg.Because of our ERP product finance module,you can get.Our new model can save additional 8%material cost.FeaturesCharacteristics of a product or servicesEg.This unit

26、 cost$400.This is a closed loop feedback system.http:/http:/SPIN FormSituation QuestionProblem QuestionImplied NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefitsAdvantageFeaturehttp:/http:/Normal Sales Call Planning FormSituation:The background information I need before probing for

27、the problem:-ProblemsThe difficulties the customerhas that I could solve.-Implications“Knock on effects for each problem stated-PayOfThe Value to the customer of solving these problems.-http:/http:/SPIN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Ac

28、hieve fact finding objectives Have low selling impact Useful at focus of receptivity Achieve uncovering dissatisfaction objectives Have moderate selling impact Useful at focus of dissatisfactionAchieve Objective s of developing and channel satisfaction Have high selling impact Useful at focus of dis

29、satisfaction and focus of power Achieve objectives of rehearsing and selectively channeling customer attention Have high selling impact Useful at focus of dissatisfaction and focus of power强大的销售工具强大的销售工具理解你的客户理解你的客户准备http:/http:/Account FundamentalOwnership LocationCorporation ActionsFinancial Perfo

30、rmanceFuture ProspectsTimingOrganizationTop management cadrehttp:/http:/Understanding Your Customers:Organisation Structure&Dynamicshttp:/http:/ObjectivesPurpose+Provide a framework for better understanding of the clients organisation and how they make decisionsOutput+Organisation Map&People Profile

31、sBenefits+Improve your view into the clients organisation for improved relationship management+Develop relationships with the right people who can provide insight and directionhttp:/http:/Key Components of Understanding Customers OrganisationMacroFormal StructurePolitical StructureInner CircleInflue

32、nce NetworksMicroCoverageStatusDecision OrientationInnovation/Changehttp:/http:/Maslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisationhttp:/http:/Character ProfileMaslowAdaptabilityDecision OrientationLevels of ContactYour PositionChen YuanCEO#%BVEhttp:/http:/Maslows Hierarch

33、y of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA:Self ActualisationE:EsteemB:BelongingS:SafetyP:Physiologicalhttp:/http:/Mapping NeedsSA:Self ActualisationE:EsteemB:BelongingCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Direc

34、torof ITControllerSAESABBSAEEBBhttp:/http:/Adaptability to Change-Technology Adoption LifecycleInnovatorsVisionariesPragmatistsConservativesLaggardshttp:/http:/Adaptability to ChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatus QuoReference SitesWhat They WantWhat They BuyYour Value Pr

35、opositionNot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised SolutionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excellenceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInv

36、estment protectionhttp:/http:/Mapping Adaptability to ChangeI :InnovatorV:VisionaryP:PragmatistC:ConservativeL :LaggardCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCChttp:/http:/Decision Orientatio

37、n“On what factors does our client base their decision on?Financial$Technical TRelationshipRBusinessBhttp:/http:/Mapping Decision OrientationB:BusinessR:RelationshipF:FinancialT:Technical CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directoro

38、f ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTRhttp:/http:/Level of ContactNo Contact!Brief Contact%Multiple Contacts*In-Depth“How often do we meet with our client?http:/http:/Mapping Contact Coverage!:No Contact%:Brief Contact*:Multiple Coverage:In-Depth*CEOSenior VPSales&MarketingSenior VPCFOVP Fi

39、eldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!%http:/http:/Your Position EnemyXNon-Supporter“Where are we with the client?MentorMhttp:/http:/Mapping Our PositionX:Enemy :SupporterM:MentorCEOSenior VPSales&MarketingSenior VPCFOV

40、P FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!#Gate Keeper-Influencer-Decision MakerHardest way to allocate purchase channel for a new innovative products and services in Selling Cycles E.G.Mfg.Barcode Printing Outsourcing

41、SolutionSuccess sales normally find a focus(sponsor)within account helping him move towards a point from which they should begin developing needs.3 focus model for successful people to find sponsorsThe focus on receptivityThe focus on dissatisfactionThe focus on power http:/http:/Where is decision m

42、akerExercise+Who is the decision maker for ERP project bid.CEOCFOCTO or others.What is your passing experience to connect to decision maker?http:/http:/Entry Strategies Successful people tended to seek a sponsorSponsorAn Individual within the account who helped them,advised them,and if necessary,rep

43、resented them in place where they could not gain accessNot only individual,But more a particular function or area of an account as sponsor.FocusFocusA“Focus Within Account a person,a committee or a department who would help them move toward a point from which they could begin developing needshttp:/h

44、ttp:/The Three Focus Points of An Entry Strategy(I)Sales People normally could find sponsors from 3 focus points:+The focus of receptivity:the point in an account where there were receptive people who were prepared to listen sympathetically+The focus of dissatisfaction:the point in an account where

45、there were people unhappy with the present system or supplier.+The focus of power:the elusive point in an account where there were people able to make decision.Especially for account,no purchasing channel existed.http:/http:/Entry Strategy ModelFocus of ReceptivityFocus of DissatisfactionFocus of Po

46、werLeads you toLeads you toThe Individual,functional area or location most likely to-Listen receptively-Provide you with informationThe Individual,functional area or location most likely to-Perceive problems and dissatisfaction in an area where you can help.The Individual,functional area or location

47、 most likely to-Approve action-Prevent action-Influence actionhttp:/http:/The Focus of ReceptivityEasiest starting point for your account penetration+The reason why they want to listenObjective of sales to focus on receptivity+Find out information+Gain access to focus of dissatisfactionhttp:/http:/D

48、anger of Focus of ReceptivityDo not misinterpreted the interest as progressRemember your strategic objective is“Information&“AccessDanger of distractionDanger of misinterpretationDanger of presentationhttp:/http:/Moving From Receptivity to DissatisfactionObjective of Focus on Receptivity+Gain access

49、 to person or function who probably not satisfiedUse SPIN Situational questionE.G Do you know anybody in your company whos experiencing problems in this areas-Less successful sales concentrated on impressing the receptive person.-Focus of Receptivity,Focus of Dissatisfaction and Focus of Power may b

50、e same person.http:/http:/Identify the Focus of DissatisfactionMindset to set your product in problem-solving terms to allocate focus of dissatisfaction.SPIN Questioning Skillshttp:/http:/Influence the focus of dissatisfactionThe objective of influence the focus of dissatisfaction1.Uncover dissatisf