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1、Welcome to Target Account Selling,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,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 t
2、actical to strategic,Help you win by.,Focusing on the right issues with the right people at the right time,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Program Map,Opportunity Assessment,Strategy,Politics,Alignment,Planning,Testing,Implementation,Program Module
3、s,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn Ideas Into Actions,Test and Improve the Plan,Implement the Process,Target Account Selling Process,1,2,3,4,5,6,7,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.12059
4、7.060100.ppt,Sales Return on Investment,Level 1,Level 2,Level 3,Productivity,Time,Tactical,Strategic,Competitive,Time and $,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Versatility,Level 1,Level 2,Level 3,Focus,Orientation,Repertoire,Finance,Relationships,Event
5、,Product/Service,Technology,Price,Operations,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Development,Status,Mode,Politics,Resources,Performance,Considered,Reactive,Aware,Premature or Excessive,Inconsistent,Level 1,Level 2,Level 3,2000 Siebel Systems, Inc. All
6、rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,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 to control external events unless you are in control.,Unreturned phone calls No access to i
7、nformation 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 inside support Not knowing youre winning,Always 5 minutes late Too many hours Too much telep
8、hone time Continual crisis Not having fun,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Purpose Provide you with a structured, repeatable methodology for analyzing a sales opportunity Benefits Qualify opportunities faster and more effectively by analyzing them f
9、rom 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,Opportunity As
10、sessment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn Ideas Into Actions,Test and Improve the Plan,Implement the Process,1,2,3,4,5,6,7,Page 2.7,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,In
11、troduction,+,Page 2.8,Current: good win rate,Potential,Z = 1,Z = 0 A C Compromised X & Y Lost Z = -1,X,Y,Z,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Four Key Questions - The 4 Principles of Selling,Is there an opportunity? Can we compete? Can we win? Is it w
12、orth winning?,Page 2.9,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Is There An Opportunity?,Page 2.10,#1 Customers Application or Project,What are the customers requirements? What are the customers key issues and objectives for the project? Who initiated the p
13、roject? Wholl be working on the project? How does this project fit into the customers business strategy?,#2 Customers Business Profile,#3 Customers Financial Condition,#4 Access to Funds,What are the customers products and services? What are their key markets? Who are their key customers and competi
14、tors? 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 the customers key performance metrics?,What is the budget for this project? What is the cu
15、stomers budgeting process? What is the priority of this project compared to others? What are the customers alternative uses of capital?,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,#5 Compelling Event,Why does the customer have to act? What is the deadline for
16、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?,Business Initiatives,Business Drivers,Business Profile,Page 2.11,Compelling Event,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Can We Compete?
