《重点客户如何销售》PPT课件.ppt

Welcome to Target Account Selling,天马行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632,2000 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 tactical to strategic,Help you win by.,Focusing on the right issues with the right people at the right time,天马行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632,2000 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 Modules,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.070.01.120597.060100.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,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 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 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 inside support Not knowing youre winning,Always 5 minutes late Too many hours Too much telephone 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 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,Opportunity Assessment,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,Introduction,+,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 worth 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 project? 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 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? What 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?,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 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?,#6 Formal Decision Criteria,#7 Solution Fit,#8 Sales Resource Requirements,#9 Current Relationship,What are the customers decision criteria? What is the formal decision process? Which decision criteria are most important? Why? Who formulated the decision criteria?,Page 2.12,How 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 additional internal or external resources will you need to win this 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 competitive advantage for this opportunity? How do you and each of your competitors compare to the customers view of the ideal relationship?,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,#10 Unique Business Value,What is the specific or measurable business result that we will deliver? How does the customer define value? How will they measure it? How have we 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?,Business Profile,Business Drivers,Business Initiatives,Capabilities,Solution,Differen- tiation,Page 2.13,Compelling Events,Unique Business Value,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Answer the questions . . . Whats the issue? How is it affecting the customer? What are the consequences or payback? How can you help?,Developing Your Value Proposition,Page 1.9,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Increase,Costs/Consequences,Value = Benefits - Costs/Risks/Consequences,Page 3.9,Revenue Market share Customer satisfaction Inventory turns Load factor Shareholder value Customer base,Order fulfillment time Expenses Rejects/returns Waste Administrative costs Number of days supply (of inventory) Time to close an order Cycle time,Decrease,Evaluation process Purchase price Order processing Expediting costs Correcting mistakes,Acquisition Costs,Set-up and installation Taxes and insurance Administrative costs Finance charges,Possession Costs,Training Support Maintenance Depreciation Disposal Interface to other systems,Usage Costs,Affect existing businesses Awaken their competition Modifications to existing processes,Opportunity Costs (Risks & Consequences),2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Value Proposition Templates,You 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 address _ by installing _ which will result in _. We will ensure your return on investment by _.,business initiative,specific or measurable outcome,solution,similar situation or customer,past value delivered,current situation,our solution,business driver,specific or measurable outcome,value tracking system,frequency/time,compelling event,solution,specific or measurable outcome,shared risk/reward strategy,Page 1.10,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Sample 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. 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 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 outcome),(value tracking system),(frequency / time),Page 3.13a,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Can We Win?,#11 Inside Support,#12 Executive Credibility,#13 Cultural Compatibility,#14 Informal Decision Criteria,#15 Political Alignment,Who in the customers organization wants us to win? What have they done to indicate their support? Are they willing and able to act on your behalf? Do they have credibility within their own organization?,Page 2.8,Which 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?,What 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? Whose 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?,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Is It Worth Winning?,#16 Short-Term Revenue,#17 Future Revenue,#18 Profitability,#19 Degree of Risk,#20 Strategic Value,What is the order amount? Does it exceed our threshold? $ _ When will it close? Is it within our time frame? _ days,What is the potential for future business within the next year? Within the next three years? Does it exceed 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 profitability 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 the 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 2.9,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Opportunity Assessment,Page 2.10,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Individual Exercise: Current Opportunity,7/12/XX,DATE,COMPETITORS,OUR CO.,-,+,-,?,+,X-Sys,+,+,-,-,?,FINISH BY:,Page 2.10a,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Opportunity Assessment,Page 2.10,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Business Partners,Providing you with access to new markets or customers Leveraging existing relationships with key players in your customers organization Providing new levels of expertise in specific industry segments Expanding your ability to deliver a “whole product” or complete solution Reducing the risks associated with the implementation of complex solutions,Business Partners can help you advance your sales campaign by,Page 1.20,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,The Partners Role in Your Value Chain,Solutions,Marketing,Sales,Implementa-tion,Post-Sales Service and Support,Solutions,Marketing,Sales,Implementation,Post-Sales,What solutions are available from your business partner that could enhance your ability to compete? What competitors does this partner work with?,What market share objectives 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 agreed-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 business partners?,Page 1.21,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Partner Assessment Worksheet,Page 1.22,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Team Activity: Analyze Your Business Partners,FINISH BY:,Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.,Page 1.23,Purpose,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.03.120597.060100.ppt,Purpose Provide you with a framework for developing a winning strategy Benefits Align your sales objectives with the customers business objectives so you can communicate your unique business value Select a competitive sales strategy that enables you to close the sales opportunity Output Analysis of your position for this opportunity Competitive strategy to win your sales opportunity,Strategy,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 3.27,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,TAS Planning Methodology,Page 2.28,Describes the general approach The route to the objective,Connected to the strategy Individual, style-dependent 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,oal,trategy,ctions,S,A,esources,R,bjective,O,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?,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Goal,Objective,Strategy,Customer,Sales Team,Become the industry leader in customer service,Improve initial call response to average of less than 2 minutes Improve problem resolution to less than 4 hours Decrease customer defection rate to 1.5% Achieve a payback within 18 months on our investment of $5M in new technology,Install an integrated customer management system that functions the same throughout the world by October 15,Become National Manufacturings trusted adviser on the application of technology to customer service,Secure a $3M commitment for a customer service solution that includes: X-100 System ($500K) Custom software ($1.2M) Project management services ($1.3M) no later than March 31,Shift the decision criteria from product technology to application expertise and worldwide support,Example,Page 3.29,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,The Art of War Sun Tzu,Know yourself, know your enemy, and you need not fear one hundred battles. Know only yourself and not your enemy, and for every victory gained you shall sustain defeat. Know neither yourself nor your enemy, and you shall succumb in every battle. Your strength will eventually become your weakness. The key to victory is not in defeating the enemy, but in defeating the enemys strategy; therein lies their vulnerability.,Origin of Strategy,Page 3.5,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Develop,Flanking,Defend,Fragment,Frontal,Competitive Strategies,Page 3.6,No Compelling Event OR No UBV,Compelling Event exists/or you can cr