營(yíng)銷銷售技巧培訓(xùn)英文版

1、Welcome toTarget Account Selling,Program Objectives,Developing and testing a comprehensive plan for your sales opportunity,Enabling you to communicate more effectively with your team,Shifting your sales focus from tactical to strategic,Help you win by.,Focusing on the right issues with the right peo

2、pleat the right time,Program Map,Opportunity Assessment,Strategy,Politics,Alignment,Planning,Testing,Implementation,Program Modules,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement

3、the Process,Target Account Selling Process,1,2,3,4,5,6,7,Sales Return on Investment,Level 1,Level 2,Level 3,Productivity,Time,Tactical,Strategic,Competitive,Time and $,Versatility,Level 1,Level 2,Level 3,Focus,Orientation,Repertoire,Finance,Relationships,Event,Product/Service,Technology,Price,Operat

4、ions,Development,Status,Mode,Politics,Resources,Performance,Considered,Reactive,Aware,Premature or Excessive,Inconsistent,Level 1,Level 2,Level 3,Not in Control,Sales,Personal,Control is providing business value for the customer while forcing the competition to operate in react mode.,It is difficult

5、 to control external events unless you are in control.,Unreturned phone calls No access to information Criteria slanted Criteria constantly changes Delays Budget goes away Questioning by customers probing your weaknesses,Players change Meetings cancelled Meetings delegated Preoccupied with price No

6、inside support Not knowing youre winning,Always 5 minutes late Too many hours Too much telephone time Continual crisis Not having fun,Purpose Provide you with a structured, repeatable methodology for analyzing a sales opportunity Benefits Qualify opportunities faster and more effectively by analyzin

7、g them from the most critical customer, business and competitive perspectives Invest time, energy and resources on the opportunities you are most likely to win Communicate the key issues more effectively using a common language Output Comprehensive assessment of your current sales opportunity,Opport

8、unity Assessment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 2.7,Introduction,+,Page 2.8,Current: good win rate,Potential,Z = 1,Z = 0 A C Comprom

9、ised X therein lies their vulnerability.,Origin of Strategy,Page 3.5,Develop,Flanking,Defend,Fragment,Frontal,Competitive Strategies,Page 3.6,No Compelling Event OR No UBV,Compelling Eventexists/or you can create one AND You have UBV,Position,Attack,Frontal Strategy,Definition,A frontal strategy is

10、a direct approach based on the customers perception of your overwhelming superiority in solution, price or reputation.,Guidelines/Caveats,Variations,Page 3.7,3:1 advantage Requires size, speed or surprise Resource intensive (#8) Blatant/obvious Most often used and easily defeated strategy,Features/p

11、rice/performance Proprietary technology Whole product,Relationship/Experience Prestige Comfort/Security,Solution,Reputation,Alter the Rules,Flanking Strategy,Definition,A flanking strategy shifts the focus of the customers buying criteria to new or different issues that favor your solution.,Guidelin

12、es/Caveats,Variations,Page 3.8,Dont play by their rules Must have executive support Make your move last Dont open the “playing field”,A B Change or re-prioritize the criteria Move the goal post,A A+1 Expand the scope of the decision Add new criteria,Acknowledge and Expand,Alter the Rules,Fragment St

13、rategy,Definition,A fragment strategy divides the opportunity into smaller pieces and focuses the customer on a subset of the issues that you can address.,Guidelines/Caveats,Variations,Page 3.9,Must have UBV only you can deliver (#10) Requires inside support (#11) Pick the correct base for the futur

14、e (#17) Monitor the cost of sales (#18),Department/Location/Function Foot in the door Beachhead,Compatibility with current environment Extend capacity Enhance customers investment (1+1=3),Niche,Peaceful Coexistence,Defend Strategy,Definition,A defend strategy protects your position from the inevitab

15、le assault from your competitors.,Guidelines/Caveats,Variations,Page 3.10,Expand your relationships to a higher level (#12) Support your allies (#11) Articulate your credibility (#12) and business value (#10) Beware of self-isolation Keep your eye on your competitors,Insulate,Isolate,Improve your re

16、lationships (#9) Support your allies (#11) Extend your presence,Contain the competition Create tangents/diversions Dilute the competitors efforts,Develop Strategy,Definition,A develop strategy establishes a position for a possible future engagement.,Guidelines/Caveats,Variations,Page 3.11,No compell

17、ing event (#5), OR Not in a position to compete Establish presence for the future Continue to collect profile data (1-20) Focus on executive credibility (#12) Qualify your ROI (#18),No compelling event (#5) Establish a presence, listen and wait Investment marketing,Not in a position to compete (#7)

18、Attractive future alternative (#10) Requires inside support (#11),Invest,Delay,Once you have initiated your strategy, it should remain fixed, unless there is a major shift in the profile information.,Strategy Guidelines,Page 3.12,Frontal,Develop,Summary,Start,Do you have a 3:1 advantage?,Can you cha

19、nge or expand the buying criteria?,Can you find a profitable subset of the opportunity that you can win?,Do you have a position in the account that you must protect?,Is there future revenue (#17) or strategic value (#20)?,Disengage,N,N,N,Y,Y,Y,Y,Y,Y,N,N,Frontal,Solution Reputation,Flanking,A B A A+1

20、,Fragment,Niche Coexistence,Defend,Insulate Isolate,Develop,Invest Delay,Is there a compelling event (#5) or can you create one?,Can you compete?(#6-#10),Y,N,Page 3.13,Purpose Provide you with a framework for analyzing the customers organization Benefits Shorten your sales cycle by spending time wit

21、h the right people discussing the right issues Understand the customers politics so thatyou avoid surprises in the sales campaign Broaden your view of the customers organization so that you can expandyour presence Output Organization map of the customers formal and informal organization,Politics,Ass

22、ess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 4.39,Principles,Introduction,Organizational Structure,formal,You can deny the legitimacy of politics, bu

23、t you cannot deny its existence. No one is saying that you have to play the game, but a game is being played whether you like it or not.,Political Structure,de jure/ex officio,apparent,necessary,Page 4.40,informal,de facto,subtle,reality,Mapping the Organization,Senior VP,Director of Sales and Marke

24、ting,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,Page 4.41,Step #1 Micro View Formal Structure,Buying Role Adaptability to Change Your Coverage Your Status,Senior VP,Director of Engineering,Director of Engineeri

25、ng,R&D Manager,Mfg. Manager,Systems Manager,Product Marketing Manager,Formal Roles in the Buying Process,User,Evaluator,Decision-Maker,Approver,U,E,D,A,Page 4.42,Sponsor,S,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Syst

26、ems Manager,Operations Manager,Sales Manager,Product Marketing Manager,Mapping Buying Roles,A,D,E,EU,EU,E,Page 4.43,Adaptability to Change*,Innovators,Visionaries,Pragmatists,Conservatives,Laggards,*Originally developed by Everett Rogers, University of Iowa and recently updated by Geoffrey Moore, In

27、side the Tornado. The “Technology Adoption Life Cycle” model is used with Mr. Moores permission.,Page 4.44,What They Buy,What You Should Sell,Adaptability to Change,What They Want,Trials Tests,Industry standards at low price with no risk,State of the art,Revolution Recognition,Enhancement or extensi

28、on of existing systems,Investment protection,Innovators,Visionaries,Pragmatists,Conservatives,Laggards,Customized solution,Total solutions,Status quo,Not to be left behind,Evolution Solve problems,Product excellence Innovation,Future Competitive advantage,Return on investment Guarantees,Proven exper

29、tise in solving similar problems,Page 4.45,Mapping Adaptability to Change,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,A,P,V,D,C,E,I,EU,V,EU,C,E,L

30、,Page 4.46,Coverage,No Contact,Brief Contact,Multiple Contacts,In-Depth,Page 4.47,Mapping Coverage,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,A,

31、P,V,D,C,E,I,EU,V,EU,C,E,L,Page 4.48,Your Status,EnemyNon-supporterNeutralSupporterMentor,X,=,+,Page 4.49,Mapping Your Status in the Sales Campaign,Rank,Function,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,A,P,=,V,=,D,Sales Manager,Product Market

32、ing Manager,E,I,+,R&D Manager,Mfg. Manager,EU,V,=,EU,C,X,Systems Manager,Operations Manager,E,L,=,C,Page 4.50,Influence,5,4,3,2,1,Rank,1,2,3,4,5,Rank vs. Influence,Page 4.51,(Formal),Agile,Astute,ControlOutcomes,Aware,Wonder,Makethings happen,Watch,(Informal),Political Structure,Inner Circle,Mapping

33、 the Political Structure,Page 4.15,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,A,P,=,V,=,D,C,E,I,+,EU,V,=,EU,C,X,E,L,=,Influence,Director of Sale

34、s and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,V,=,D,C,E,I,+,EU,V,=,EU,C,X,E,L,=,ConsultantsColleaguesSalespeople,Influence, as opposed to rank or authority, flows in non-tra

35、ditional directions (from subordinate to superior or across departmental boundaries).,Page 4.16,Purpose Identify how influence works in an organization Identify the key characteristics of influencethat differentiate those in the Inner Circlefrom those in the Political Structure Construct relationshi

36、p strategies to alignwith the most powerful people in thecustomer organization Benefits Shorten your sales cycle by spending time with the right people discussing the right issues Enhance the quality of key relationships sothat you can win the sales opportunity Output Relationship strategies for key

37、 people in the customer organization who can influence the buying decision,Alignment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 5.54,Indicators

38、of Influence,Individual,Organizational,Page 5.55,Hirings Promotions Transfers Firings Special Assignments internal external,Mergers & Acquisitions Dispositions Reorganizations Downsizing / Rightsizing Budgets size/priority expand/protect,Identifying Influence,5 Cs,BusinessValue (innovation, agreed g

39、oal, balance of returns),TrackRecord (referent),Philosophyand Policy (beliefs, behaviour, assumption),Partisansand Allies (like/trust shared information),Page 5.56,Business Value,Characteristics,Inner Circle,Political Structure,Who defines and creates it? Who delivers it?,Page 5.57,Define goals, obj

40、ectives and strategies Initiate/sponsor new projects Control outcomes,Execute objectives and strategies “Make it happen” Implement new projects,Track Record,Who has been successful in the past? Who gets the new key assignments?,Characteristics,Inner Circle,Political Structure,Page 5.58,Recognized as

41、 consistently successfulin the past Sought out by others for advice,Recent successful performance Receive new, highly visible projects to manage,Partisans and Allies,Who is connected to whom? Who do they go to for advice?,Characteristics,Inner Circle,Political Structure,Page 5.59,Center of the infor

42、malcommunications network Surround themselves with peoplethey trust Able to reach down into the organization for advice,“End Nodes” of the informal communications network Collect and provide information to inner Circle,Philosophy and Policy,Who establishes it? Who can change it?,Characteristics,Inne

43、r Circle,Political Structure,Page 5.60,Define the organizations culture, values and policies Able to change or circumvent established policies and procedures,Understand and assimilate into the organizations culture View policies and procedures morelike rules,Relationship Strategies,EnemyNon-supporte

44、rNeutralSupporterMentor,X,=,+,Page 5.8,Neutralize,Motivate,Leverage,Defensive,Offensive,Leverage,Capitalize on supporter and mentor relationships to establish credibility with others and gain competitive advantage,Process,Caveats,Definition,Validate position Confirm your value Ask for help,Dont make

45、 it difficult Dont compromise the customer Dont forget quid pro quo,Page 5.9,Motivate,Build support for your position by building credibility and trust,Process,Caveats,Definition,Understand Connect Demonstrate Reinforce,Dont let emotions interfere Lack of preparation,Page 5.10,Building Credibility,H

46、igh,High,Low,Trust(Intent/Personal Agenda),Capability(Can-do/Business Agenda),Page 4.12,Sell Stuff Talk Techno babble Take Briefcase for Ride,Building Your Personal Credibility,Business Value,Track Record,People in the Inner Circle consistently create or add business value. People in the Inner Circl

47、e always know how they are being measured and held accountable.,The best indicator of future performance is past performance. People in the Inner Circle are consistently successful.,Page 4.14,Focus on business acumen, not technology Define value, using the customers metrics Demonstrate accountabilit

48、y,Demonstrate past success through experience and results Reveal recognition for your accomplishments,Building Your Personal Credibility,Partisans and Allies,Philosophy and Policy,People in the Inner Circle surround themselves with people they trust. People in the Inner Circle understand their limit

49、ations and seek a counterbalance.,The companys philosophy is a direct reflection of the philosophy of the Inner Circle. People in the Inner Circle can interpret company policies as guidelines or rules.,Page 4.15,Establish credibility with their team Demonstrate ways for team to leverage your network

50、,Ascertain level of cultural fit Adhere or adapt to the customers culture,Executing Relationship Strategies,Business Agenda/Capabilities,Personal Agenda/Maslow,Page 5.12,Measured? Rewarded? Alignment with business objectives,Promotion Recognition Money Personal growth Legacy Team contribution Any Ne

51、gative Personal Agenda?,Purpose Identify the specific tactics you will need to implement to win this opportunity Identify the resources required to supporteach tactic Benefits Shorten your sales cycle by identifyingthe tactics required to advance your sales campaign Align the resources required and

52、the responsibility associated with the implementation of each specific tactic Output Consolidated set of tactics that focus on winning the sales opportunity,Planning,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,T

53、est and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 6.68,Value of Not Planning,“The nicest thing about not planningis that failure comes as a complete surprise and is not preceded by a period of worry and depression.” John PrestonBoston College,Page 6.69,Value of Not Planning,“Failure t

54、o plan is planning to fail and either way you are planning.” Dell ComputersXia Men Headquarter,Page 6.70,TAS Planning Methodology,Page 2.71,Describes the general approach The route to the objective,Connected to the strategy Individual, style-dependent Flexible, dynamic,Tied to the actions Identifies

55、 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,oal,trategy,ctions,S,A,esources,R,bjective,O,

56、est,T,G,Where are we going?,How will we achieve the objective?,What specific actions will we implement?,What resources are required?,What specific actions will we implement? Does our plan create value for the customer?,Building an Opportunity Plan,Page 6.72,Quality,Time,P,Q,C,S,Buyer/Seller Activiti

57、es (Example),Develop,Solution,Qualify,Proof,Close,Business Purpose,Milestone,Probability/Days,Identify and initially qualify a potential opportunity,Develop criteria & gain political alignment,Scope solution to fit or exceed customers requirements,Demonstrate capability to deliver customer requireme

58、nts,Finalize agreement & confirm deployment plan,Opportunity confirmed & sized Your & Partner Sales Team assembled Competitive Advantage identified,Develop a Winning Sales Strategy Gain Executive Credibility & Position for Political Alignment,Differentiated Solution created Initial Solution Communicated Gain Initial Approval from Decision Maker,Determin