客户互动销售培训演示

Customer Engagement Selling客户互动销售,Catalogue 目录,Section 1 Introduction第一章 简介Section 2 Selling Model第二章 销售模式Section 3 UCV Selling第三章 UCV销售Section 4 Relationship Selling第四章 关系销售Section 5 Opportunity Plan第五章 机会规划Section 6 In Summary第六章 总结,Section 1Introduction,第一章 简介,Buying Cycle 用户采购流程,业务驱动/问题评估,制定、评估可选方案,确定采购倾向,谈判并签订合同,设定目标,采购立项,项目实施,项目评估,在这里会有什么情况发生？,Selling Cycle 销售流程,发现机会,确定自身优势,提供适用的解决方案,得到口头承诺,确认机会,签单,执行合同,CES专业销售流程,Buying And Selling Cycle销售流程与采购流程相结合,采购流程,销售流程,What Makes Top Sales Top Sales?为什么他们是好销售？,差,平均,优秀,$ Revenuse,好销售更加关注,正确的机会正确的人正确的事正确的流程,20/80法则,$,History 销售理论发展沿革,$,C,E,S,PSS,70Xerox,TAS,PBS,SS,2000+,95Siebel(On Target),90Jim-Holden,80Miller-HM,Performance Changed业绩改变,Behavior Changed行为改变,PSS:Profession Selling Skill,PBS:Power Base Selling,SS:Strategic Selling,TAS:Target Account Selling,CES:Customer Engagement Selling 客户互动销售,Sponsor/Coach支持者/内线,Skill技巧,Motivation激励,Knowledge知识,Methodology 方法,Attitude 态度,Process 流程,SPIN,SPI,How can CES make top sales CES怎样使你成为优秀销售,客户互动销售-科学的艺术,Planning 计划 Selling 销售Behavior 行为Management管理,Knowledge知识Methodology 方法Attitude 态度Process Control 过程控制,TOP Sales,=Knowledge x Methodology x Attiude x Process,销售系统架构,销售高层,客户分析图,当前状况,潜在优势,$,Average,Customer Engagement Selling(CES) CES的特点与价值,特点,传承 先进销售理念,建立 销售共同语言,结合 本土成功经验,创造 独特客户价值,Section 2Selling Model,第二章 销售模式,Selling Model 销售模式,Product Selling 产品销售,Buyer Cycle采购流程,A,Attention注意,A,D/P,I,Interest兴趣,Desire/Preference意向与偏爱,Action行动,End. to End. Selling 销售策略,Not a product or a simple solution,。,。,。,不是在卖简单的产品和方案,合作、联盟,基于企业间的战略价值,Win-Win,双赢,长期伙伴关系,Long Term,Consultative Selling 顾问销售,Consultative Selling,Efficient selling process,高效销售流程,Solution Sense,Knowledge,方案背景知识,Methodology,UCV Selling,And Skills,UCV 销售,Relationship Selling,Methodology,And Skills,关系销售,Right Sales,Strategy and,Tactics,策略销售,CES Focus,Section 3UCV selling,第三章 UCV销售,What is UCV selling 什么是UCV销售?,UCV,：Unique Customer Value 独到的客户价值,B.I.Hunting 什么是客户的 “燃眉之急”？ 找到它对我们有 什么帮助？,这是确认是否销售机会的重要一步！,Selling,UCV Delivery提供独到的客户 价值，以迎合 客户的需求！,客户业务状况与你的资源、能力相结合,3 Elements of Burning Issue 重要概念“燃眉之急”,3 Elements,Personal 个人的 Immediate 紧急的 Certain 确定的,两张发票,Burning Issue List “燃眉之急”清单,CEOSBurning IssuesCEO的燃眉之急,政策改变,加速发展全球市场,公司扩展新的办事处,竞争压力,经济衰退,新的复杂应用电子商务方案,股市问题资金压力,新产品和优质服务,Burning Issue Impact Sheet( BIIS ) 剥笋理论,Burning Issues 燃眉之急（ Business agenda 业务方向）,CEO,CFO,CIO,NetworkManager,TelecomManager,B.I.:原因：1. 2.,B.I.:原因：1. 2.,B.I.:原因：1。 2。,L3,L2,L1,Entry Level,Business Analysis 业务分析,Business Profile 业务概况,Business Drivers 业务驱动,BusinessInitiatives业务发展方针,Opportunity机会, Internal and external Pressures that create the need to change 内、外部的压力改变用户需求的变化 Internal pressures : strengths and weaknesses 内部压力：强势和劣势 External pressures : opportunities and threats 外部压力：机会和危机 Create Burning Issues 让用户火烧眉毛 Create opportunities for you 给自己创造机会,Business Drivers 生意驱动,Strengths 优势 andWeakness 缺点,Opportunity 机会 andThreaten 危机,Operators personal value执行者的个人价值,Society Expectation 社会预期,Competitive Strategy 竞争策略,SWOT,Internal内部的,External外部的,Situations,形势,Business Initiatives业务发展方针,Business Initiatives 业务发展方针,Measurable Business Results ( come from ) Planned Business Activites可量化的业务结果来自于有规划的业务活动,Value Proposition价值分析, Defines your Unique Customer Value 确定你独特的客户价值 Specific to the customer 为客户量身定制 Creates a specific or measurable business outcome 建立一个能量化的生意结果 Sets the customers expectation 调整客户的期望 Assures your ability to deliver 确保你提供价值的能力,Capabilities 能力,Solution 解决方案,Differentiation 与众不同,Value价值,我们的解决方案,客户的关键 成功因素（CSF),What is UCV 什么是UCV,能力,解决 方案,与众 不同,业务概况,业务 驱动,业务发展 方针,独 到 的 客 户 价 值,问 题,机 会,燃眉之急,CSF是客户达成业务发展方针而必须完成的事或者必须到位的资源，往往与关键人的“燃眉之急”相关！,资 源,“剥笋”与“井字”,UCV,UCV 是我们能够帮助客户实现目标的产品、资源、能力或服务。,BIZ。,Accelerated Selling matrix skill井字攻略技巧,What 什么事？Why 为什么？ How 怎么样？ ？,网络部经理,敲门砖,CIO,Burning Issue,C I A,Who Else ? 还影响到谁？,What ifCapability CSF我们的能力可以帮助实现CSF,升职不能耽误,Is it?是吗？,Right? Conclusion没错吧？ 推论,CIO?,To get “Yes”重申，得到肯定,Concern他关心的是,If we can deliver如果我们能提供Can you arrange a meetingWith CIO 能否安排与CIO的会面？ （高层销售）,一句话讲N次假话也变真,开放式问题,控制式问题,总结式问题,L2 销售，继续,Section 4Relationship Selling,第四章 关系销售,What is Relationship selling 什么是关系销售,PeopleAnalysis人的分析,Relationshipstrategy关系策略,Coach Hunting 寻找内线People Style 人的类型Mapping the organization切片图,Degree of Support 支持度Political Alignment 政治利益联盟 LTV 关系阶梯,Coach Hunting( DII) 寻找内线,Resources From ,Inter dependent 互赖,Independent 独立赖I,要是第一Put first things first,主动积极Be proactive,以终为始Begin with the endIn mind,个人成功Personal success,个人成功Personal success,个人成功Personal success,知彼解已Seek first to understandThen to bu understand,公众成功Public success,dependent 依赖,Your Coach,Inter-dependent互为依赖的,Independent 独立的,Dependent依赖的,Xiao Quan政治小圈,Your Coach在这里找内线,Authority,职权,Coach hunting寻找内线,Influence 影响,Understanding motivational factor in Sales了解销售中的激励因素,Maslows Hierarchy of Needs,Your relating style你的相关类型,Dove鸽子,Owl猫头鹰,Peacock孔雀,Eagle老鹰,？,Mapping the organization画出结构图（切片）,“切片”原则：客户内部，项目相关人员都要成为切片对象根据不同公司情况确定如何切片，不局限于以下个方面,Five key Issues 5个方面1.Buying Role 采购角色2.Adaptability to change 对采购造成的适应程度3.Decision orientation 决策方向4.Coverage 接触方式5.Your Rship 和你的关系,1 2 3 4 5,1 2 3 4 5,Buying Roles在采购过程中的角色,User用户,Recommender推荐者,Decision-Maker拍板人,Approver批准人,U,R,D,A,Direct user,Can say noCant say yes,Can say yesCan say no,Alternate use ofCapitals (AUS),直接用户,可以否定但不能肯定,决定和否定权,改变投资使用方向,Adaptability to change采购或选型的适当程度,Visionaries发烧友,Earlymajority跟风者,Latemajority落后者,Laggards老顽固,V,EM,LM,L,Latemajority,Laggards,Decision Orientation决策方向,F,T,R,B,Financial财务,Technical技术,Rship关系,Business业务,Coverage接触方式,NoContact不接触,BriefContact浅接触,MultipleContact多接触,In-Depth深接触,Your Rship 你的关系,EnemyDistrust,Non-supporterDislike you,Neutral中立,SupporterLike you,MentorTrust coach,Supporter:,Mentor:,Non-supporter:,Enemy:,也许并不相信你，但是很喜欢你。希望你能赢，但是压力之下会退缩。,从心里支持你赢，即便有压力也不会退缩。,不愿看到你赢。,从心里希望你丢掉单子。,Analysis Map分析图,A V B =,CEO,R LM F +,R LM B ,CFO,COO,D EM T =,R EM B +,U LM T =,U L B ,R LM R =,SalesManager,MarketingManager,R&DManager,ProductionManager,N/WManager,NetworkManager,CIO,5C Principle5C法则,5Cs,Celebrate庆祝,Console倾诉,Co-operate合作,Challenge批评,Culture文化影响,Who?,. Belief信仰.Behavior习惯.Assumption作派,What is Relationship selling什么是关系销售,PeopleAnalysis人的分析,RelationshipStrategy关系策略,Coach Hunting 寻找内线People Style 人的类型Mapping the organization 切片图,Degree of Support 支持度Political Alignment 政治利益联盟 LTV 关系阶梯,Degree of Support支持度,Emotional attachment=Heart share 基于情感的,L/L,H,H,Business Logic=Mind share基于业务过程的,Supporter支持者,Mentor师傅,Supporter支持者,Non-supporter反对者,Active 积极 Passive 消极,Active 积极 Passive 积极,Passive 积极Passive 消极,Passive 消极Active 积极,Neutral中立者,Supporter支持者,Enemy 敌人,Relationship Strategy关系策略,Who to count on ?Who to unite with?毛主席的统一战线理论Who to attack on ?,Enemy敌人,Non-Supporter不支持者,Neutral中立,Supporter支持者,Mentor师傅,Neutralize减低伤害,Motivate鼓励,Leverage巩固,Leverage巩固,Definition定义,Process 过程,Dont make it difficult. 别把事情搞复杂Dont compromise the Customer. 不要向用户妥协Dont forget quid thanks. 别忘了说声多谢,Caveats警告,Capitalize on supporter &Mentor relationship testablish Credibility with others and gain Competitive advantage.利用支持者和师傅的关系和其他相关人员建立信任，从而获取竞争优势,Validate Position 定位Confirm your Value 体现价值Ask for help 请求帮助,Motivate激励,Definition定义,Process 过程,Dont let emotions interfere. 不要感情用事Lack of preparation. 不要无准备之仗,Caveats警告,Build support for your position by building Credibility and Trust.通过建立信任和信誉来巩固你的位置,Understand (B.I) 相互理解Connect (UCV) 深入联络以建立共同的目标Demonstrate 展示你的价值以到达互相的依赖Reinforce 加固你的位置,Neutralize中立化,Definition定义,Process 过程,Dont make the decision on your own. 不要你自己做决定，群策群力Inform your mentors 通知的师傅,Caveats警告,Insulate your position by minimizing the impact of your non-supporters and enemies.把你的位置和不支持者及敌人隔离开，将他们的影响减到最小,Products/Vendor bids 厂商和产品投标 -Peaceful 和平共处 -Change their mind 改变他们的想法Misaligned agendas 不对应的形态方式 -Clear up misperceptions 清楚误会 -Agree to disagree and isolate 先答应下来再孤立他Personal conflict 个人冲突 -Change approach 换一种接触方式 -Change personnel 换人接触,POLITICAL ALIGNMENT- how to manage the “shadow”,Agenda 目录,. Warming up 准备活动. Definition 定义. Configurations 影响结构. Value chain & Discovery 价值链与新发现,Warming up-Where are you ?你在那里？,Where are you within your organization? 你的组织中的位置？Have you been in one Qun Dai Guan Xi ? What is the characteristics? 你处于哪一裙带关系当中？有何特征？Have you been in one Political Xiao Quan ? What is the characteristics? 你在政治小圈里面吗？又有哪些特征呢？,Definition-About the Shadow 什么是影子？,Principle 原则-政治利益最大化Change 变化-随着环境的变化而变化Center 核心-常常有背后的领导者Alliance strategy 联盟策略-随目标的不同有人员的变更Activity 活动-大多是非正式的What else ?还有哪些？,The shadow - the Political Alignment影子-政治利益的联盟,Definition-Fundamental Line 基本的联系,组织结构上清晰可见正规内部流程团队内部关系有说“不”的借口容易产生冲突,朋友圈子非正规内部流程共同语言彼此信赖容易找到支持者,建立在利益与信任的基础上核心存在于多个级别，有背后的领导者有力的影响圈，不局限于职位可能成为决策者,Mix of power and process-Based alignment权力和执行程序上的关系,Friendship-based alignment友情关系,Visionary benefits-based alignment长期潜在利益关系,Definition-Key principle 核心原则,BusinessValue商业价值,TrackRecord历史记录,PhilosophyAnd Policy处世哲学,Partisans and Alias联盟关系,Business Value商业价值,BusinessValue商业价值,People in the Xiao Quan consistently create or add business value.在小圈内的人通常可以建立和增加商业价值People in the Xiao Quan always know how they are being measured and held accountable.在小圈内的人通常能精确描述和控制主意,Character特点,Xiao Quan 核心层控制目标和战略发起/启动新项目控制结果,Political Alignment政治联盟按目标和战略去执行实现新项目,Who defines and creates it ? 谁定义和创造商业价值Who delivers it ? 谁来提供,Who has been successful in past? 谁曾经成功？ Who gets the new key assignments? 谁获得最新的重要委派？,Track Record历史纪录,Track Record历史纪录,Who is connected to whom? 裙带关系如何？ Who do they go to fur advice? 他们向谁征求意见？,Partisans and Alias联盟关系,Partisans and Alias联盟关系,Who establishes it? 谁建立的这种哲学？ Who can change it? 谁能改变它？,Philosophy and Policy处世哲学,Philosophy and Policy处世哲学,Configurations Overlaps of the Cycle 各种联系的交迭,A Interlink 连环型,B Crossing 交错型,C Apart 分离型,D Cascade 层叠型,Political alignment政治上的联盟,Relationship in nature自然关系,Reporting line汇报关系,Configurations The Hide Rules 隐藏的规则,The United Nations 联合国（e.g.打击伊拉克） Anypolitical party 政党（e.g.中共元老） Any organization 公司、组织（e.g.微软） Even a family 家庭（e.g.大宅门）,Configurations the Shadow Insides 影子的内部,Strategy策略：Alignment联盟,The Shadow,Philiosophy and Policy处世哲学 与 政治方针,Tactics战术：Resources 资源,Operations 运作：Supporting 支持,Value Chain and Discovery,1. ObjectivesIdentifying确定目标,2. WIW Maopping人员对号入座,3. CharacterististicsAnalysis特征分析,4. Record Check 历史纪录,5. Approaches toManage 管理方法,6. Actions to Take 行动计划,Objectives 目标,To identify the influence power within/beyond the organization确认组织内外有影响的力量 To identify the influence netwaork within/beyond the organization 确认组织内外有影响的关系网,WIW Mapping 人员对号入座,Power能量,Relationship w/you与你的关系,Roles in the buying process采购角色,Adaptability to change对于改变的适应性,Coverage覆盖温度,Contact way联系办法,Relationship w/competitor与竞争对手的关系,Personality个性,Relationship in nature自然关系,Position职位,Name,Characteristics Analysis 特征分析,High,Low,Authority,Influence,High,Non-influential Authority(NI-A) 无权有职,Non-influential No Authority(NI-NA) 无权无职,Influential Authority(I-A) 有权有职,Influential No Authority(I-NA) 有权无职,PoliticalQuan,XiaoQuan,Characteristics Analysis 特征分析,Non-influential Authority (NI-A) 无权有职,有头衔，但没有实际权力 有否决权，但没有足够的影响力去完成决策 在政治斗争中处于不利位置，并在最近的权力 斗争中失利 不被认可 扮演副手和旁观者的角色,Characteristics Analysis 特征分析,Influential Authority (I-A) 有权有职,理解发展趋势，在组织规划中起领导作用，并 从中获利 担负支持和承诺的重任 既有否决权，又有足够的影响力促成决策 被大多数人认可并推崇 主导事件的进行,Characteristics Analysis 特征分析,Influential No Authority ( INA ) 有权无职 组织中不在显要职位上的人，但是会引起某 些有影响的权威人士的注意 作为外部顾问，他们可以就广泛的问题给予 建议 受到尊敬，在某一专业领域里是解决问题的 专家,What is Relationship selling 什么是关系销售,谁有过成功/失败的经历？成功/失败的原因是什么？“影子”对项目有多大的影响？谁是决策者？谁在“影子”内部？谁是“影子”的核心？关系结构对整个项目有哪些帮助？项目过后是否出现了结构调整？项目中“自然关系”的作用如何？谁是支持者？谁是敌人？谁是师傅？“影子”的忧虑是什么？“影子”何时开始发挥威力？其他种种？,Relationship Strategy关系策略,Enemy敌人,Non-Supporter,Neutral中立,Supporter支持者,Mentor师傅,Neutralize减低上海,Motivate鼓励,Leverage巩固,Who to count on ?Who to unite with ?Who to attack on ?,毛主席的统一战线理论,Actions to Take 行动计划,4 Charts preparation 准备4张图表-organization chart 组织结构图，-Relationship in nature chart 自然关系图-Political chart 政治关系图-WIW mapping chart 对号入座图Define the value prospect 定义价值前景Proven record check 检查可靠记录Approaches development 扩展途径Peer consulting on the approaches 集体讨论Implementation 执行,Other sourceOf influence:ConsultantsSalespeople,CFO,CIO,Sales Manager,R,LM,F,+,Xiao quan,Can CREATE help win long-term relationship?如何建立长期客户关系呢？,Agreed Goal共同的目标,Some Account Managers like to say LAV is built on KTV,If that is the sales culture , why not ?.有人说LTV建立在KTV的基础之上，如果真是这样，为什么不去做呢？,Share Information信息共享,Trust信任,Innovation创新,Rol投资回报率,Like,Trust,Value,？,What is LTV什么是LTV,Value / Ability,Share personal interests 分享个人兴趣Socializing 适当的社交活动Remenbering key players win & events 记住关键人物的成功时刻和重要事件（生日等）Having fun together/Appearance 在一起很开心/例如外貌讨人喜欢,Like,Honesty 诚实、正直Doing things right at the first time 在第一时间把事情做好Meeting promise 信守承诺Begin with the end in mind 有始有终,Speed of reaction to customers queries 加快对客户疑问的反应速度Differentiation/profit contribution to customer 与众不同/对客户的个人利益有贡献Deliver value 提供价值,Trust,Principles of Relationship Process处理关系原则,ShareKnowledge共享知识,Trust信任,AgreedGoal目标一致,Innovation 创新,Rol投入产出平衡,Not just information不仅是信息共享Focus on businessAdvantage 关注业务优势Two way sharing双向共享Critical to agreedGoals 关键是目标一致Enables trust能够信服,Shared vision with real value 以真实的价值去展望Clarity & focus 清晰、专注Feeling of purpose and unity 目的一致Clear roles & responsibility 任务清晰、责任明确,Provide unbiased,honest advice 提出公正的忠告Keep small commitments 少承诺Take the lead 事先声明Bring business opportunity 带来商机Make quick decision 快速决定,Bringing “ new value “ 带来新价值Leveraging core capabilities 加强核心竞争力Enlarging the “PIE” 把“饼”作大Dont rely on past success 不要吃老本,Clear about investment 明确投入Share success 分享成功Short term VS long term 长、短期收益均衡,Approaches to Manage,Cantdo,Can do,Make ithappen,like,Trust,Value,Xiao Quan,PoliticalQuan,Agreedgoal,ChangeBusinessstrategy,Innovation,ShareInformation,职权,影响,ROI,Something beyond LTV sometimes,Value / Ability,Trust,Like,？,Maybe the last Block to your win,Principles法则,Customers make emotional decisions based on their logical reasons!,顾客采购总有合乎逻辑的理由,但所作的决定都是”拍脑袋”的!,You can deny the legitimacy of politics, but you cant deny its existence.你可以否定它的合法性,但是你不能不论它的存在.,No one is saying you have to play a game, but the game is being played whether you like it or not.没人跟你讲你必须玩一个游戏,但无论你喜欢与否,这个游戏在被竞争对手玩.,Building relationship is like a marriage-a long term exercise建立客户关系如同婚姻-是个长期的过程We are judgmental-it takes only 20 sec to form a personal opinion. Relationship starts on the first call.众的决定往往取决于20秒钟内的判断,所以关系的建立是从第一次通话开始的.Relationship platform is based on LTV关系的平台是建立在LTV基础这上的Politics is being played whether you like it or not不管你喜欢与否,政治游戏始终在进行Personal wins decide whom the buyer should give the order to and business wins just what he/she should do买与不买-个人决定,生意使然.,Summary综述,Section 5Opportunity Plan,第五章 机会规划,Key Points In The Selling Process销售过程中的关键点,Opportunity QualificationGP.14 Support,DevelopRelationshipGP.58 Support,Solutions FitsGP.912 Support,GP.1316 Support,KQ1.Is the opportunity real?真是销售机会吗？,KQ2.Can we complete?我们能竞争吗？,KQ4.Is it worth winning?值得蠃吗？,KQ3.Can we win?我们会蠃吗？,Spending time with the right people to discuss the right issues!花费你的时间同正确的人讨论正确的事,4 Key Questions(KQ)4个关键问题16Golden Principles(GP)16条黄金法则,KQ1. Is the opportunity real?真是机会吗？,GP 1. Customers Business and Financial Profile.客户的业务和财务状况,What are the custs products and service?什么是客户的产品和服务?What are their key markets,key customers and competitors?它们的主要市场,主要客户和对手?What are their key business in the next 1236 months?What are their revenue and profit trends?营业额和利润率?What is the budget and budgeting process?项目预算和审批过程?,GP 2. Customers Application or Project客户的应用及项目,What are the custs requirements-priority?客户需求的优先级?What are the custs key issues and objectives?客户的主要事件及目标?Who initiated the project?Wholl be working on the project?该项目是如何发起的,项目组成员是谁?How does this project fit into the custs business strategy?该项目是如何满足客户的业务方向的?,GP 3. Access to Funds了解客户的投资吗？,What is the budget for this project?整个项目的预算是多少?What is the customers budgeting process?客户的预算流程是什么?What is the priority of this project compared to others?项目的优先级如何?What are the customers alternative uses of capital?项目资金会不会挪为它用?,GP 4. Burning Issues客户的燃眉之急,Why does the customer have to act?为什么客户不得不做?What is the deadline for the custs to make a decision?客户做决定的期限?What are consequences if this project is delayed?如果该项目被耽误将会有什么结果?What is the pay back for the custs if the project is completed on time?如果该项目按时完成会对客户有什么回报?What will be