銷售培訓(xùn)之目標(biāo)解釋銷售英文版

1、銷售培訓(xùn)之目標(biāo)解釋銷售英文版Program 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.Focusing on the right issues with the right peopleat the right timeProg

2、ram MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Proces

3、s1234567Sales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitive Time and $VersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionV

4、alueExecutiveDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsNot in ControlSalesPersonalControl is providing

5、business 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 changesDelays Budget goes awayQuestioning by customers probing y

6、our weaknessesPlayers change Meetings cancelledMeetings delegatedPreoccupied with price No inside support Not knowing youre winningAlways 5 minutes lateToo many hours Too much telephone timeContinual crisis Not having funPurpose Provide you with a structured, repeatable methodology for analyzing a s

7、ales opportunityBenefitsQualify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectives Invest time, energy and resources on the opportunities you are most likely to winCommunicate the key issues more effectively using a comm

8、on languageOutput Comprehensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.8Introduction+A

9、BCPage 2.9Current: good win ratePotential Z = 1 Z = 0 A C Compromised X & Y Lost Z = -1XYZFour Key Questions - The 4 Principles of Selling Is there an opportunity? Can we compete? Can we win? Is it worth winning?Page 2.10Is There An Opportunity?Page 2.11#1Customers Application or ProjectWhat are

10、 the customers 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 t

11、he customers 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?Wha

12、t are the 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?#5 Compelling EventWhy does the customer have to act?What is the deadline

13、 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 business?BusinessInitiativesBusiness DriversBusiness ProfilePage 2.12CompellingEventC

14、onsequencesPaybackProblemsOpportunitiesCan We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current RelationshipWhat are the customers decision criteria?What is the formal decision process?Which decision criteria are most important? Why?Who formulated the decision crit

15、eria?Page 2.13How well does our solution solve the customers problem?What does the customer think?What modifications or enhancements will 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 additi

16、onal internal or external resources will you need to winthis opportunity?What is the projected cost of sales?What is the opportunity cost?What is the status of your relationship with the customer?What is the status of each competitors relationship with the customer?Whose relationship provides compet

17、itive advantage for this opportunity?How do you and each of your competitors compare to the customers view of the ideal relationship?#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 w

18、e quantified this value in the customers terms?Has the customer confirmed their understanding of the value we will deliver?How does this value differentiate us from our competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.14CompellingEventsUniqueBu

19、sinessValueAnswer 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 1.9IncreaseCosts/ConsequencesValue = Benefits - Costs/Risks/ConsequencesPage 3.9RevenueMarket shareCustomer satisfacti

20、onInventory turns Load factorShareholder valueCustomer baseOrder fulfillment timeExpenses Rejects/returnsWasteAdministrative costs Number of days supply (of inventory)Time to close an orderCycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisitio

21、n CostsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffect existing businessesAwaken their competitionModifications to existing processesOpportunity Costs (Risks & C

22、onsequences)Value Proposition TemplatesYou will be able to _ resulting in _ by implementing our _. We delivered similar results 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 addres

23、s _ by installing _ which will result in _. We will ensure your return on investment by _.business initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency

24、/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10Sample Value Propositions You 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

25、. We delivered similar results at United Telecom, 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

26、 Share. We will establish a metrics score card to assist 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 outcom

27、e)(value tracking system)(frequency / time)Page 3.13aCan We Win?#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignmentWho in the customers organization wants us to win?What have they done to indicate their support?Are they willing and able t

28、o 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 gain return access to them?Wha

29、t 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 are the unstated issues?Whos

30、e 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?Is It Worth Winning?#16Sho

31、rt-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? _ daysWhat is the potential for future business within the next year? Within the next three years?Does it exceed

32、 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 exceed our profit threshold?What impact will discounts have on profitability?How can we improve the prof

33、itability 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 is the impact on our business if the solution fails?What is the value of this opportunity to us beyond t

34、he 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 product or service?Page 2.9Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDD

35、EFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW

36、+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7

37、POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHIndividual Exercise: Current OpportunityStep 1 Use your current sales opportunity and complete the Opportunity Assessment on page 2.11 Identify your primary competitorStep 2 Rate

38、 your position against each criterion:(+) if it is accurate, known and favorable() if it is unfavorable(?) if it is unknownStep 3 In the shaded column, rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FINISH BY:Page 2.10a2000 Siebel S y stems, Inc. A ll rights reserved. TAS .ST

39、D.O TE.070 .01.120 597.060 100.pptPage 1.33Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+Criter

40、iaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL

41、 DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHOpportunity AssessmentCriteriaAssessmentCUSTOMERS AP

42、PLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE

43、 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA

44、 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHBusiness PartnersProviding you with access to new markets or customersLeveraging existing relationships with key players in your customers organiza

45、tionProviding new levels of expertise in specific industry segmentsExpanding your ability to deliver a “whole product” or complete solutionReducing the risks associated with the implementation of complex solutionsBusiness Partners can help you advance your sales campaign byPage 1.20The Partners Role

46、 in Your Value ChainSolutionsMarketingSales Implementa-tionPost-Sales 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 ob

47、jectives does your partner have for this market or industry segment?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 a

48、greed-to engagement process?How are your partners implementation services 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 busi

49、ness partners?Page 1.21Partner Assessment WorksheetIs there an opportunity?(#1-5) Understanding the customers application or project Providing a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncovering a compelling eventCan wecompete?(#6-1

50、0)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of the customers formal decision criteria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yours Access and credibility at the e

51、xecutive level Understanding of the customers culture Knowledge of the customers informal decision process Access to the most influential people in the customers organization Understanding the linkage of the project to future revenue Reducing the risks associated with the projects implementation Dev

52、eloping a solution that provides significant strategic valueExamplesYour OpportunityHow can your business partner help you withPage 1.22Team Activity: Analyze Your Business PartnersStep 1 Review the examples shown next to each of the four key questions Step 2 Identify the specific areas where your b

53、usiness partner can help advance your team opportunity Cite the specific criteria (e.g., #5, #10, etc.)Step 3 Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.Page 1.23Purpose2000 Siebel S y stems, Inc. A ll r

54、ights reserved. TAS .STD.O TE.070 .01.120 597.060 100.pptPage 1.41Partner Assessment WorksheetIs there anopportunity?(#1-5) Understanding the customers application or project Providing a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncove

55、ring a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of the customers formal decision criteria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value be

56、yond yours Access and credibility at the executive level Understanding of the customers culture Knowledge of the customers informal decision process Access to the most influential people in the customers organization Understanding the linkage of the project to future revenue Reducing the risks assoc

57、iated with the projects implementation Developing a solution that provides significant strategic valueExamplesYour OpportunityHow can your business partner help you withPage 1.22PurposeProvide you with a framework for developing a winning strategyBenefits Align your sales objectives with the custome

58、rs business objectives so you can communicate your unique business value Select a competitive sales strategy that enables you to close the sales opportunityOutput Analysis of your position for this opportunity Competitive strategy to win your sales opportunityStrategyAssess the OpportunitySet the Co

59、mpetitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 3.28TAS Planning Methodology Page 2.29 Describes the general approach The route to the objective Connected to the strategy Individual, style-depend

60、ent Flexible, dynamic Tied to the actions Identifies the specific people, programs and money required Long-range Visionary Defines our relationship Specific (products/services) Measurable (order amount) Time-bound (close date) Ensures that your plan is realistic Should support your customers business plan oalt