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1、张小平的博客张小平的博客http:/ 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 selling costs throug
2、h more effective sales strategies+Increase sales per employee- Develop expected relationship with the customers. Eg. Strategic Partnership etc.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ 1+How the Customer Make Decisions+SPIN Question Strategy+Account Entry Strategy+Understand Your Customer & Their Busines
3、s+How to Make Your Customers Need YouDay 2+Influence the customers choice+Differentiation & Vulnerability+Overcoming Final Fears+Sales Negotiation+How to Ensure Continued Success张小平的博客张小平的博客http:/ Customer Make DecisionsThe Research BaseThe Customer Decision ProcessAccount Strategy in the Recognitio
4、n of Needs PhaseAccount Strategy in the Evaluation of Options PhaseAccount Strategy in the Resolution of Concerns PhaseAccount Strategy in the Implementation PhaseSummary 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of Major Account Sales Strategy Sales Strategy should be about customers and how to influenc
5、e them.+Understanding and Well Prepared 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
6、it is well handled, can generate significant additional sales opportunities.Each of four phases required a different set of strategies and skills. 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ is Sales Strategy & What is Major Account Sales Strategy +A way of thinking and directing your actions to effectivel
7、y influence customer purchasing decisions.Focus on Understanding Customer BehaviorNot Procedure or techniqueMajor Accounts+20/80 rules+New Customers+Potential Customers张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ A Typical ERP Deal LifecyclesWhat is typical ERP Deal Selling Cycles+Customer Decision ProcessW
8、ho is Major Account of ERP S/W+Traditional Mfg+Others张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Decision Process Research BaseNeil RackhamHuthwaite+35,000 sales calls in 27 countries+10,000 sales +SPIN (Situation, Problem, Implication, Need Pay-off)DecisionI:Recognition OfNeeds VChange OverTimeIVImplement
9、ationIIIResolution OfConcernsIIEvaluation OfOptionsBuyer CycleCustomer Decision Process张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Typical Purchase DecisionNew Purchase Request Of Procurement DepartmentWhat A Procurement Manager Say:+Problem, Dissatisfaction, can not solve with existing equipment or suppli
10、es+Spec.; Objective; Must & Wants; Vendor Selection+If decision is big; carefully resolve all concern.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ 1. Procurement ProcessRead Appendix A: Procurement Process Do you know it before, and how you know which phase you are in while you bid, and your strategies on e
11、ach phase.10 minutes张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ 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 reaches the critical mass.When dissatisfaction reaches a suf
12、ficient 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)张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Strategy in the Evaluation of Options PhaseThe Most Effective S
13、elling 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 a shift has taken place
14、 in customer concerns.Not try to uncover customer guideline, or criteria, for making the decision.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Strategy in the Resolution of Concerns PhaseThe Most Effective Sales Strategy During the Phase+To uncover and help resolve perceived riskLast minutes fears and conce
15、rns arises 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 p
16、hase.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ 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?
17、Think About How to Build Up Strategic Relationship with the Customer?张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ 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 w
18、e a problem-How big is it-Does it justify actionsCustomer accepts 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
19、 decision- Which competitor best meets our criteria?Customer has a 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?-W
20、hat if it goes wrong?-Can we trust these people?Customer make the purchasing 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 ari
21、seFailure to treat implementation as a sales opportunitiesFailure to anticipate vulnerable implementation points张小平的博客张小平的博客http:/ 提问策提问策略略准备张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Questioning Situation Questions+Questions that gather data and background facts.E.g: How many people do you employ? Whats
22、your present ERP system?Problem Questions+Questions that uncover problems, difficulties and dissatisfactions.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
23、problemE.g.Does this problem leads to increased costsAs a result of the problem, do we get more down time.Need-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 ?张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Needs, Exp
24、licit Needs, Benefit, Advantage, FeaturesImplied Needs+Statement by the customers about problems, difficulties or dissatisfactions with the existing 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.
25、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 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,
26、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 finance module, you can get . Our new model can save additional 8% material cost.Features+Characteristics of a product or servicesEg. This un
27、it cost $400.This is a closed loop feedback system.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ FormSituation QuestionProblem QuestionImplied NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefitsAdvantageFeature张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Sales Call Planning FormSituation:The backgrou
28、nd 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.-张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Questioning StrategySituation Quest
29、ionProblemQuestionImplication 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 dissatisfactionAchieve Objective s of developing and channe
30、l 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张小平的博客张小平的博客http:/ FundamentalOwnership LocationC
31、orporation ActionsFinancial PerformanceFuture ProspectsTimingOrganizationTop management cadre张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Your Customers : Organisation Structure & Dynamics张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ a framework for better understanding of the clients organisation and how they make
32、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 direction张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Components of Understanding Customers
33、OrganisationMacroFormal StructurePolitical StructureInner CircleInfluence NetworksMicroCoverageStatusDecision OrientationInnovation / Change张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ ProfileMaslowAda
34、ptabilityDecision OrientationLevels of ContactYour PositionChen YuanCEO#%BVE张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA : Self ActualisationE : EsteemB : BelongingS : SafetyP : Physiological张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ NeedsS
35、A : Self ActualisationE : EsteemB : BelongingCEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBB张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ to Change - Technology Adoption LifecycleInnovatorsVisionariesPragmatistsCon
36、servativesLaggards张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ to ChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatus QuoReference SitesWhat They WantWhat They BuyYour Value PropositionNot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised Solut
37、ionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excellenceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInvestment protection张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Adaptability to ChangeI : InnovatorV : VisionaryP : PragmatistC
38、 : ConservativeL : LaggardCEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCC张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Orientation“On what factors does our client base their decision on ?”Financial$Techni
39、cal TRelationshipRBusinessB张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Decision OrientationB : BusinessR : RelationshipF : FinancialT : Technical CEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFT
40、R张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of ContactNo Contact!Brief Contact %Multiple Contacts*In-Depth“How often do we meet with our client ?” 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Contact Coverage ! : No Contact% : Brief Contact * : Multiple Coverage : In-Depth *CEOSenior VPSales & MarketingSenior VPC
41、FOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!%张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Position EnemyXNon-Supporter“Where are we with the client ?” MentorM张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Our PositionX : Enemy : Support
42、erM: MentorCEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!# Gate Keeper - Influencer - Decision MakerHardest way to allocate purchase channel for a new innovative products and servic
43、es in Selling Cycles E.G. Mfg. Barcode Printing Outsourcing SolutionSuccess sales normally find a focus (sponsor) within account helping him move towards a point from which they should begin developing needs.3 focus model for successful people to find sponsorsThe focus on receptivityThe focus on dis
44、satisfactionThe focus on power 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ is decision makerExercise +Who is the decision maker for ERP project bid.CEOCFOCTO or others.What is your passing experience to connect to decision maker?张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Strategies Successful people tended to se
45、ek 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 account as sponsor. Focus+FocusA “ Focus” Within Account a person, a commi
46、ttee or a department who would help them move toward a point from which they could begin developing needs张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Three Focus Points of An Entry Strategy (I)Sales People normally could find sponsors from 3 focus points:+The focus of receptivity:the point in an account whe
47、re 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 people able to make decision.Espe
48、cially for account, no purchasing channel existed.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ 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 Indivi
49、dual,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 action张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Focus of ReceptivityEasiest starting po
50、int for your account penetration+The reason why they want to listenObjective of sales to focus on receptivity+Find out information+Gain access to focus of dissatisfaction张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of Focus of ReceptivityDo not misinterpreted the interest as progress+Remember your strategic
51、 objective is “ Information” & “ Access”Danger of distractionDanger of misinterpretationDanger of presentation张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ From Receptivity to DissatisfactionObjective of Focus on Receptivity+Gain access to person or function who probably not satisfiedUse SPIN Situational que
52、stionE.G Do you know anybody in your company whos experiencing problems in this areas-Less successful sales concentrated on impressing the receptive person.-Focus of Receptivity, Focus of Dissatisfaction and Focus of Power may be same person.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ the Focus of Dissatis
53、factionMindset to set your product in problem-solving terms to allocate focus of dissatisfaction.SPIN Questioning Skills张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ the focus of dissatisfactionThe objective of influence the focus of dissatisfaction1.Uncover dissatisfaction and develop it to a point where th
54、e 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 your behalf.SPIN Call Planning Form张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ to the Focus of PowerIdentify the focus of PowerDirect or indirec
55、t interface with focus of Power张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ at the Focus of PowerWhats typical characteristics of executive or high level manager+Normally busy+Objective oriented, value driven+ConfidenceDanger of selling at the focus of power:+Failure to do homework+Failure to take control+P
56、remature meeting+Inappropriate expectations“Well Prepared & Understanding your customer is KEY”张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Sharing:How to make an appointment with VIPSet appointment with decision maker is difficultHow to get the face to face opportunities+Homework, dollarize the reason why
57、the customer should do the business with you.+Send a four or five sentence letter to the customer detailing the dollarized bebefit of the product and promising a follow-up phone call.+The objective of the letter is to let the customer take the phone call+When you have the customer on the phone, sugg
58、est a meeting, then ask “is Tuesday at three OK” “ How about next Friday at three”“OK, great, the meeting will take about twenty minutes. See you at three, thanks”This is typical a killer sales question because it leads to that precious appointment over 90 percent of the time.张小平的博客张小平的博客张小平的博客张小平的博
59、客http:/http:/ Your Account Entry StrategyFirst, Decide who is likely to be most receptive to product or services like yours.Approach receptivity and ask for meeting and ease receptivity fears on hard selling.Uncover information during the meetingLocate the focus of dissatisfaction, setup the meeting
60、, prepare a question list which youll ask to uncover potential dissatisfactionConduct several meeting with your contact at the focus of dissatisfaction. Youll need to meet other individuals in order to justify involving people at the focus of power.The objective of the phase is to develop satisfacti
61、onDevelop a sponsor at the focus of dissatisfaction either introduce you or represent you at the focus of power. 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Study: How to penetrate to a medical account to sell you finance softwareAssume you are sales rep. in a finance s/w company, a Shanghai Stock Exchange
62、 listed company opened a new factory in your territory in 2002, you get information that the factory will have a new project to standardize its finance operation, you company are one of 2 top players in the area.Develop you account penetration strategies. The objective is to gain bid right for the p
63、roject.张小平的博客张小平的博客http:/ for the Recognitions of Needs PhaseUncovering DissatisfactionSetting Your ObjectivesPlanning Your QuestionsAsking Situation QuestionsAsking Problem QuestionsHow Problems Are DevelopedSelling to the Focus of DissatisfactionGaining Access to Decision MakersSelling Indirectly
64、to Decision Makers+Prepare Your Sponsor+Need payoff QuestionsThe SPIN Questioning Strategy张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of NeedsThe account recognizes that a need exists which justifiesa purchasing action. Strategic Objectives:1.Uncover dissatisfaction2.Develop dissatisfaction3.Selective chan
65、nel dissatisfaction张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ for the Recognition of Needs Phase1.Uncover dissatisfaction- Because without dissatisfaction there is no reason for the account to buy.2.Develop dissatisfaction- The dissatisfaction you uncover will increase to a level of severity that causes t
66、he account to make a decision to act.3.Selective channel dissatisfaction- The people in the account selectively feel dissatisfaction in those areas where your products and services provide them with the best solutions张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ DissatisfactionHow to uncover dissatisfaction?
67、Ask Questions to customer.Pre-step of asking question:1)What problem your product can solve customers problem.Not only technical feature of your product, think about business part of your product can help the customer.2)Set your call objectives1)Build up relationship with specific focus people2)Coll
68、ect the specific information which can help you moving forward.Objective should be specific and moving forward张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Your QuestionsTwo types of Questions 1)Situation QuestionQuestions that collect effects about the account and individual within it.Typical Question: Do y
69、ou own the system or lease it?2)Problem QuestionQuestions that probe for problems, difficulties, or dissatisfaction.Typical Question: What part of operation give you the most difficulty.From Psychology point, the customer get more motivated when you ask problem questions.Planning more problem questi
70、ons is more effective way to fulfill your call objectives.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Situation QuestionDo your homework+Annual Report, Media to get basic informationUse the focus of receptivity+Ask situation question of people at focus of receptivity, thus not waste time in asking basic fa
71、ct-finding questions.Spread the questions+Do not try to ask all your situational question one timeEarn the right to ask situation question+The motivation of customer answering your situation question is you can help customer to solve the problem. So make it clear your questions are motivated by an i
72、nterest in the buyers problems and out of a desire to help solve them 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Problem QuestionsSmall sale situation the sale can be finished within a single call. Strategic Objective: To uncover the problem with problem questioning skillsLarge sales situation the sale ar
73、e more complicated. Strategic Objective: To develop the problems after you uncover them.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Problem Are DevelopedAfter you uncover dissatisfaction with situation question and problem question, before you show where you product can solve or alleviate the problem, you
74、need to develop the problem.The tool is implication question:Implication question:+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.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ to th
75、e Focus of DissatisfactionUncover the problem and develop the problem to the points where the customer want to take action Implication question is strong toolGain access to the decision maker.+Direct +Indirect 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Indirect to the Decision Maker (I)Prepare Your Sponso
76、rIf you can not get direct selling opportunity to the decision maker, you should use your sponsor at focus of dissatisfaction to sell to the decision maker on your behalf.Prepare your sponsorWhat will go wrong for your sponsor facing decision maker1.People will not remember all theyve been told.2.Pe
77、ople will never give somebody else message as convincingly as they would give their own Rehearsal & Their Own Language张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Indirect to the Decision Maker (II)Need-Payoff Question Effective way to rehearsal of your sponsorwhile your sponsor facing decision maker on you
78、r behalf.Need-Payoff Question!+Questions that explore the value or usefulness of solving a problemEg. Why is it so important to you.?Would it be useful if ?张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Achieve fact
79、 finding objectives How low selling impact Useful at focus of receptivity Achieve uncovering dissatisfaction objectives Have moderate selling impact Useful at focus of dissatisfactionAchieve Objective s of developing and channel satisfaction Have high selling impact Useful at focus of dissatisfactio
80、n 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张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Play: Prepare Your Sponsor In Front of Decision MakerAssume you get to focus of dissa
81、tisfaction, the Finance Admin. Manager, there will have a briefing meeting to CEO tomorrow afternoon in order to decided two invited companies of the coming closed bid.Your company are one of leading 3 finance s/w companies in the market.You set appointment with your sponsor this evening. Now you ar
82、e thinking how to prepare your sponsor, plan the evening appointment.Assume evening appointment is coming:Do a role play, one is sales rep. of the finance s/w company, one is the Finance Admin. Manager.The Objective of the role play is to ensure your sponsor is comfortable to present you in front of
83、 CEO and add you in the bidder list.15minuts张小平的博客张小平的博客http:/ the Evaluation of Options PhaseObjectives for the Evaluation of Option PhaseHow People Make Choices+Identify Differentiation+Establish Relation Importance of Differentiators+Judging Alternative Using DifferentiatorsHow Decision Criteria
84、Influence Sales SuccessSome Points About Decision CriteriaInfluencing Decision Criteria+Developing criteria from needs uncovered earlier in the sale+Reinforcing Crucial Decision Criteria You Can Meet+Building up Incidental Criteria Where You Are Strong+Reducing the Importance of Crucial Decision Cri
85、teriaOvertakingRedefiningTrading-offCreating Alternative SolutionsThe Psychology of Handling Crucial Decision Criteria张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of OptionsThe account decides to act and you hope to emerge as leading competitor during the phase. Strategic objectives of the phase will be:1.U
86、ncover decision criteria2.Influence decision criteria3.Maximize perceived fit with decision criteria.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ the Evaluation of Options Phase When we can determine the customer goes to Evaluation of Options phasePublished specification+RFP is broad +RFP is very detailPurc
87、hasing CommitteeVendor Presentation张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ for the Evaluation of Options Phase Uncover decision criteria+Find out which factors or criteria the customer intends to use to make choice between vendorsInfluence decision criteria+Introduce criteria or factors which should be
88、 important in making the decision but which the customer may not have considered.Maximize perceived fit with decision criteria.+Demonstrate to the customer that your product or service adequately fits those criteria which will be used to make the decision张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ People M
89、ake ChoicesThe customer vendor selection process will go through following 3 clear stages:+Identifying differentiation+Establish the relative importance of differentiators+Judging alternative using differentiators张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Differentiation 1.Identification ofdifferentiators
90、2. Establish relative importance of differentiators3. Judging of alternatives using differentiatorIdentification of preferredalternativeThe three psychological stages in the assessment of alternative choicesStage:Customer Action Strategic Sales ObjectiveCustomer forms criteria which allow the choice
91、s to be differentiatedCustomer Assesses the relative importance of criteria and understands which are crucial to the decision and which are not.Customer Compares alternative options to find“best fit” with criteria Uncover existing decision criteria Suggest other appropriate decision criteriaIncrease
92、 relative importanceof criteria you meet wellDecrease relative importanceof criteria you dont meet wellShow how you product or Service meet decision criteria Differentiate yourself from competitors in terms ofdecision criteria张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ DifferentiatorsDifferentiator is crit
93、eria the customer used to judge between alternatives+A effective differentiator consists of 2 elements1.It allows the customer to differentiate2.It relates in some way to the customers needs.For Digital CameraDifferentiator: Price, Capacity, Capability, QualityFor ERP softwareWhat is buyers vendor s
94、election differentiators?张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Relative Importance of DifferentiatorsReliabilityLow PriceFlexibilityDeliveryQualityReliabilityDeliveryLow PriceFlexibilityQualityCustomer thinks about needs and criteria, then decides which are most importantCrucialIncidental张小平的博客张小平的博客
95、张小平的博客张小平的博客http:/http:/ Decision Criteria Influence Sales Success (I)Decision Criteria for A Typical Successful Sale Customers Decision Criteria How customer Assessed the Successful ProductQualityReliabilityPriceAfter SalesServicesCompatibility withexisting equipmentCrucialIncidentalQualityPriceRel
96、iability After SalesServicesCompatibility withexisting equipmentStrongWeak张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Decision Criteria Influence Sales Success (II)Decision Criteria for A Typical Unsuccessful Sale Customers Decision Criteria How customer Assessed the Unsuccessful ProductCompatibility with
97、existing equipmentPriceAfter sales servicesReliability QualityCrucialIncidentalQualityPriceReliability After SalesServicesCompatibility withexisting equipmentStrongWeak张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Decision Criteria Influence Sales Success (III)Skillful Sales Rep. influence decision criteria
98、to bring about a better fit with their products.Customer judgment sequence may revisit the previous steps when the customer meet difficulties at any step.+Identify differentiators+Establish relative importance of differentiators+Judge alternatives using differentiators.张小平的博客张小平的博客张小平的博客张小平的博客http:/
99、http:/ Criteria SituationThe account may set criteria before needs are fully establishedCustomer may have preexisting criteriaBy developing needs you influence decision criteriaDecision criteria live on after the sales.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Decision CriteriaDevelop Criteria from needs
100、 uncovered earlier in the salesReinforce crucial decision criteria you can meetBuild up incidental criteria you are strongReduce the importance of the crucial decision criteria you can not meet.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ the Importance of Crucial Decision Criteria (I)It is hard to change a
101、 crucial criterion?1.The customer has thought about any issue which is perceived as crucial.The people does not easily change opinions which theyve thought about.2.The issue is important to the customer The people is most resistant to change in areas they see as important.Four ways to reduce importa
102、nce of crucial decision criteria1.Overtaking2.Redefining3.Trade-off4.Creating alternative solutions张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Crucial Decision Criteria (I)Overtake To a crucial criterion (eg. Price) you can not meet is to take a criterion which can be met preferably one which is already qu
103、ite important to the customer and increase its importance so that it overtakes price and replace it as more important criterionQualityPriceDeliveryCompatibility withexisting equipmentCrucialIncidental张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Crucial Decision Criteria (II)RedefineWhen the customers tell y
104、ou that a criterion is “important”, they are letting you know that it matters to them and it is hard to change. So if youre unable to meet the criterion well, do not make the mistake of trying to persuade a customer that it is unimportant.Attempts to talk people out of crucial decision criteria usua
105、lly fail and often only make the criterion even stronger. Powerful tool - RedefineEasy to use keyboardEasy to use keyboardGood TrainingSupportUser Friendly SoftwareEase of Use Ease of Use Redefined as 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Crucial Decision Criteria (II)Trade Off & Creating Alternative
106、 SolutionsTrading off is a useful method for handling any decision criteria which can be met only if the customer is preparing to make sacrifices in other important areas.Eg. special for pricing negotiation.Creating alternative solutions is final way to handle the criterion you can not meet, it need
107、 imagination and creativity. 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Crucial Decision Criteria (IV) Psychology of Four MethodsOvertakingRedefiningTrading OffCreating Alternative Solution Recognize that it is dangerous to challenge a crucialcriterion and concentrates instead on building up the importanc
108、e of other criteria.Allows the crucial criterion to remain important to the customer, but alters its definition so that the seller can meet it more easily.Accept the importance of criterion, but shows that thereare other factors which must be balanced against it.Recognize that the criterion is impor
109、tant and therefore searches out new and creative ways to meet it.张小平的博客张小平的博客http:/ 更多的关于竞争性战略更多的关于竞争性战略方案的评估阶段张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Concept of DifferentiationWhats Unique about Micro-Differentiation“ Hard” and “Soft” DifferentiatorsCompetitive Strategy with “Hard” DifferentiatorsSpee
110、ding Up the Decision CycleTurning “Soft” Differentiators into “Hard”The Expert JudgeBlurring “Hard” DifferentiatorsUsing Differentiation in the Competitive SaleVulnerabilityVulnerability AnalysisWhats a CompetitorStrategies for Countering Vulnerability+Strategy 1: Change Decision Criteria+Strategy 2
111、: Increase Your Strength+Strategy 3: Diminish Your CompetitionTwo Successful Strategies for Talking about Competition+Raising Weaknesses Indirectly+Exposing Generic Weakness, not specific Ones张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ DifferentiationThe objective of competitive differentiation:+To make yo
112、ur product distinct in the customers mind from other available alternatives.Marco Differentiation (Marketing Term Differentiation)-Likely to have the most impact on the majority of the buying population of the target market.Individual Variations in decision criteria is common for all sales case, the
113、 skillful sales need to differentiate their products effectively during the evaluation of option phase of sale.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ and Soft DifferentiatorsHard Differentiator: the differentiator can be objectively measured by the customer.Like price, size, weight, speed, compatibili
114、ty or delivery.Soft Differentiator: the differentiator are relied on judgment or those can not be objectively measured.Quality, responsiveness, or standard of services, ethics, strategic alliance, philosophy alignment etc.Competitive selling will keen to hard differentiator, but soft differentiators
115、 are equally or more important criteria than the “ hard” if the seller will need considerable skills and careful strategic planning.In large deal, soft differentiator is one of important differentiator we need focus on.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Strategy with “ Hard” DifferentiatorsThe ide
116、al selling position is when your product has clear superiority in terms of “ hard” differentiators. As top competitor, you needSpeed up the decision cycleTurn “ soft” differentiation into “hard”When some “hard” differentiator, you are not good at, you can take it and soften its outline, make it diff
117、icult for the customer to use as objective standard of judgment.Eg. Print speed, continuous speed or speed for a one off requirement.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Differentiators in the Competitive SalesThe most effective way in competitive selling is to harden your soft differentiators, the
118、way to harden your soft differentiator are1.Define the differentiator+Have the customers to define differentiator in their own words2.Refine the differentiatorAdding to customer definition, to be effective, the refining must build on the customer own attempt to define the “soft” differnetiator.3.Re-
119、position the differentiatorFor the case, the customer judgment is only for hard differentiator, you need to consider re-position your soft differentiator to make it hard.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ is a risk which your competitor is strong in the area which is important to your customer, an
120、d you are weak in the area.Vulnerability analysis Draw a customer viewed decision criteria and his ranking on you and your strong competitor.The obvious V is most vulnerability point.CrucialDeliveryQuality PriceIncidentalStrongPriceQuality DeliveryWeakStrongDeliveryPrice QualityWeakYour Customer Dec
121、isionCriteriaYouYour Customer张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ CompetitiorWho is our competitor, what is normal way to compete them in the marketAre there any alternative solutions to the problem?Are there any alternative use of the budget?张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ strategies to counte
122、ring Vulnerability1.Change decision criteria2.Increase your strength3.Diminish your competitionCrucialDeliveryQuality PriceIncidentalStrongPriceQuality DeliveryWeakStrongDeliveryPrice QualityWeakYour Customer DecisionCriteriaYouYour CustomerStrategy #1Strategy #2Strategy #3张小平的博客张小平的博客张小平的博客张小平的博客ht
123、tp:/http:/ Decision CriteriaOvertaking+Build up a lesser criterion so that it becomes more important than the crucial criterion youre trying to reduce.Trading Off+Balance the criterion against limitation, penalties, or disadvantages which would come from meeting the crucial criterion.Redefining+Alte
124、r the way in which the customer defines the criterion so that it becomes easier for you to meet it.Creating alternative solutions+Produce new and creative alternative way to meet crucial criterion.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Your StrengthTo increase customers perception on your strength1.Co
125、rrect any misunderstanding 2.Negotiate张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Your CompetitorThe most dangerous and most difficult strategy of reducing your vulnerability is to attach the perceived strength of your competitor.You have risk of losing your credibility, and other risks are 1.Lower your ow
126、n image2.Open up areas you can not control3.Build the competitor importance.Be Careful to use the strategies张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Successful Way For Talking About CompetitionRaise weaknesses indirectly+Like, when the customer ask your comments on competitor pricing, you answer will be
127、 our product is more economical to fit the market need.The answer psychology is different.Expose Generic weakness, not specific one.+When the customer ask discussion on competitors specific potential weak area, the better way is to concentrate on the generic reason of the weakness, not on specific w
128、eakness itself.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ +Hard differentiator+Soft differentiatorCompetitive selling with differentiatorVulnerability & Vulnerability AnalysisStrategies for countering vulnerabilityTwo successful strategies for talking about competition.张小平的博客张小平的博客http:/ 解决客户忧虑阶段的策略解决忧虑阶段
129、张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ for the Resolution of Concerns Phase Resolving Concerns in the larger SalesRisk in the Resolution of Concerns PhaseConsequences: The Risks of Going AheadWhat Causes Consequence IssuesRecognition: The Essential First StepSome Early Warning SignalsDetecting Consequ
130、ences Face-to-FaceSigns Which Suggest ConsequencesDiscrepancies: The Common FactorHow Do You Handle ConsequencesSome Basic PrinciplesThe Three Deadly Sins of Handling Consequences+Minimizing+Prescribing+PressuringHandling Consequence Issues Successfully张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of Concern
131、sOvercome final fears and concerns of the customer, the strategic objectives of Resolution of Concerns are as followsTo find whether Consequence issues existsTo uncover and clarify any consequence issuesTo help the customer resolve Consequence issues张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Concerns in t
132、he Larger SaleBigger DecisionsMore PeopleMore CompetitionLonger Selling CycleMore Implementation IssuesRisk of buyer: not only for purchase order, but also his career or other more important consequence.Consequnces The Risks going ahead.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Review the large sale you
133、have participated, list 35 normal consequences which the buyer or decision maker normal consider before signing the contract, and the way you help the customer resolve it.5 minutes.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Causes Consequence Issues (I)Price ConcernsApplicationConcernsContact ContractLeve
134、lCustomerConcernSelling CycleHow Price Concern Change张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Causes Consequence Issues (II)How the value equation changesSolutionSavingBenefitCostWhat the customer getsWhat customer must PayBuyDo NotBuySolutionSavingBenefitCostWhat the customer getsWhat customer must Pay
135、BuyDo NotBuyExtraRiskHassleEarly in the SaleSellers build up what the customer getsAt the decision nearsCustomers start to worry about what they must pay张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ The Essential First StepConsequence is difficult to recognize, because+The consequences are often under the su
136、rface.+When they do surface, they are often in the disguised form of a price concern.Some Early Warning Signals+Large Decisions+High Visibility Decisions+Better Known Competitors+Competitors account+Different TechnologyDetect consequence face to faceSigns which suggest consequences+Resurface of prev
137、iously resolved issues+Unrealistic price concern+Unjustified postponements.+Unwilling to meet+Withhold of InformationCommon Factor: Discrepancy张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ to Handle ConsequencesDo not ignore ConsequencesBuild up relationship firstOnly the customer can resolve a consequence -
138、 you can not.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Three Deadly Sins of Handling ConsequencesMinimizing +Making light of a customers concern by denying its importance or by offering baseless reassuranceMinimizing does not solve the consequences.Minimizing drives the consequences underground.Larger co
139、nsequences remain hiddenPrescribing+Pushing the sellers own ideas, solutions and recommendations for how the consequence should be solved.Pressuring+Pushing the customer for information or decisions.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Consequences Issues SuccessfullyConsequences Issues are solved b
140、y discussion and confidence building+Enhance communication to have the customer resolve its consequences.Executive Coverage, Executive Visit+Due Diligence to prove your capability.+Executive visit to enhance the commitment.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ You are selling a finance software to a
141、company, while your selling, the responsible customer project manager, the finance operation manager told you that the customer would like to do further investigation as they are not sure return of investment.Further discussion, you understand the finance operation manger is near retired, he is afra
142、id the consequence of project failure.Customer formed a project office as well, project sponsor is CEO, and there are several project team members from function department, like rep. from IT department, rep. from account department.CEO has strong desire to implement finance software to improve the m
143、anagement of company finance, and reduce the cost.You have a successful similar reference in other province, and a development team in place.Whats your strategies to solve consequence. 张小平的博客张小平的博客http:/ 如何做出让步并达成一致如何做出让步并达成一致解决客户忧虑阶段张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Negotiation To approach decis
144、ion, the sales rep. Negotiates withthe customer to reach an acceptable decision. 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Is not SellingSelling is purely persuasion, you do not change any terms of standard product.Negotiation is you have ability to vary terms in order to get an agreement.+Like Price, De
145、livery, or Contract Terms.Do not go to the trap: Negotiation Too SoonKey Rule: Negotiate Late ! 张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ not to negotiateDo not negotiate early in the selling cycle+Negotiation should never be a substitute for sellingDo not try to negotiate you way out of consequence issu
146、es or nonspecific concerns.+Final fears will not go away with your negotiationNegotiation: A costly way to resolve consequences.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ to moving forward which can not be overcome by selling skills alone+E.g. Exclusive Support of Your Supplier; USA embargo listed countri
147、es, license etc.Strategic advice to deal with showstoppers.+To verify the barrier is genuinely a showstopper.+Deal with showstoppers relatively speedily.Showstoppers are the only things you should negotiate during the Recognition of Need or the Evaluation of Options Phases.张小平的博客张小平的博客张小平的博客张小平的博客ht
148、tp:/http:/ Time for NegotiationNo consequence, no showstopper.Questions asking yourself before negotiation+Do I have authority to very terms?Do not give the customer signs you can change everything.?张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ attempt by two or more parties to reach an agreement when the fo
149、llowing 3 conditions are present+Both parties can very the terms+The resource is scarce+Agreement and conflict exist simultaneously张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Overlapping Circles of Sales NegotiationWhat YouWantWhat the Customer WantsWhat YouWantWhat the Customer WantsWhat You/ Customer Wan
150、tsEvery Sales negotiation looks like thisNot a negotiation; no common ground.No need for negotiation; total overlap.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ versus Long Term Some negotiation is around maximize short term advantage over a person youll never see again.+Like Long Distance Bus; Train Statio
151、n or AirportThis is a purely rare caseMost of negotiation is around developing a solid basis for future business, long term.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Useful Ways in NegotiationFocus on areas of maximum leverageEstablish and Narrow RangePlan and use questionsSeparate understanding from agr
152、eementRigorously test for misunderstanding Planned Concession !张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ on areas of maximum leverage Understand decision criteria will led sales rep. to understand which concession areas will offer maximum leverage.Always asking question that “ how important will concessi
153、on be to this customer?”Besides price, quality, delivery, customer support, training will be other areas of maximum leverage.Think about 5 minutes, give a list of decision criteria of customer, priority them, and plan your concession for your coming negotiation.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ a
154、nd Narrow RangesSet a range, gradually narrow the range, until both parties can agree on a fixed point with the customer.Why, Psychology, Logic way of concession1.Set your upper and lower limits2.Refine your upper limits in terms of customer expectations & competitive strength1.The customer may walk
155、 away from the negotiation and decide not to negotiate further because your position is unrelistic.2.You may create a credibility gap.3.If you initial point is too high, you may become vulnerable to competition3.Refine your lower limits in the same way in order to arrive at realistic range1.You may
156、be giving away margins2.If you lower limits is too low, you may create appetite for further concessions.3.If the bottoms too low, then youve no way to go.4.Negotiate, starting at the top of your realisitic range and making concessions in increasing smaller increments until you reach agreement.1.Star
157、t at or near the top of your range2.Make concessions in small incremental3.Signal the bottom by making increasing smaller concession.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ and Using QuestionsQuestions reveal needsQuestion expose problemsQuestion reveal strategic informationQuestion control discussionQ
158、uestions are an alternative to disagreementQuestions give thinking timeSPIN Question Skills张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Your Question In AdvanceUncover InformationReveal Underlying NeedsExpose ProblemGet agreement张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ for NegotiationSeparate understanding from
159、 agreement.Rigorously testing for misunderstandingAdvice from skilled negotiators+Make sure that each key point in an agreement is clearly understood by both sides.1.Any point to delicate to stand up to rigorous discussion during the negotiation will never survive the strain of implementation after
160、it.2.Ambiguities worsen like a cancer, an ambiguity during the negotiation grows into a misinterpretation afterward, thus in turn, grow into the most fatal of all negotiating illnesses mistrust.3.You can not undo history, once mistrust exists, there is lasting damage4.When you are negotiating, never
161、 let misunderstanding or ambiguities go unchallenged.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Differentiate between selling and negotiatingDo not try to negotiate Consequence issuesFocus on areas of maximum leverageEstablish and narrow your negotiating rangePlan and Use QuestionSeparate understanding fr
162、om agreementNever allow misunderstanding to persist.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ the Difference Between Selling and Negotiation is ImportantThe Key Rule: Negotiate LateNegotiation: A Costly Way to Resolve ConsequencesShowstoppersThe Right Time for NegotiationEverybody NegotiatesDefining Nego
163、tiationStudies of Expert NegotiatorsShort Term versus Long TermFocusing on Areas of Maximum LeverageEstablishing and Narrowing Ranges+Set Your Upper and Lower Limit+Refine Your Upper Limits+Refine Your Lower Limits+Negotiate within Your Narrow RangesPlanning and Using QuestionsPlan Your Questions in
164、 AdvanceSeparating Understanding From AgreementRigorously Testing for MisunderstandingWhy Negotiations Go SourA Final Word on Negotiation张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Eight Ways to Negotiate with the Customer You Can Not Lose1.Increase your controllable factors, and clearly understand the low
165、er limit you can accept. Price is not only factor, you can consider more on R&D, RFP, Shipment & Payment, the more option you have, the more possibility you can win.2.When you are attacked, do not be angry, listen first, to have the customer clearly express his opinion, you will get more valuable in
166、formation from the customer conversation.3.To minimize mistaken, and assure the customer that you are listening, you should stop timely and summarize results both entities achieved.4.Understand yourselves need, too much sympathy to customer will weak your problem solving importance and cause concess
167、ion.5.Have the customer focused on achieving success of negotiation, and ensure solution win/win6.Put most difficult problem at last.7.High start-up point, Slow concession, always keep high expectation and remember, each compromise creates different values.8.Do not be emotional , do not confront wit
168、h the customer, and point out the customer emotional response is not acceptable.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Play: Final S/W Development Contract Negotiation张小平的博客张小平的博客http:/ -实施与客户维护策略实施与客户维护策略实施阶段张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of the Implementation PhaseStages of Implementation Moti
169、vation DipAccount Development +Why is Account Management so important+Five simple strategies for account development张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Phase In order to achieve continuous success, sales rep. will involve implementation, installation, after sales supportto success develop the custo
170、mer as existing install baseand loyal customer via account management.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ of ImplementationResultEffort“ New-Toy” StageLearning StageEffectiveness StageTime“ New Toy” Stage : A few simple success with little effort.Learning Stage: Hard work but not much to show for i
171、t.Effectiveness Stage: Full Results Achieved with much less efforts张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ DipLevel ofenthusiasmImplementation The level of customer enthusiasm changes during the implementation process.Motivation Dip: Customers enthusiasmDrop off rapidly as the customers enter the Learn
172、ing stage.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Strategies to Overcome Motivation DipStart before the contract is signedInvolve the CustomerPut in effort early.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Account Management So ImportantWhy Customers Leave?“Relationships” are a critical part of retention and
173、loyalty+15% of customers have left to find a better product+15% of customers have left to find a less expensive product+20% felt a lack of contact and individual attention+49% say contact from the vendors / suppliers personnel was of poor quality+Nearly 70% leave because they do not like the human s
174、ide of doing business with the previous companyForum Corp. 1999张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Simple Strategies for Account MgmtStrategy 1: Develop, do not maintainStrategy 2: Document Good NewsStrategy 3: Generate Leads and ReferencesStrategy 4 : Reassess Your Understanding of Customer NeedsS
175、trategy 5: Influence Future Decision Criteria张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Management Define Relationship TypeUnderstand your customer and their businessValue to customerValue to your companyCompetitive AnalysisAccount Planning with account teamExecutive Coverage张小平的博客张小平的博客张小平的博客张小平的博客http:/
176、http:/ of Workshop张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ Good SalesSense+A good sales should have strong sense like wolf, you need know where is big fish and how to fish big fish.Plan+With detail plan, you can achieve your objectives with less resources, selling is one of most objective driven tasks.Q
177、uick Response+ Opportunity is not that much, A good sales will not miss the opportunity and he always quick response for a new opportunity , a customer request or a new change of environment. Focus+Focus is key to win. Especially in tough selling period, facing critical people and impossible mission
178、s.Synergy+To achieve stretch goal or fight big deal, a good sales does not only think about himself, but also he relies on the team, he directs whole team to achieve the goal. He is an actor and more important he is a director.张小平的博客张小平的博客张小平的博客张小平的博客http:/http:/ !Meeting us on http:/ Presented| Senior ConsultantST.Luke Consulting Co., Ltd.
