SIEBEL重点客户销售--lw7898课件.pptx

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1、Welcome toWelcome toTarget Account Target Account SellingSelling 28 三月三月 2023Page 1.1Program ObjectivesDeveloping and testing a comprehensive plan for your sales opportunityEnabling you to communicate more effectively with your teamShifting your sales focus from tactical to strategicHelp you win by.

2、Focusing on the right issues with the right peopleat the right timeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.2Program MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive Strat

3、egyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.4VersatilityLevel 1Level 2Level 3FocusOrientationReper

4、toireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.5DevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwar

5、ePremature orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely&JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.6Not in ControlSalesPersonalControl is providing busine

6、ss value for the customer whileforcing the competition to operate in react mode.It is difficult to control external events unless you arein control.Unreturned phone callsNo access to informationCriteria slantedCriteria constantly changesDelaysBudget goes awayQuestioning by customers probing your wea

7、knessesPlayers changeMeetings cancelledMeetings delegatedPreoccupied with priceNo inside supportNot knowing youre winningAlways 5 minutes lateToo many hoursToo much telephone timeContinual crisisNot having funTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.7Purpose

8、Provide you with a structured,repeatable methodology for analyzing a sales opportunityBenefitsQualify opportunities faster and more effectively by analyzing them from the most critical customer,business and competitive perspectivesInvest time,energy and resources on the opportunities you are most li

9、kely to winCommunicate the key issues more effectively using a common languageOutputComprehensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and

10、 Improvethe PlanImplement the Process1234567Page 2.7TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.8Introduction+ABCPage 2.8Current:good win ratePotentialZ=1Z=0A C CompromisedX&Y LostZ=-1XYZTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved

11、.*Page 1.9Four Key Questions-The 4 Principles of SellingIs there an opportunity?Can we compete?Can we win?Is it worth winning?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.10Is There An Opportunity?Page 2.10#1Customers Application or ProjectWhat are the c

12、ustomers requirements?What are the customers key issues and objectives for the project?Who initiated the project?Wholl be working on the project?How does this project fit into the customers business strategy?#2Customers Business Profile#3CustomersFinancial Condition#4Access to FundsWhat are the cust

13、omers products and services?What are their key markets?Who are their key customers and competitors?What is driving the customers business internally and externally?What are their revenue and profit trends?How do their financials compare to similar companies?What is their financial outlook?What are t

14、he customers key performance metrics?What is the budget for this project?What is the customers budgeting process?What is the priority of this project compared to others?What are the customers alternative uses of capital?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page

15、 1.11#5 Compelling EventWhy does the customer have to act?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 is completed on time?What will be the measurable impact on the customers busines

16、s?BusinessInitiativesBusiness DriversBusiness ProfilePage 2.11CompellingEventConsequencesPaybackProblemsOpportunitiesTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.12Can We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current Relati

17、onshipWhat are the customers decision criteria?What is the formal decision process?Which decision criteria are most important?Why?Who formulated the decision criteria?Page 2.12How well does our solution solve the customers problem?What does the customer think?What modifications or enhancements will

18、be required?What external resources do we need to meet the customers requirements?How much time will the sales team need to invest on this opportunity?What additional internal or external resources will you need to winthis opportunity?What is the projected cost of sales?What is the opportunity cost?

19、What is the status of your relationship with the customer?What is the status of each competitors relationship with the customer?Whose relationship provides competitive advantage for this opportunity?How do you and each of your competitors compare to the customers view of the ideal relationship?TAS.S

20、TD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.13#10 Unique Business ValueWhat 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 customers terms?Has the

21、 customer confirmed their understanding of the value we will deliver?How does this value differentiate us from our competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.13CompellingEventsUniqueBusinessValueTAS.STD.OTE.070.01.120597.060100.pptSiebel

22、Systems,Inc.All rights reserved.*Page 1.14Answer the questions.Whats the issue?How is it affecting the customer?What are the consequences or payback?How can you help?Developing Your Value PropositionPage 1.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.15Increase

23、Costs/ConsequencesValue=Benefits-Costs/Risks/ConsequencesPage 3.9RevenueMarket shareCustomer satisfactionInventory turnsLoad factorShareholder valueCustomer baseOrder fulfillment timeExpensesRejects/returnsWasteAdministrative costsNumber of days supply(of inventory)Time to close an orderCycle timeDe

24、creaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisition CostsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffect existing bu

25、sinessesAwaken their competitionModifications to existing processesOpportunity Costs(Risks&Consequences)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.16Value Proposition TemplatesYou will be able to _ resulting in _ by implementing our _.We delivered similar resu

26、lts at _ which resulted in _.By changing from _ to _,you will affect _ which means _.We will track the value delivered by _ and report it back to you _.We can help you address _ by installing _ which will result in _.We will ensure your return on investment by _.business initiativespecific or measur

27、able outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10TAS.STD.OTE.070.01.120597.060100

28、.pptSiebel Systems,Inc.All rights reserved.*Page 1.17Sample Value PropositionsYou will be able to reduce the number of repeat customer service calls by 15%resulting in an estimated monthly savings of$3.4M by implementing our Siebel Call Center Application.We delivered similar results at United Telec

29、om,which achieved a 25%improvement in first contact call resolution.By changing from a patchwork of home grown solutions to Siebels eBusiness suite,you will reduce your total cost of ownership by$100M,which represents a 40%increase in Earnings Per Share.We will establish a metrics score card to assi

30、st you in evaluating program performance and report it back to you at six month intervals.(business initiative)(measurable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking system)(frequency/time)Page 3.13aTAS

31、.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.18Can We Win?#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignmentWho in the customers organization wants us to win?What have they done to indicate their suppor

32、t?Are they willing and able to act on your behalf?Do they have credibility within their own organization?Page 2.8Which 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 ga

33、in return access to them?What is the customers culture?How does this compare with our company?What is the customers philosophy towards vendors and suppliers?Can we adjust or adapt?Do we want to?How will the decision really be made?What intangible,subjective factors could affect this decision?What ar

34、e 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 this in the past?TAS

35、.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.19Is It Worth Winning?#16Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic ValueWhat is the order amount?Does it exceed our threshold?$_When will it close?Is it within our time frame?_ daysW

36、hat is the potential for future business within the next year?Within the next 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

37、exceed our profit threshold?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

38、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 this opportunity into revenue from other companies or markets?How will this opportunity help us improve our produc

39、t or service?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.21Individual Exercise:Current OpportunityStep 1Use your current sales opportunity and complete the Opportunity Assessment on page 2.11Identify your primary competitorStep 2Rate your position again

40、st each criterion:(+)if it is accurate,known and favorable()if it is unfavorable(?)if it is unknownStep 3In the shaded column,rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FINISH BY:Page 2.10aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.

41、23Business PartnersProviding you with access to new markets or customersLeveraging existing relationships with key players in your customers organizationProviding new levels of expertise in specific industry segmentsExpanding your ability to deliver a“whole product”or complete solutionReducing the r

42、isks associated with the implementation of complex solutionsBusiness Partners can help you advance your sales campaign byPage 1.20TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.24The Partners Role in Your Value ChainSolutionsMarketingSales Implementa-tionPost-Sale

43、s Service and SupportSolutionsMarketingSalesImplementationPost-SalesWhat solutions are available from your business partner that could enhance your ability to compete?What competitors does this partner work with?What market share objectives does your partner have for this market or industry segment?

44、What specific resources have they dedicated to this market segment?How effective is the business partners salesperson or sales team associated with your joint business?Has the partner assigned the appropriate resources?Is there an agreed-to engagement process?How are your partners implementation ser

45、vices structured?What specific implementation services can be applied to your joint business?What services are available to support the implementation on a long-term basis?How do your companys offerings complement those of your business partners?Page 1.21TAS.STD.OTE.070.01.120597.060100.pptSiebel Sy

46、stems,Inc.All rights reserved.*Page 1.25Partner Assessment WorksheetIs there an opportunity?(#1-5)Understanding the customers application or projectProviding a perspective on the customers financial conditionUnderstanding the customers budgeting processCreating or uncovering a compelling eventCan we

47、compete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20)Knowledge of the customers formal decision criteriaProviding solutions that lead to whole products or complete solutionsUnique sales resourcesExisting relationships with key playersUnique business value beyond yoursAccess and credibility a

48、t the executive levelUnderstanding of the customers cultureKnowledge of the customers informal decision processAccess to the most influential people in the customers organizationUnderstanding the linkage of the project to future revenueReducing the risks associated with the projects implementationDe

49、veloping a solution that provides significant strategic valueExamplesYour OpportunityHow can your business partner help you withPage 1.22TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Page 1.26Team Activity:Analyze Your Business PartnersStep 1Review the examples shown ne

50、xt to each of the four key questions Step 2Identify the specific areas where your business partner can help advance your team opportunityCite the specific criteria(e.g.,#5,#10,etc.)Step 3Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process.Use the works