某咨询：大客户营销谋略cibu.pptx

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1、大客户销售谋略大客户销售谋略2003.10-11-10-12Objective 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 s

2、elling 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 Entry Strategy+Understand Your Customer&Their Business+How to Make

3、 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 Customer Decision ProcessAccount Strategy in the Recognition of Needs P

4、haseAccount 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 customers and how to influence them.+Understanding and Well Prepared

5、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 handled,can generate significan

6、t 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 customer purchasing decisions.Focus on Understanding Customer Behav

7、iorNot 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+Traditional Mfg+OthersCustomer Decision Process Research BaseNeil RackhamHut

8、hwaite+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 Decision ProcessA Typical Purchase DecisionNew Purchase Request Of P

9、rocurement 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.Procurement ProcessRead Appendix A:Procurement Process Do you know it

10、 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 dissatisfaction in the account and to develop that dissatisfaction until it rea

11、ches 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 colleaguesQuestioning Skills(SPIN)Account Strategy in the Evaluation of Options

12、 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 strategy.Common Faults during the period is failure to recognize that

13、 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 and help resolve perceived riskLast minutes fears and concerns ari

14、ses 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 difficult to discuss.Negotiation is key selling tool of the phase.Acco

15、unt 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 relationship with the customers?Think About How to Build Up Strategic

16、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 we a problem-How big is it-Does it justify actionsCustomer accepts

17、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 a decision-Which competitor best meets our criteria?Customer has a

18、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?-What if it goes wrong?-Can we trust these people?Customer make the p

19、urchasing 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 ariseFailure to treat implementation as a sales opportunitiesFailure to

20、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 Questions+Questions that uncover problems,difficulties and dissatisfactions

21、.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 increased costsAs a result of the problem,do we get more down time.Need-

22、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 customers about problems,difficulties or dissatisfactions with the existin

23、g 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 product feature or advantage meet explicit need which has been stated

24、 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 the form:because of feature,you can.”Eg.Because of our ERP product fi

25、nance 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 QuestionImplied NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefi

26、tsAdvantageFeatureNormal 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 stated-PayOfThe Value to the customer of solving these problems.-SP

27、IN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Achieve fact finding objectives Have low selling impact Useful at focus of receptivity Achieve uncovering dissatisfaction objectives Have moderate selling impact Useful at focus of dissatisfactionAchiev

28、e 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 impact Useful at focus of dissatisfaction and focus of power强大的销售工具强大的销

29、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 a framework for better understanding of the clients organisation a

30、nd 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 directionKey Components of Understanding Customers OrganisationMacroF

31、ormal StructurePolitical StructureInner CircleInfluence NetworksMicroCoverageStatusDecision OrientationInnovation/ChangeMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationCharacter ProfileMaslowAdaptabilityDecision OrientationLevels of ContactYour PositionChen YuanCEO#%BVE

32、Maslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA:Self ActualisationE:EsteemB:BelongingS:SafetyP:PhysiologicalMapping NeedsSA:Self ActualisationE:EsteemB:BelongingCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.D

33、irectorof ITControllerSAESABBSAEEBBAdaptability to Change-Technology Adoption LifecycleInnovatorsVisionariesPragmatistsConservativesLaggardsAdaptability to ChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatus QuoReference SitesWhat They WantWhat They BuyYour Value PropositionNot to be l

34、eft behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised SolutionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excellenceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInvestment protectionMa

35、pping Adaptability to ChangeI :InnovatorV:VisionaryP:PragmatistC:ConservativeL :LaggardCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCDecision Orientation“On what factors does our client base their

36、 decision on?”Financial$Technical TRelationshipRBusinessBMapping Decision OrientationB:BusinessR:RelationshipF:FinancialT:Technical CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTRLevel of

37、 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 FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITContr

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

39、VVPPIILCCBBBBRTFFTR!%!#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 find a focus(sponsor)within account helping him move towards a point f

40、rom 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 project bid.CEOCFOCTO or others.What is your passing experience to

41、 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 accessNot only individual,But more a particular function or area of an acco

42、unt 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 normally could find sponsors from 3 focus points:+The focus of receptiv

43、ity: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 focus of power:the elusive point in an account where there were peop

44、le 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 likely to-Listen receptively-Provide you with informationThe Individual,

45、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 ReceptivityEasiest starting point for your account penetration+The reaso

46、n 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 objective is“Information”&“Access”Danger of distractionDanger of misint

47、erpretationDanger 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 company whos experiencing problems in this areasLess successful sales

48、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 allocate focus of dissatisfaction.SPIN Questioning SkillsInfluence the focu

49、s 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 decision maker,either directly or by using your sponsor to sell on you

50、r 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+Normally busy+Objective oriented,value driven+ConfidenceDanger of selli