大客户销售谋略.ppt

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1、大客户销售谋略 Still waters run deep.流静水深流静水深,人静心深人静心深 Where there is life,there is hope。有生命必有希望。有生命必有希望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 concession

2、s+Establish clear,unique business value with the customers+Reduce selling costs through more effective sales strategies+Increase sales per employee-Develop expected relationship with the customers.Eg.Strategic Partnership etc.AgendaDay 1+How the Customer Make Decisions+SPIN Question Strategy+Account

3、 Entry Strategy+Understand Your Customer&Their Business+How 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How Customer Make DecisionsThe Research BaseThe Cust

4、omer Decision ProcessAccount Strategy in the Recognition of Needs PhaseAccount Strategy in the Evaluation of Options PhaseAccount Strategy in the Resolution of Concerns PhaseAccount Strategy in the Implementation PhaseSummary Overview of Major Account Sales Strategy Sales Strategy should be about cu

5、stomers and how to influence them.+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

6、implementation phases,if it is well handled,can generate significant additional sales opportunities.Each of four phases required a different set of strategies and skills.What is Sales Strategy&What is Major Account Sales Strategy+A way of thinking and directing your actions to effectively influence

7、customer purchasing decisions.Focus on Understanding Customer BehaviorNot Procedure or techniqueMajor Accounts+20/80 rules+New Customers+Potential CustomersExercise:A Typical ERP Deal LifecyclesWhat is typical ERP Deal Selling Cycles+Customer Decision ProcessWho is Major Account of ERP S/W+Tradition

8、al Mfg+OthersCustomer 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 D

9、ecision ProcessA 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.Exercise 1.Pr

10、ocurement 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 minutesAccount Strategy in the Recognition of Needs PhaseThe Most Effective Selling Strategy During the Phase:+To uncover dissatisfact

11、ion 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 do their less successful colleaguesQu

12、estioning Skills(SPIN)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 your competitors is one of your effective selling st

13、rategy.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.Account Strategy in the Resolution of Concerns PhaseThe Most Effective Sales Strategy During the Phase+To uncover

14、 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 troubling the customer,even if these issues are uncomfortable and dif

15、ficult to discuss.Negotiation is key selling tool of the phase.Account Strategy in the Implementation PhaseMost Effective Strategy of the Phase+Follow-up after post implementation leads to continued success.+Very Few major sales stop when the customer signs the contract.How to build up long term rel

16、ationship with the customers?Think About How to Build Up Strategic Relationship with the Customer?Customer Decision PhasesDecision PhaseTypical Customer Concerns During the PhaseSign that the Phase is Over and the next phase are startingCommon Strategies errors in this phaseRecognition of Needs-How

17、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 product presentations too earlyEvaluation of Options-What criteria should we use in making

18、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 influence/change stated criteriaResolution of Concerns-What are the risks of going ahead?-W

19、hat 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 the decision?-How quickly will we see the resultsNew needs and dissatisfactions arise

20、Failure 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SPIN Questioning Situation Questions+Questions that gather data and background facts.E.g:How many people do you employ?Whats your present ERP system?Problem Question

21、s+Questions that uncover problems,difficulties and dissatisfactions.E.g:Are you happy with existing ERP system?Does the existing ERP system has reliability problems.?Implication Questions+Questions that explore the consequences or implications of customers problemE.g.Does this problem leads to incre

22、ased 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?Implied Needs,Explicit Needs,Benefit,Advantage,FeaturesImplied Needs+Statement by the custome

23、rs 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 Needs+Statements of a customers wants or intentions.Eg.What I need is I want some to Benefits+Statements which show how a product,a pr

24、oduct 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 monthAdvantage+Statement showing how a product,product feature can be used or help the customer.Most advantages can be expressed in th

25、e 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.Features+Characteristics of a product or servicesEg.This unit cost$400.This is a closed loop feedback system.SPIN FormSituation QuestionProblem QuestionImplie

26、d NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefitsAdvantageFeatureNormal Sales Call Planning FormSituation:The background information I need before probing for the problem:-ProblemsThe difficulties the customerhas that I could solve.-Implications“Knock on”effects for each problem

27、stated-PayOfThe Value to the customer of solving these problems.-SPIN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Achieve fact finding objectives Have low selling impact Useful at focus of receptivity Achieve uncovering dissatisfaction objectives Ha

28、ve moderate selling impact Useful at focus of dissatisfactionAchieve Objective s of developing and channel satisfaction Have high selling impact Useful at focus of dissatisfaction and focus of power Achieve objectives of rehearsing and selectively channeling customer attention Have high selling impa

29、ct 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Account FundamentalOwnership LocationCorporation ActionsFinancial PerformanceFuture ProspectsTimingOrganizationTop management cadreUnderstanding Your Customers:Organisation Structure&DynamicsObjectivesPurpose+Provide

30、 a framework for better understanding of the clients organisation and how they make decisionsOutput+Organisation Map&People ProfilesBenefits+Improve your view into the clients organisation for improved relationship management+Develop relationships with the right people who can provide insight and di

31、rectionKey Components of Understanding Customers OrganisationMacroFormal StructurePolitical StructureInner CircleInfluence NetworksMicroCoverageStatusDecision OrientationInnovation/ChangeMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationCharacter ProfileMaslowAdaptability

32、Decision OrientationLevels of ContactYour PositionChen YuanCEO#%BVEMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA:Self ActualisationE:EsteemB:BelongingS:SafetyP:PhysiologicalMapping NeedsSA:Self ActualisationE:EsteemB:BelongingCEOSenior VPSales&MarketingSenior VPCF

33、OVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBAdaptability to Change-Technology Adoption LifecycleInnovatorsVisionariesPragmatistsConservativesLaggardsAdaptability to ChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatus QuoReferenc

34、e SitesWhat They WantWhat They BuyYour Value PropositionNot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised SolutionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excellenceInnovationFutureCompeti

35、tive AdvantageReturn on InvestmentGuaranteesInvestment protectionMapping Adaptability to ChangeI :InnovatorV:VisionaryP:PragmatistC:ConservativeL :LaggardCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPI

36、ILCCDecision Orientation“On what factors does our client base their decision on?”Financial$Technical TRelationshipRBusinessBMapping Decision OrientationB:BusinessR:RelationshipF:FinancialT:Technical CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofM

37、fg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTRLevel of ContactNo Contact!Brief Contact%Multiple Contacts*In-Depth“How often do we meet with our client?”Mapping Contact Coverage!:No Contact%:Brief Contact*:Multiple Coverage:In-Depth*CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperatio

38、nsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!%Your Position EnemyXNon-Supporter“Where are we with the client?”MentorMMapping Our PositionX:Enemy :SupporterM:MentorCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing Directo

39、rDirector 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 SolutionSuccess sales normally fin

40、d 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 Where is decision makerExercise+Who is the decision maker for ERP

41、 project bid.CEOCFOCTO or others.What is your passing experience to connect to decision maker?Entry Strategies Successful people tended to seek a sponsor+SponsorAn Individual within the account who helped them,advised them,and if necessary,represented them in place where they could not gain accessNo

42、t only individual,But more a particular function or area of an account as sponsor.Focus+FocusA“Focus”Within Account a person,a committee or a department who would help them move toward a point from which they could begin developing needsThe Three Focus Points of An Entry Strategy(I)Sales People norm

43、ally 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 there were people unhappy with the present system or supplier.+The f

44、ocus of power:the elusive point in an account where there were people able to make decision.Especially for account,no purchasing channel existed.Entry Strategy ModelFocus of ReceptivityFocus of DissatisfactionFocus of PowerLeads you toLeads you toThe Individual,functional area or location most likel

45、y 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 most likely to-Approve action-Prevent action-Influence actionThe Focus of Recep

46、tivityEasiest 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 dissatisfactionDanger of Focus of ReceptivityDo not misinterpreted the interest as progress+Remember your strategic obje

47、ctive is“Information”&“Access”Danger of distractionDanger of misinterpretationDanger of presentationMoving From Receptivity to DissatisfactionObjective of Focus on Receptivity+Gain access to person or function who probably not satisfiedUse SPIN Situational questionE.G Do you know anybody in your com

48、pany 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 be same person.Identify the Focus of DissatisfactionMindset to set your product in problem-solving terms to alloca

49、te focus of dissatisfaction.SPIN Questioning SkillsInfluence the focus of dissatisfactionThe objective of influence the focus of dissatisfaction1.Uncover dissatisfaction and develop it to a point where the customer wants to take action2.Use the dissatisfaction youve developed to gain access to the d

50、ecision maker,either directly or by using your sponsor to sell on your behalf.SPIN Call Planning FormMoving to the Focus of PowerIdentify the focus of PowerDirect or indirect interface with focus of PowerSelling at the Focus of PowerWhats typical characteristics of executive or high level manager+No