非常好的解决方案销售培训资料.ppt
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1、非常好的解决方案销非常好的解决方案销售培训资料售培训资料)A new approach to generate prospects and new business.A behaviorally-correct technique for developing buyer needs,specific to your product,service and concept.An integrated buyer-qualification model which targets access to power,committee decisions,and the negotiation of
2、 the sales cycle.A prototype for developing sales tools,specific to your products and markets,which enables sales people to succeed immediately while they gain the expertise they will need long term.A set of tools which enables management to manage pipeline,assign prospecting activity,control the co
3、st of sales,and predict future business more accurately.Sales Training Components2)Diagnostics and Power Based SellingBoth are sales models which integrate with and expand Sales Training.Diagnostics selling helps in the area of needs processing and decision management.Power Base Selling helps establ
4、ish a political influence strategy and a competitive sales strategy.3)THE TRADITIONAL PROCESSTHE DIAGNOSTIC PROCESSUNSTABLE RELATIONSHIPSTABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15%5%5%10%35%50%AgreementPresentationDesign SolutionsProblem SolvingDiagnosisTraditional vs.Diagn
5、ostic4)Sales Process OverviewTarget potential opportunitiesPre-call planning and researchCreate curiosity and hopeRapport,credibility,credentialsDevelop buyer and user needsdetermine pain,critical issuesdiagnose reasons with bias toward offeringsdetermine impacts across the organization-who,how,fina
6、ncialcreate,participate in,reengineer buyer visionsclarify expectations and ownershipAgree on evaluation criteria5)Determine capabilities needed to meet buyer visionPresent offeringsBuyer acceptance of offeringsMutually agree on ROINegotiate a win/win profitable agreementImplement as agreed,measure
7、success criteriaContinue to develop relationshipUse success to leverage other opportunitiesSales Process Overview(cont)6)High Difficulty SellingConceptual/intangibleDifficult to learn and explainPerceived as expensivePerceived as complexRequires major change by buyerSold to committeesSmall organizat
8、ion selling to large7)Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkillsSituational Fluency-Align with your buyer-Align with your buyer8)Basic PrinciplesNo PAIN,no ChangeDiagnose before you prescribeThree levels of Buyer PAINPeople buy from peoplePower buys from power“Prod
9、uct”=Buyer VISUALIZATIONYou cant sell to someone who cant buy9)Latent Pain Vs.PainLATENT PAINPAINCURRENTACTIVE EVALUATIONS10)Three Levels of Buyer PainLevel One:LATENT PAINLevel Two:PAINLevel Three:VISUALIZATION11)Definition of NeedsLevel One:Latent PainPotential needs for a product or service in th
10、e mind of the seller.Latent needs are usually either ignorance or rationalizations.A potential buyer is unaware that a potential solution exists or has previously attempted to find a solution and was unsuccessful.It is/was“too expensive”or“too complicated”or“too risky”,etc.Level Two:PainComplaint st
11、atements by the buyer about problems,difficulties or dissatisfaction with the existing situation,ie pain.Complaint statements indicate that the buyer knows he/she has a problem,but does not know how to solve the problem.Level Three:Vision of a SolutionCapability statements by the buyer indicating th
12、at the buyer accepts responsibility for solving the problem and specifying the precise capabilities needed to deal with the problem.The seller must participate personally in the development of the need in order for it to be a qualified need.12)Definition of Needs(cont)Vision of a SolutionNOTE:When a
13、 buyer has a vision of a solution,he does not expect the seller to solve the problem,but can now“see”himself solving the problem in his mind.He is enabled.13)Examples of NeedsLevel One:Latent NeedsPeople standing in line for transactions on their lunch hour at the bank.Inventory build-up due to obso
14、lete parts.People manually re-keying data from unlike financial systems.An entrepreneur with no disability insurance.Level Two:Pain“We are losing customers because people hate standing in long lines”.“Our inventory is much too high.”“The re-keying errors are killing us”.“Im worried about what will h
15、appen to my business if I get sick.”Level Three:Vision of a Solution“We need to be able to handle the average banking transaction in under 60 seconds”.“I need to be able to sort my inventory by date of last use.”“We need the ability to consolidate data from unlike systems without re-keying.”“I need
16、the ability to generate X dollars of income even if I am disabled”.14)Types of ApprovalSponsor BeneficiariesAdversariesLegal/Technical/AdministrativeFinancialPower SponsorPOWER15)Components of a SalePAIN+POWER+VISION+MOMENTUM+PROCESS=SALE16)How People BuyLatent PainPainVisualizationMatch VisionCost
17、JustifyOvercome Fear of RiskPrice JustifyTake Action17)Alignment of Buying&Selling PhasesPhase I Phase II Phase IIINeed Definition Evaluate Alternatives Take Action How much does it cost?Do I need to change?What do I need?Is there a solution?Which one meets my needs?Can I afford it?Should I do it?Co
18、nsequences?Is it the right price?Define their needs with our product bias.Qualify buying process.Demonstrate how product meets defined needs.Why us?Why now?BUYER:SELLER:Need Development Proof Close the Sale18)Buying PhasesTimePhase IPhase IIPhase IIISolutionRiskNeedsCostLevel of Concern19)Risk Objec
19、tionsSmile(to yourself)EmpathizeAnswer(if appropriate)Recall painRecall reasonsRecall visionRecall proofNudge20)Pain SheetPain:Situation:Our Product:Potential ReasonsImpactCapabilitiesIs it because.(reasons for the pain that align withyour product orservice capabilities)Is this causing.(impact on ot
20、her areas,depts.,people,who is impacted/concerned)What if there were away for you to.(product capabilitieslinked with reasons)21)Pain SheetPain:Failure to meet shipment scheduleJob Title:VP Mfg.,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential ReasonsImpactCapabilitiesIs it because.Sales is q
21、uoting unrealistic delivery dates Excessive material shortage You are planning production you dont have the capacity to meet Frequent schedule changes from mktg.Service parts forecasts are not recognized when planningIs this causing.missed revenue targets lower profits inability to accurately predic
22、t revenue Is the VP Finance concerned?losing customer orders losing customer credibility losing market share Is the VP Sales impacted?What if there were away for you to.give sales access to mfg.schedules while they enter orders notify planners/buyers in advance of potential shortages estimate bottle
23、neck resource loads before finalizing schedule show marketing the effect of a proposed schedule change include marketings service part forecast in production planning22)Pain SheetPain:Inventory Investment is too HighJob Title:VP Finance,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential Reasons
24、ImpactCapabilitiesIs it because.Excessive obsolete inventoryInaccurate stores and WIP inventoryManufacturing is building things it no longer needsPurchasing buys long lead time materials based on their own forecastsIs this causing.excessive WIP inventorypressure to reduce production costspressure to
25、 cust back productionpressure to reduce purchasesshortages which impact shipments Is the VP Mfg.impacted?missed customer delivery datespressure to sell what you haveinability to meet sales goals Is the VP Sales affected?What if there were a way for you to.Easily identify,locate and quantify obsolete
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