rockwell以客戶為中心的銷售

1、What steps do you take to reduce downtime?Current Situation QuestionsCapability Questions 1. What actions do you take to troubleshoot systems? How much time is spent troubleshooting or replacing & configuring complex I/O devices, like a damaged drive? How often do your people connect to a system

2、 and find out that they dont have program documentation? Does this cause additional resources to get involved? How much does an hour of downtime in lost production cost? Do you incur overtime costs for extra hours needed to troubleshoot systems? Measure # % $ E2. When changes are made to a productio

3、n run, how do you modify & store parameters? How often are changes made to production runs, such as packaging size, labelers, etc.? What is the average amount of time it takes to configure the devices correctly and get back on line? How much time is lost due to incorrectly configuring the device

4、, or not having the correct configuration information available? How much does an hour of machine downtime cost? Measure # % $ E3. Are you ever down due to a lack of spare parts? What additional time do parts shortages add to your total downtime? How do you know if you have the correct compliment of

5、 spare parts available? What is the turnaround on getting spare parts? Do you feel there is obsolete material present in your inventory? What are your costs associated with the obsolescence? Measure # % $ ERecap: “So your current situation is”Confirm Solution: “If you had (capabilities)could you the

6、n (achieve goal)?”What specific capabilities are you looking for?1. Event:Question:Player:Action:When a problem occurs in your production system,would it help ifyour maintenance engineers could identify the problem by accessing one central data table and take corrective action without retrieving mul

7、tiple programs and multiple copies of documentation, so that the system is fully functional?When a change occurs in a production run (such as packagingsize or labeling), would it be helpful ifyour control engineercould make a copy of the existing system from a central computer, make modifications, a

8、nd apply new parameters to all drives without connecting to each drive separately?When planning spare parts stocking,would it help ifan Asset Management professionalcould identify, document and recommend parts requirements based upon statistical analysis of your installed base of equipment and Mean

9、Time Between Failure (MTBF) data so that you have the right spare parts when needed?2. EventQuestion:Player:Action:Solution Development PrompterTitle: Plant Manager Goal: Reduce unscheduled downtime Offering: Integrated Architecture; Asset Management3. Event:Question:Player:Action:2021/5/281解決方案開發(fā)步驟

10、1. SDP左側(cè)左側(cè)2. 當(dāng)采購權(quán)力人物當(dāng)采購權(quán)力人物 分享一個目標(biāo)后分享一個目標(biāo)后, 請請他們描述他們目前的方法。他們描述他們目前的方法。3. 詢問勾畫你的產(chǎn)品的診斷性問題。詢問勾畫你的產(chǎn)品的診斷性問題。 4. 總結(jié)目前的情況并取得采購權(quán)力人物總結(jié)目前的情況并取得采購權(quán)力人物的認(rèn)可。的認(rèn)可。5. SDP右側(cè)右側(cè)4. 詢問采購權(quán)力人物，他們能采取什么詢問采購權(quán)力人物，他們能采取什么行動以達(dá)到他們的目標(biāo)。行動以達(dá)到他們的目標(biāo)。5. 提出問題將對產(chǎn)品使用的想象提出問題將對產(chǎn)品使用的想象 (你的想你的想法法)轉(zhuǎn)變?yōu)槟芰D(zhuǎn)變?yōu)槟芰?(采購權(quán)力人物的想法采購權(quán)力人物的想法)。6. 詢問采購權(quán)力人物，他們

11、是否具備達(dá)詢問采購權(quán)力人物，他們是否具備達(dá)到目標(biāo)的所有能力到目標(biāo)的所有能力, 他們能否達(dá)到他們他們能否達(dá)到他們的目標(biāo)。如果他們的回答是肯定的，的目標(biāo)。如果他們的回答是肯定的，則你已然創(chuàng)建了一套則你已然創(chuàng)建了一套 “解決方案解決方案”。552021/5/282你采取什么樣的步驟減少停工時間你采取什么樣的步驟減少停工時間?目前的情況和問題目前的情況和問題能力能力 問題問題 1. 你采取什么行動來排除系統(tǒng)故障？排除故障或更換和設(shè)置復(fù)雜的輸入/輸出裝置，如一個損壞的設(shè)備要花費多少時間？有多少次你的員工連接到一個系統(tǒng)后發(fā)現(xiàn)他們沒有項目資料？這會消耗另外的資源嗎？停工一小時造成的生產(chǎn)成本消耗是多少？排除系

12、統(tǒng)故障產(chǎn)生的加班成本是多少？ 量度量度 # % $ E2. 當(dāng)一個生產(chǎn)過程發(fā)生變化時你如何修改或保存參數(shù)？生產(chǎn)過程發(fā)生變化的次數(shù)多嗎？比如包裝尺寸、標(biāo)簽等？ 正確對設(shè)備進(jìn)行設(shè)置并恢復(fù)生產(chǎn)的平均時間是多長？不正確地設(shè)置或沒有正確的設(shè)置信息會損失多長時間？停工一小時造成的生產(chǎn)成本消耗是多少？度量度量 # % $ E3. 你曾經(jīng)因為缺少備件而停工嗎？配件的缺乏使你損失了多少工時？你如何知道你是否有對現(xiàn)有備件的正確評價？獲得備件所需要的時間多長？你認(rèn)為在你的庫存中有廢棄的材料嗎？與廢棄材料相關(guān)的成本是多少？度量度量 # % $ E概括概括: “因此你的目前的 情況 是”確認(rèn)確認(rèn) 解決方案解決方案: “

13、假使你具備 (能力)你能夠 (達(dá)到目標(biāo))?”你在尋求什么樣的特殊能力?1. 事件：事件：問題問題:人物：人物：動作：動作：當(dāng)你的生產(chǎn) 系統(tǒng)出現(xiàn)問題，如果是否有幫助你的維修 工程師能通過訪問中央數(shù)據(jù)表和采取糾正措施而無須補救多個程序和多套資料拷貝便能發(fā)現(xiàn)問題，這樣系統(tǒng)仍完全正常工作嗎。當(dāng)生產(chǎn)中發(fā)生一個變化時（諸如包裝尺寸和貼標(biāo)簽）, 如果是否有幫助你的控制工程師能從中央計算機制作一個備份、作出一個修改和應(yīng)用新的參數(shù)到所有盤中，而無須分開連接到每個盤？當(dāng)安排備件的存放時，如果是否有幫助資產(chǎn)管理專業(yè)人士可以在已安裝設(shè)備基地和平均故障間隔時間的數(shù)據(jù)分析的基礎(chǔ)上進(jìn)行辨認(rèn)、記錄、并推薦零件的使用要求，你可

14、以在需要的時候獲得適當(dāng)?shù)膫浼?. 事件：事件：問題問題:人物：人物：動作：動作：解決方案開發(fā)解決方案開發(fā) 激勵者激勵者職務(wù)：職務(wù)： 工廠經(jīng)理 目標(biāo)：目標(biāo)： 減少非計劃性的停工時間 提供提供: 完整的組織、資產(chǎn)管理3. 事件：事件：問題問題:人物：人物：動作：動作：2021/5/283What steps do you take to reduce downtime?Current Situation QuestionsCapability Questions 1. What actions do you take to troubleshoot systems? How much time

15、is spent troubleshooting or replacing & configuring complex I/O devices, like a damaged drive? How often do your people connect to a system and find out that they dont have program documentation? Does this cause additional resources to get involved? How much does an hour of downtime in lost prod

16、uction cost? Do you incur overtime costs for extra hours needed to troubleshoot systems? Measure # % $ E2. When changes are made to a production run, how do you modify & store parameters? How often are changes made to production runs, such as packaging size, labelers, etc.? What is the average a

17、mount of time it takes to configure the devices correctly and get back on line? How much time is lost due to incorrectly configuring the device, or not having the correct configuration information available? How much does an hour of machine downtime cost? Measure # % $ E3. Are you ever down due to a

18、 lack of spare parts? What additional time do parts shortages add to your total downtime? How do you know if you have the correct compliment of spare parts available? What is the turnaround on getting spare parts? Do you feel there is obsolete material present in your inventory? What are your costs

19、associated with the obsolescence? Measure # % $ ERecap: “So your current situation is”Confirm Solution: “If you had (capabilities)could you then (achieve goal)?”What specific capabilities are you looking for?1. Event:Question:Player:Action:When a problem occurs in your production system,would it hel

20、p ifyour maintenance engineers could identify the problem by accessing one central data table and take corrective action without retrieving multiple programs and multiple copies of documentation, so that the system is fully functional?When a change occurs in a production run (such as packagingsize o

21、r labeling), would it be helpful ifyour control engineercould make a copy of the existing system from a central computer, make modifications, and apply new parameters to all drives without connecting to each drive separately?When planning spare parts stocking,would it help ifan Asset Management prof

22、essionalcould identify, document and recommend parts requirements based upon statistical analysis of your installed base of equipment and Mean Time Between Failure (MTBF) data so that you have the right spare parts when needed?2. EventQuestion:Player:Action:Solution Development PrompterTitle: Plant

23、Manager Goal: Reduce unscheduled downtime Offering: Integrated Architecture; Asset Management3. Event:Question:Player:Action:6. Confirm3. Confirm2. Diagnose5. Diagnose (Prescribe)4. Frame1. Frame2021/5/284GO TO PAGE _ IN THE ROLE-PLAY SECTIONBasic Solution DevelopmentSolution Development: Diagnose C

24、urrent Situation & Develop Solutions$ % #Selling StepsDiscovery Meeting: Identify Business Goal Qualify Buying Influence Champion? Proof Step?Key Player Meetings: Solution Development $ % #Qualify Opportunity (Negotiate Sequence of Events)Execute & Manage SOE StepsProspecting and Business De

25、velopmentNegotiation and Close2021/5/285你采取什么樣的步驟減少停工時間你采取什么樣的步驟減少停工時間?目前的情況問題目前的情況問題能力問題能力問題 1.你采取什么行動來排除系統(tǒng)故障？排除故障或更換和設(shè)置復(fù)雜的輸入/輸出裝置，如一個損壞的設(shè)備要花費多少時間？有多少次你的員工連接到一個系統(tǒng)后發(fā)現(xiàn)他們沒有項目資料？這會消耗另外的資源嗎？停工一小時造成的生產(chǎn)成本消耗是多少？排除系統(tǒng)故障產(chǎn)生的加班成本是多少？ 量度量度 # % $ E2.當(dāng)一個生產(chǎn)過程發(fā)生變化時你如何修改或保存參數(shù)？生產(chǎn)過程發(fā)生變化的次數(shù)多嗎？比如包裝尺寸、標(biāo)簽等？ 正確對設(shè)備進(jìn)行設(shè)置并恢復(fù)生產(chǎn)的

26、平均時間是多長？不正確地設(shè)置或沒有正確的設(shè)置信息會損失多長時間？停工一小時造成的生產(chǎn)成本消耗是多少？度量度量 # % $ E3.你曾經(jīng)因為缺少備件而停工嗎？配件的缺乏使你損失了多少工時？你如何知道你是否有對現(xiàn)有備件的正確評價？獲得備件所需要的時間多長？你認(rèn)為在你的庫存中有廢棄的材料嗎？與廢棄材料相關(guān)的成本是多少？度量度量 # % $ E概括概括: “因此你的目前的 情況 是”確認(rèn)確認(rèn) 解決方案解決方案: “假使你具備 (能力)你能夠 (達(dá)到目標(biāo))?”你在尋求什么樣的特殊能力?1.事件：事件：問題問題:人物：人物：動作：動作：當(dāng)你的生產(chǎn) 系統(tǒng)出現(xiàn)問題，如果是否有幫助你的維修 工程師能通過訪問中央

27、數(shù)據(jù)表和采取糾正措施而無須補救多個程序和多套資料拷貝便能發(fā)現(xiàn)問題，這樣系統(tǒng)仍完全正常工作嗎。當(dāng)生產(chǎn)中發(fā)生一個變化時（諸如包裝尺寸和貼標(biāo)簽）, 如果是否有幫助你的控制工程師能從中央計算機制作一個備份、作出一個修改和應(yīng)用新的參數(shù)到所有盤中，而無須分開連接到每個盤？當(dāng)安排備件的存放時，如果是否有幫助資產(chǎn)管理專業(yè)人士可以在已安裝設(shè)備基地和平均故障間隔時間的數(shù)據(jù)分析的基礎(chǔ)上進(jìn)行辨認(rèn)、記錄、并推薦零件的使用要求，你可以在需要的時候獲得適當(dāng)?shù)膫浼?.事件：事件：問題問題:人物：人物：動作：動作：解決方案開發(fā)解決方案開發(fā) 激勵者激勵者職務(wù)：職務(wù)： 工廠經(jīng)理 目標(biāo)：目標(biāo)： 減少非計劃性的停工時間 提供提供:

28、完整的組織、資產(chǎn)管理3.事件：事件：問題問題:人物：人物：動作：動作：6.確認(rèn)確認(rèn)3. 確認(rèn)確認(rèn)2. 診斷診斷5.診斷診斷 (開處方開處方)4.框架框架1. 框架框架2021/5/286翻到第翻到第 _ 頁角色表演部分頁角色表演部分基本解決方案開發(fā)基本解決方案開發(fā)解決方案開發(fā)：解決方案開發(fā)： 診斷目前現(xiàn)狀，開發(fā)解決方案診斷目前現(xiàn)狀，開發(fā)解決方案$ % #銷售步驟銷售步驟發(fā)現(xiàn)性會議：發(fā)現(xiàn)性會議：確認(rèn)業(yè)務(wù)目標(biāo)確認(rèn)業(yè)務(wù)目標(biāo)認(rèn)定采購權(quán)力人物認(rèn)定采購權(quán)力人物倡導(dǎo)者倡導(dǎo)者? 驗證步驟驗證步驟?關(guān)鍵人物會議關(guān)鍵人物會議： 解決方案開發(fā)解決方案開發(fā) $ % #機會認(rèn)定機會認(rèn)定 (事件順序談事件順序談判判)執(zhí)行

29、和管理執(zhí)行和管理 SOE 步驟步驟潛在主顧和業(yè)潛在主顧和業(yè)務(wù)發(fā)展務(wù)發(fā)展談判和結(jié)束談判和結(jié)束2021/5/287Rockwell Automation Sales Process MapPipeline Stages/Funnel MilestonesSales Ready Messaging Tools (internal)Call Intro PrompterMenu of Goals/Success StorySolution Development PrompterCall Intro PrompterSolution Development PrompterOpportunity Qu

30、alification TemplateBenefit Summary by GoalCustomer Correspondence (external)Sequence of Events PlanImplementation PlanCost v. BenefitSuccess MetricsKey Player Letter(5 key components)Meeting Confirmation emailChampion Letter(5 key components)Sales Call Debrief QuestionsKey Player Oppty. ChartQualif

31、ication Decision PrompterLetter to Confirm Key Player MeetingsDiscovery Meeting: Identify Business Goal Solution Development: Diagnose Current Situation & Develop Solutions$ % #Qualify Buying Influence Champion? Proof Step?Key Player Meetings: Solution Development $ % #Qualify Opportunity (Negot

32、iate Sequence of Events)Execute & Manage SOE StepsProspecting and Business DevelopmentSales Process StepsNegotiation and CloseNegotiating WorksheetContractEvaluating (50%)EChampion (20%)CGoal shared (10%)GActive (0%)AVerbal (90%) Proposal (10%)V/P/WPhone Scripts Prospecting Prompter 2021/5/288Co

33、mpetency ComponentsProductUsageKnowledgeMarketKnowledgeCustomerCentric SellingSkillsSDP2021/5/289羅克韋爾自動化銷售程序圖羅克韋爾自動化銷售程序圖目標(biāo)分享目標(biāo)分享d (10%)G 倡導(dǎo)者倡導(dǎo)者 (20%)C評估評估 (50%)E口頭的口頭的(90%) 提提案案 (10%)V/P/WPipeline 階段階段/Funnel 里程碑里程碑s激活激活 (0%)A銷售銷售待命通訊工具待命通訊工具 (內(nèi)部內(nèi)部)訪問介紹訪問介紹提示提示目標(biāo)菜單目標(biāo)菜單/成功經(jīng)歷成功經(jīng)歷訪問記錄訪問記錄組織為潛在組織為潛在主顧提

34、示主顧提示 解決方案開發(fā)解決方案開發(fā)提示提示訪問介紹訪問介紹提示提示解決方案開發(fā)解決方案開發(fā) 激勵者激勵者機會認(rèn)定機會認(rèn)定模版模版按目標(biāo)的利按目標(biāo)的利益匯總益匯總客戶客戶對應(yīng)對應(yīng)(外部外部)事件計劃的事件計劃的順序順序執(zhí)行執(zhí)行 計劃計劃成本成本v. 利益利益成功成功 規(guī)律規(guī)律關(guān)鍵人物關(guān)鍵人物 信函信函(5個關(guān)鍵組成個關(guān)鍵組成部分部分)會議會議 確認(rèn)確認(rèn) email倡導(dǎo)者信函倡導(dǎo)者信函(5個關(guān)鍵組成個關(guān)鍵組成部分部分)銷售訪問銷售訪問小結(jié)問題小結(jié)問題關(guān)鍵人物關(guān)鍵人物機會圖機會圖資質(zhì)決定資質(zhì)決定提示提示確認(rèn)關(guān)鍵人物確認(rèn)關(guān)鍵人物 會議的會議的信函信函發(fā)現(xiàn)性發(fā)現(xiàn)性會議會議: 發(fā)現(xiàn)業(yè)務(wù)發(fā)現(xiàn)業(yè)務(wù) 目標(biāo)目標(biāo)

35、解決方案開發(fā)解決方案開發(fā): 診斷目前的診斷目前的 情況情況 & 開發(fā)開發(fā) 解決解決方案方案$ % #認(rèn)定采購認(rèn)定采購權(quán)力人物權(quán)力人物 倡導(dǎo)者倡導(dǎo)者? 證據(jù)步驟證據(jù)步驟?關(guān)鍵人物關(guān)鍵人物 會議會議: 解決方案開發(fā)解決方案開發(fā) $ % #認(rèn)定機會認(rèn)定機會 (事件的談判事件的談判 順序順序)執(zhí)行執(zhí)行 & 管理管理SOE步驟步驟潛在主顧和潛在主顧和業(yè)務(wù)發(fā)展業(yè)務(wù)發(fā)展銷售程序步驟銷售程序步驟談判和關(guān)閉談判和關(guān)閉談判談判 工作表工作表合同合同2021/5/28109、 人的價值，在招收誘惑的一瞬間被決定。21.7.1521.7.15Thursday, July 15, 202110、低頭要有

36、勇氣，抬頭要有低氣。20:26:4020:26:4020:267/15/2021 8:26:40 PM11、人總是珍惜為得到。21.7.1520:26:4020:26Jul-2115-Jul-2112、人亂于心，不寬余請。20:26:4020:26:4020:26Thursday, July 15, 202113、生氣是拿別人做錯的事來懲罰自己。21.7.1521.7.1520:26:4020:26:40July 15, 202114、抱最大的希望，作最大的努力。2021年7月15日星期四下午8時26分40秒20:26:4021.7.1515、一個人炫耀什么，說明他內(nèi)心缺少什么。2021年7月

37、下午8時26分21.7.1520:26July 15, 202116、業(yè)余生活要有意義，不要越軌。2021年7月15日星期四20時26分40秒20:26:4015 July 202117、一個人即使已登上頂峰，也仍要自強不息。下午8時26分40秒下午8時26分20:26:4021.7.15119、 人的價值，在招收誘惑的一瞬間被決定。21.7.1521.7.15Thursday, July 15, 202110、低頭要有勇氣，抬頭要有低氣。20:26:4020:26:4020:267/15/2021 8:26:40 PM11、人總是珍惜為得到。21.7.1520:26:4020:26Jul-2

38、115-Jul-2112、人亂于心，不寬余請。20:26:4020:26:4020:26Thursday, July 15, 202113、生氣是拿別人做錯的事來懲罰自己。21.7.1521.7.1520:26:4020:26:40July 15, 202114、抱最大的希望，作最大的努力。2021年7月15日星期四下午8時26分40秒20:26:4021.7.1515、一個人炫耀什么，說明他內(nèi)心缺少什么。2021年7月下午8時26分21.7.1520:26July 15, 202116、業(yè)余生活要有意義，不要越軌。2021年7月15日星期四20時26分40秒20:26:4015 July 2

39、02117、一個人即使已登上頂峰，也仍要自強不息。下午8時26分40秒下午8時26分20:26:4021.7.1512能力的組成部分產(chǎn)品產(chǎn)品使用使用知識知識市場市場知識知識CustomerCentric Selling技巧技巧SDP592021/5/2813Rockwell Automation Sales Process MapPipeline Stages/Funnel MilestonesSales Ready Messaging Tools (internal)Call Intro PrompterMenu of Goals/Success StoryPhone Scripts Pro

40、specting PrompterSolution Development PrompterCall Intro PrompterSolution Development PrompterOpportunity Qualification TemplateBenefit Summary by GoalCustomer Correspondence (external)Sequence of Events PlanImplementation PlanCost v. BenefitSuccess MetricsKey Player Letter(5 key components)Meeting

41、Confirmation emailChampion Letter(5 key components)Sales Call Debrief QuestionsKey Player Oppty. ChartQualification Decision PrompterLetter to Confirm Key Player MeetingsInitial Discovery Meeting: Identify Business Goal Solution Development: Diagnose Current Situation & Develop Solutions$ % #Qua

42、lify Buying Influence Champion? Proof Step?Key Player Meetings: Solution Development $ % #Qualify Opportunity (Negotiate Sequence of Events)Execute & Manage SOE StepsProspecting and Business DevelopmentSales Process StepsNegotiation and CloseNegotiating WorksheetContractEvaluating (50%)EChampion

43、 (20%)CGoal shared (10%)GActive (0%)AVerbal (90%) Proposal (10%)V/P/W2021/5/2814CustomerCentric Selling Skills Prospecting & Business Development Alignment Personal Buyer behavior over time Buyer starting point Solution Development continued Key Player Qualification Opportunity Qualification &am

44、p; Control Establishing Business Value Negotiation CCS Process Management2021/5/2815羅克韋爾自動化銷售程序圖羅克韋爾自動化銷售程序圖分享了目標(biāo)分享了目標(biāo) (10%)G 倡導(dǎo)者倡導(dǎo)者 (20%)C評估評估 (50%)E口頭口頭l (90%) 提案提案 (10%)V/P/WPipeline 階段階段/Funnel 里程碑里程碑積極的積極的 (0%)A舉行發(fā)現(xiàn)性舉行發(fā)現(xiàn)性 會議會議: 發(fā)現(xiàn)發(fā)現(xiàn) 業(yè)務(wù)業(yè)務(wù) 目標(biāo)目標(biāo)解決方案開發(fā)解決方案開發(fā): 診斷診斷 目前的目前的 情況情況 & 開發(fā)開發(fā) 解決解決方案方案$ %

45、 #認(rèn)定認(rèn)定 采購權(quán)力人采購權(quán)力人物物 倡導(dǎo)者倡導(dǎo)者? 證據(jù)步驟證據(jù)步驟?關(guān)鍵人物關(guān)鍵人物 會議會議: 解決方案開發(fā)解決方案開發(fā) $ % #認(rèn)定機會認(rèn)定機會 (事件的談判事件的談判 順序順序)執(zhí)行執(zhí)行 & 管理管理SOE步驟步驟潛在主顧和潛在主顧和業(yè)務(wù)發(fā)展業(yè)務(wù)發(fā)展銷售程序步驟銷售程序步驟談判和關(guān)閉談判和關(guān)閉銷售銷售待命通訊工具待命通訊工具 (內(nèi)部內(nèi)部)訪問介紹訪問介紹提示提示目標(biāo)菜單目標(biāo)菜單/成功經(jīng)歷成功經(jīng)歷訪問記錄訪問記錄組織為潛在組織為潛在主顧提示主顧提示 解決方案開發(fā)解決方案開發(fā)提示提示訪問介紹訪問介紹提示提示解決方案開發(fā)解決方案開發(fā) 激勵者激勵者機會認(rèn)定機會認(rèn)定模版模版按目標(biāo)的

46、利按目標(biāo)的利益匯總益匯總客戶客戶對應(yīng)對應(yīng)(外部外部)事件計劃的事件計劃的順序順序執(zhí)行執(zhí)行 計劃計劃成本成本v. 利益利益成功成功 規(guī)律規(guī)律關(guān)鍵人物關(guān)鍵人物 信函信函(5個關(guān)鍵組成個關(guān)鍵組成部分部分)會議會議 確認(rèn)確認(rèn) email倡導(dǎo)者信函倡導(dǎo)者信函(5個關(guān)鍵組成個關(guān)鍵組成部分部分)銷售訪問銷售訪問小結(jié)問題小結(jié)問題關(guān)鍵人物關(guān)鍵人物機會圖機會圖資質(zhì)決定資質(zhì)決定提示提示確認(rèn)關(guān)鍵人物確認(rèn)關(guān)鍵人物 會議的會議的信函信函談判談判 工作表工作表合同合同2021/5/2816CustomerCentric Selling 技巧 潛在主顧和業(yè)務(wù)發(fā)展 組合 個人的 采購人超時行為 采購人起點 解決方案開發(fā)解決方案

47、開發(fā), 繼續(xù)繼續(xù) 關(guān)鍵人物 資質(zhì)認(rèn)定 機會 認(rèn)定 & 控制 建立商業(yè)價值 談判 CCS流程管理612021/5/2817Emotional decisions are justified by value and logic 2021/5/2818RqmtsVendor AVendor BVendor C“How are you any different from Vendor A?”2021/5/2819情緒化的決定通過價值觀和邏輯證明 622021/5/2820要求要求供應(yīng)商供應(yīng)商A供應(yīng)商供應(yīng)商B供應(yīng)商供應(yīng)商C“你與供應(yīng)商A有不同之處嗎?”632021/5/2821If Your

48、e Vendor AIf Youre Vendor B .Buying StagesSkepticalLengthy diagnosisOpen discussionUnclear timeframesAccess to powerSee new usagesExcitementTime is extendedKey Players are involvedNon-product objectionsGo / No Go decisionLast lookMay avoid talking with youAccess to power the proposal is delivered Co

49、l. A was here BelieversHave all the answersLimit discussionThey push you“Rubber stamp”Check listReservationsIn a rushDelegated RepresentativesMinor product objections but it will do the jobEncouragement “Best and final price”Will return phone callsNo access to powerStage INeed DevelopmentStage IIPro

50、ofStage IIIConsequencesBuyer Behavior2021/5/2822People buy from people theySuccess Story Components: 1. _2. _3. _4. _2021/5/2823如果你是供應(yīng)商如果你是供應(yīng)商A如果你是供應(yīng)商如果你是供應(yīng)商B .采購采購 階段階段懷疑的懷疑的拖沓的診斷拖沓的診斷公開討論公開討論時間表不清時間表不清訪問權(quán)勢訪問權(quán)勢看到新用途看到新用途興奮興奮時間延長時間延長關(guān)鍵人物介入關(guān)鍵人物介入非非-產(chǎn)品目標(biāo)產(chǎn)品目標(biāo)Go / No Go 決定決定最后一瞥最后一瞥會避免與你交談會避免與你交談訪問給出提案的

51、權(quán)勢人物訪問給出提案的權(quán)勢人物“Column A” 在這兒在這兒 相信者相信者有所有的答案有所有的答案限制討論限制討論他們逼迫你他們逼迫你“橡皮圖章橡皮圖章”檢查單檢查單保留保留匆忙匆忙被授權(quán)的代表被授權(quán)的代表監(jiān)督產(chǎn)品目標(biāo)但它會做此工作監(jiān)督產(chǎn)品目標(biāo)但它會做此工作鼓勵鼓勵 “最好的和最終的價格最好的和最終的價格”會回訪問會回訪問不訪問權(quán)勢人物不訪問權(quán)勢人物階段階段I需求開發(fā)需求開發(fā)階段階段II證據(jù)證據(jù)階段階段III后果后果采購者行為642021/5/2824人們從的人那里購買成功成功 經(jīng)歷經(jīng)歷 組成部分組成部分: 1. _2. _3. _4. _652021/5/2825Do they beli

52、eve youre sincere?Do they believe youre sincere AND competent?The Buying Influence is willing to have a conversation.The Buying Influence is willing to reveal their business goals, problems, needs.“Yes”“Yes”Trust = Sincerity + Competence2021/5/28261. Key Player (Industry/Title) From Targeted Convers

53、ation List2. GoalFrom the Menu of Goals3. Contributing ReasonPrior to implementing your offering, cite a reason they could not accomplish their goal. This reason should come from the left side of the Key Players SDP4. Corresponding Capability Choose the capability from the right side of the SDP that

54、 addresses the corresponding reason cited5. Capability StatementState that you or your company provided the capability6. Quantified ResultsShare quantified results that were achieved and be sure they link to the goal being discussedEstablishing Credibility Success Story Components2021/5/2827他們相信你是誠他

55、們相信你是誠心的嗎心的嗎?他們相信他們相信 你是誠你是誠心和有能力的嗎心和有能力的嗎?采購權(quán)力人物愿意采購權(quán)力人物愿意 進(jìn)行一次對話。進(jìn)行一次對話。采購權(quán)力人物愿意告訴采購權(quán)力人物愿意告訴你他們的業(yè)務(wù)目標(biāo)你他們的業(yè)務(wù)目標(biāo), 問問題題, 需求。需求?！笆鞘恰薄笆鞘恰毙湃?= 誠心 + 能力662021/5/28281.關(guān)鍵人物關(guān)鍵人物 (行業(yè)行業(yè)/頭銜頭銜) 來自有目的的對話清單2.目標(biāo)目標(biāo)來自目標(biāo)菜單3.提供理由提供理由在落實你的產(chǎn)品時, 引證一個他們可能無法完成目標(biāo)的原因。該理由應(yīng)該來自關(guān)鍵人物的SDP左側(cè)。4.相應(yīng)的能力相應(yīng)的能力從SDP右側(cè)選擇能克服所引證原因的能力5.能力能力 論述論述

56、說明是你或你的公司提供了該能力6.量化的結(jié)果量化的結(jié)果分享取得的量化結(jié)果并確信它們與正在討論的目7.標(biāo)相聯(lián)系建立信譽建立信譽 成功經(jīng)歷的組成部分成功經(jīng)歷的組成部分2021/5/2829“We recently worked with a Plant Manager of a bottling plant1 who wanted to increase production throughput.2 Meeting production schedules was difficult because of unexpected downtime of plant equipment.3 He s

57、aid he needed a way for his maintenance staff to receive notification alerts prior to potential equipment failure and view the severity of the problem so they could schedule maintenance before the equipment failed.4 We provided him with this capability.5 Over the past 6 months, downtime has decrease

58、d by 10% and production schedules have been met without working overtime6.”1. Key Player (Job Title & Industry)2. Goal or Issue3. Contributing Reason4. Corresponding Capability5. Capability Statement6. Quantified ResultsEstablishing Credibility The Success StorySuccess Story Components:2021/5/28

59、30Goal Identification“What are you hoping to accomplish?”Menu of Goals/Success StorySolution DevelopmentCurrent Situation/Capabilities with MeasurementGoal ExpansionMenu of Goals/Success StoryPreliminary Qualification“Is now the right time to evaluate?”Close The Call“How would you like me to follow

60、up?”* They want to talk to you. It could be based on an inbound call, a request from an existing customer, a referral from a distributor, etc.Conversational Road Map #1 Inbound* Contact2021/5/2831“我們目前我們目前 與與裝瓶廠的廠長裝瓶廠的廠長1一起工作，他想一起工作，他想增加增加 生產(chǎn)量。生產(chǎn)量。2 因為出現(xiàn)不希望因為出現(xiàn)不希望的工廠設(shè)備停工時間，因此完成生產(chǎn)計劃是困難的。的工廠設(shè)備停工時間，因此完成生產(chǎn)計劃是困難的。3 他說他需要一種方法他說他需要一種方法使他的維修人員在潛在的設(shè)備故障出現(xiàn)前接收到警告通知并發(fā)覺問題嚴(yán)重程使他的維修