麦肯锡-大客户营销谋略思想与方案设计

大客户销售谋略 2003 10 11 10 12 ObjectiveofWorkshop UnderstandCharacteristicsofMajorAccountSellingStrategiesinWholeLifecycle thustoShortenbid to winratioShortensellingcyclesMinimizediscountsandnegotiatedconcessionsEstablishclear uniquebusinessvaluewiththecustomersReducesellingcoststhroughmoreeffectivesalesstrategiesIncreasesalesperemployee Developexpectedrelationshipwiththecustomers Eg StrategicPartnershipetc Agenda Day1HowtheCustomerMakeDecisionsSPINQuestionStrategyAccountEntryStrategyUnderstandYourCustomer TheirBusinessHowtoMakeYourCustomersNeedYouDay2Influencethecustomer schoiceDifferentiation VulnerabilityOvercomingFinalFearsSalesNegotiationHowtoEnsureContinuedSuccess 客户是如何做决策的 HowCustomerMakeDecisions TheResearchBaseTheCustomerDecisionProcessAccountStrategyintheRecognitionofNeedsPhaseAccountStrategyintheEvaluationofOptionsPhaseAccountStrategyintheResolutionofConcernsPhaseAccountStrategyintheImplementationPhaseSummary OverviewofMajorAccountSalesStrategy SalesStrategyshouldbeaboutcustomersandhowtoinfluencethem UnderstandingandWellPreparedaremandatorytoformaeffectivesalesstrategyCustomerBehaviorgoesthroughthreedistinctphasesinmakingamajorpurchasingdecisionsRecognitionofNeedsEvaluationofOptionsResolutionofConcernsAfourthphase follow upinimplementationphases ifitiswellhandled cangeneratesignificantadditionalsalesopportunities Eachoffourphasesrequiredadifferentsetofstrategiesandskills WhatisSalesStrategy WhatisMajorAccount SalesStrategyAwayofthinkinganddirectingyouractionstoeffectivelyinfluencecustomerpurchasingdecisions FocusonUnderstandingCustomerBehaviorNotProcedureortechniqueMajorAccounts20 80rulesNewCustomersPotentialCustomers Exercise ATypicalERPDealLifecycles WhatistypicalERPDealSellingCyclesCustomerDecisionProcessWhoisMajorAccountofERPS WTraditionalMfgOthers CustomerDecisionProcessResearchBase NeilRackhamHuthwaite35 000salescallsin27countries10 000salesSPIN Situation Problem Implication NeedPay off ATypicalPurchaseDecision NewPurchaseRequestOfProcurementDepartmentWhatAProcurementManagerSay Problem Dissatisfaction cannotsolvewithexistingequipmentorsuppliesSpec Objective Mustcarefullyresolveallconcern Exercise1 ProcurementProcess ReadAppendixA ProcurementProcessDoyouknowitbefore andhowyouknowwhichphaseyouareinwhileyoubid andyourstrategiesoneachphase 10minutes AccountStrategyintheRecognitionofNeedsPhase TheMostEffectiveSellingStrategyDuringthePhase Touncoverdissatisfactionintheaccountandtodevelopthatdissatisfactionuntilitreachesthecriticalmass Whendissatisfactionreachesasufficientlevelofintensityorurgency theaccountmakesadecisiontochange SuccesssalesasksalotofquestionsduringsalescallsthandotheirlesssuccessfulcolleaguesQuestioningSkills SPIN AccountStrategyintheEvaluationofOptionsPhase TheMostEffectiveSellingStrategyDuringthePhase ToCentralizeOnUnderstanding Influencing andRespondingtoCustomerDecisionCriteria Differentiateyoursolutionwithyourcompetitorsisoneofyoureffectivesellingstrategy CommonFaultsduringtheperiodisfailuretorecognizethatashifthastakenplaceincustomerconcerns Nottrytouncovercustomerguideline orcriteria formakingthedecision AccountStrategyintheResolutionofConcernsPhase TheMostEffectiveSalesStrategyDuringthePhaseTouncoverandhelpresolveperceivedriskLastminutesfearsandconcernsarisesthatcanblockthedecisionorcausecustomerstore opendiscussionswithcompetitors Asuccessfulsalesnormallyworkstouncoverandresolveissuesthataretroublingthecustomer eveniftheseissuesareuncomfortableanddifficulttodiscuss Negotiationiskeysellingtoolofthephase AccountStrategyintheImplementationPhase MostEffectiveStrategyofthePhaseFollow upafterpostimplementationleadstocontinuedsuccess VeryFewmajorsalesstopwhenthecustomersignsthecontract Howtobuilduplongtermrelationshipwiththecustomers ThinkAboutHowtoBuildUpStrategicRelationshipwiththeCustomer CustomerDecisionPhases 强大的销售工具 提问策略 准备 SPINQuestioning SituationQuestionsQuestionsthatgatherdataandbackgroundfacts E g Howmanypeopledoyouemploy What syourpresentERPsystem ProblemQuestionsQuestionsthatuncoverproblems difficultiesanddissatisfactions E g AreyouhappywithexistingERPsystem DoestheexistingERPsystemhasreliabilityproblems ImplicationQuestionsQuestionsthatexploretheconsequencesorimplicationsofcustomer sproblemE g DoesthisproblemleadstoincreasedcostsAsaresultoftheproblem dowegetmoredowntime Need payoffQuestionsQuestionsthatexplorethevalueorusefulnessofsolvingaproblemEg Whyisitsoimportanttoyou Woulditbeusefulif ImpliedNeeds ExplicitNeeds Benefit Advantage Features ImpliedNeedsStatementbythecustomersaboutproblems difficultiesordissatisfactionswiththeexistingsituation Eg Ialwaysgetbehindschedule Wehavebeenlostalotofmoneyinthisarea ExplicitNeedsStatementsofacustomer swantsorintentions Eg WhatIneedis Iwantsometo BenefitsStatementswhichshowhowaproduct aproductfeatureoradvantagemeetexplicitneedwhichhasbeenstatedbythecustomer Eg Youhavesaidyouneedfastturnaround wecangiveittoyoubytheendofthemonthAdvantageStatementshowinghowaproduct productfeaturecanbeusedorhelpthecustomer Mostadvantagescanbeexpressedintheform becauseof feature youcan Eg BecauseofourERPproductfinancemodule youcanget Ournewmodelcansaveadditional8 materialcost FeaturesCharacteristicsofaproductorservicesEg Thisunitcost 400 Thisisaclosedloopfeedbacksystem SPINForm SituationQuestion ProblemQuestion ImpliedNeeds ExplicitNeeds ImplicationQuestion Need PayoffQuestion Benefits Advantage Feature NormalSalesCallPlanningForm Situation ThebackgroundinformationIneedbeforeprobingfortheproblem ProblemsThedifficultiesthecustomerhasthatIcouldsolve Implications Knockon effectsforeachproblemstated PayOfTheValuetothecustomerofsolvingtheseproblems SPINQuestioningStrategy SituationQuestion ProblemQuestion ImplicationQuestion NeedPayOffQuestion AchievefactfindingobjectivesHavelowsellingimpactUsefulatfocusofreceptivityAchieveuncoveringdissatisfactionobjectivesHavemoderatesellingimpactUsefulatfocusofdissatisfactionAchieveObjectivesofdevelopingandchannelsatisfactionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpowerAchieveobjectivesofrehearsingandselectivelychannelingcustomerattentionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpower 强大的销售工具理解你的客户 准备 AccountFundamental OwnershipLocationCorporationActionsFinancialPerformanceFutureProspectsTimingOrganizationTopmanagementcadre UnderstandingYourCustomers OrganisationStructure Dynamics Objectives PurposeProvideaframeworkforbetterunderstandingoftheclient sorganisationandhowtheymakedecisionsOutputOrganisationMap PeopleProfilesBenefitsImproveyourviewintotheclient sorganisationforimprovedrelationshipmanagementDeveloprelationshipswiththerightpeoplewhocanprovideinsightanddirection KeyComponentsofUnderstandingCustomer sOrganisation MacroFormalStructurePoliticalStructureInnerCircleInfluenceNetworks MicroCoverageStatusDecisionOrientationInnovation Change Maslow sHierarchyofNeeds CharacterProfile Maslow Adaptability DecisionOrientation LevelsofContact YourPosition ChenYuanCEO B V E Maslow sHierarchyofNeeds Physiological Safety Belonging Esteem Self Actualisation SA SelfActualisationE EsteemB BelongingS SafetyP Physiological MappingNeeds SA SelfActualisationE EsteemB Belonging AdaptabilitytoChange TechnologyAdoptionLifecycle Innovators Visionaries Pragmatists Conservatives Laggards AdaptabilitytoChange MappingAdaptabilitytoChange I InnovatorV VisionaryP PragmatistC ConservativeL Laggard C DecisionOrientation Onwhatfactorsdoesourclientbasetheirdecisionon Financial TechnicalT RelationshipR BusinessB MappingDecisionOrientation B BusinessR RelationshipF FinancialT Technical LevelofContact NoContact BriefContact MultipleContacts In Depth Howoftendowemeetwithourclient MappingContactCoverage NoContact BriefContact MultipleCoverage In Depth YourPosition EnemyX Non Supporter Neutral Supporter Wherearewewiththeclient MentorM MappingOurPosition X Enemy SupporterM Mentor X M M M PositioninOrganisation Influence InnerCircle PoliticalStructure InfluenceStructure PhysicalStructure Position Influence MappingTheInformalStructure X M M M You InnerCircleandPoliticalStructure InnerCircle PoliticalStructure BusinessValue Definetheorganisation sbusinessobjectivesandstrategy Responsibleforexecutingtheobjectivesandstrategy Philosophy Definedorganisation sculturebasedontheirphilosophyandvalues Understandandassimilateintotheorganisation scultureViewpolicyandproceduresasaguideline Recognisedasconsistentlysuccessfulinthepastandsoughtoutbyothersforadvice Recentsuccessfulperformanceinstilsconfidenceintheirabilitytohandlenew highlyvisibleprojects Partners Centreoftheorganisation sinformalcommunicationsnetwork Endnodesoftheinformalcommunicationnetworkcollectionandprovidinginformationtotheinnercircle TrackRecord Trust InfluenceNetworks You X M M M ExerciseIII MappingTheOrganisationTake20minutestoanalyseyourcustomer MappingYourClients Step1 DefinetheformalOrganisationStructureForeachindividual Step2 IdentifytheirneedslevelStep3 IdentifytheiradaptabilitytochangeStep4 IdentifytheirDecisionOrientationStep5 IdentifyyourlevelofcontactStep6 IdentifyyourpositionStep7 Presentyourmaptoyouraccountteam 强大的销售工具 了解你的客户的业务 准备 ObjectivesTobuildanoverviewawarenessofcustomersbusinessactivitiesToknowhowtotrackcustomerinformationToknowwheretofindcustomerinformationToknowhowtouseframeworkstokeeptrackofcustomer sbusiness UnderstandingYourCustomer sBusiness UnderstandingYourCustomer sBusiness Collect MonitorInformationfromHPSalesTracklocalnewsandmediaTrackyourcustomer scompetitionKeepadiaryofeventsReadCustomer sAnnualBusinessReport FinancialStatementsGoto UnderstandingYourCustomer sBusiness BusinessPerformanceFactors Political Economical Social TechnicalCustomerBusinessStructureMap Systems Style Staff Strategy Skills StaffandSharedVision7sModel SummaryUnderstandhowtotrackcustomer sbusinessinformationUsePEST 7SmodelKnowwheretogetcustomerinformation UnderstandingYourCustomer sBusiness 进入客户策略 追根溯源 投标前阶段 AccountEntryStrategy GettingtoWhereItcomes ThePurchaseChannelWhereistheDecisionMakerEntryStrategyTheThreeFocusPointsofanEntryStrategyTheFocusofReceptivityTheDangerofReceptivityMovingFromReceptivitytoDissatisfactionIdentifyingtheFocusofDissatisfactionInfluencingtheFocusofDissatisfactionMovingtotheFocusofPowerSellingattheFocusofPowerWhentheFocusofPowerChangesDevelopingEntryStrategies ThePurchasingChannel RoutineAccountPenetrationChannelSales GateKeeper Influencer DecisionMakerHardestwaytoallocatepurchasechannelforanewinnovativeproductsandservicesinSellingCyclesE G Mfg BarcodePrintingOutsourcingSolutionSuccesssalesnormallyfindafocus sponsor withinaccounthelpinghimmovetowardsapointfromwhichtheyshouldbegindevelopingneeds 3focusmodelforsuccessfulpeopletofindsponsorsThefocusonreceptivityThefocusondissatisfactionThefocusonpower Whereisdecisionmaker ExerciseWhoisthedecisionmakerforERPprojectbid CEOCFOCTOorothers Whatisyourpassingexperiencetoconnecttodecisionmaker EntryStrategies SuccessfulpeopletendedtoseekasponsorSponsorAnIndividualwithintheaccountwhohelpedthem advisedthem andifnecessary representedtheminplacewheretheycouldnotgainaccessNotonlyindividual Butmoreaparticularfunctionorareaofanaccountassponsor FocusFocusA Focus WithinAccount aperson acommitteeoradepartmentwhowouldhelpthemmovetowardapointfromwhichtheycouldbegindevelopingneeds TheThreeFocusPointsofAnEntryStrategy I SalesPeoplenormallycouldfindsponsorsfrom3focuspoints Thefocusofreceptivity thepointinanaccountwheretherewerereceptivepeoplewhowerepreparedtolistensympatheticallyThefocusofdissatisfaction thepointinanaccountwheretherewerepeopleunhappywiththepresentsystemorsupplier Thefocusofpower theelusivepointinanaccountwheretherewerepeopleabletomakedecision Especiallyforaccount nopurchasingchannelexisted EntryStrategyModel FocusofReceptivity FocusofDissatisfaction FocusofPower Leadsyouto Leadsyouto TheIndividual functionalareaorlocationmostlikelytoListenreceptivelyProvideyouwithinformation TheIndividual functionalareaorlocationmostlikelytoPerceiveproblemsanddissatisfactioninanareawhereyoucanhelp TheIndividual functionalareaorlocationmostlikelytoApproveactionPreventactionInfluenceaction TheFocusofReceptivity EasieststartingpointforyouraccountpenetrationThereasonwhytheywanttolistenObjectiveofsalestofocusonreceptivityFindoutinformationGainaccesstofocusofdissatisfaction DangerofFocusofReceptivity DonotmisinterpretedtheinterestasprogressRememberyourstrategicobjectiveis Information Access DangerofdistractionDangerofmisinterpretationDangerofpresentation MovingFromReceptivitytoDissatisfaction ObjectiveofFocusonReceptivityGainaccesstopersonorfunctionwhoprobablynotsatisfiedUseSPINSituationalquestionE GDoyouknowanybodyinyourcompanywho sexperiencingproblemsinthisareas Lesssuccessfulsalesconcentratedonimpressingthereceptiveperson FocusofReceptivity FocusofDissatisfactionandFocusofPowermaybesameperson IdentifytheFocusofDissatisfaction Mindsettosetyourproductinproblem solvingtermstoallocatefocusofdissatisfaction SPINQuestioningSkills Influencethefocusofdissatisfaction TheobjectiveofinfluencethefocusofdissatisfactionUncoverdissatisfactionanddevelopittoapointwherethecustomerwantstotakeactionUsethedissatisfactionyou vedevelopedtogainaccesstothedecisionmaker eitherdirectlyorbyusingyoursponsortosellonyourbehalf SPINCallPlanningForm MovingtotheFocusofPower IdentifythefocusofPowerDirectorindirectinterfacewithfocusofPower SellingattheFocusofPower What stypicalcharacteristicsofexecutiveorhighlevelmanagerNormallybusyObjectiveoriented valuedrivenConfidenceDangerofsellingatthefocusofpower FailuretodohomeworkFailuretotakecontrolPrematuremeetingInappropriateexpectations WellPrepared UnderstandingyourcustomerisKEY ExperienceSharing HowtomakeanappointmentwithVIP SetappointmentwithdecisionmakerisdifficultHowtogetthefacetofaceopportunitiesHomework dollarizethereasonwhythecustomershoulddothebusinesswithyou Sendafourorfivesentencelettertothecustomerdetailingthedollarizedbebefitoftheproductandpromisingafollow upphonecall TheobjectiveoftheletteristoletthecustomertakethephonecallWhenyouhavethecustomeronthephone suggestameeting thenask isTuesdayatthreeOK HowaboutnextFridayatthree OK great themeetingwilltakeabouttwentyminutes Seeyouatthree thanks Thisistypicalakillersalesquestionbecauseitleadstothatpreciousappointmentover90percentofthetime DevelopYourAccountEntryStrategy First Decidewhoislikelytobemostreceptivetoproductorserviceslikeyours Approachreceptivityandaskformeetingandeasereceptivityfearsonhardselling UncoverinformationduringthemeetingLocatethefocusofdissatisfaction setupthemeeting prepareaquestionlistwhichyou llasktouncoverpotentialdissatisfactionConductseveralmeetingwithyourcontactatthefocusofdissatisfaction You llneedtomeetotherindividualsinordertojustifyinvolvingpeopleatthefocusofpower TheobjectiveofthephaseistodevelopsatisfactionDevelopasponsoratthefocusofdissatisfactioneitherintroduceyouorrepresentyouatthefocusofpower CaseStudy Howtopenetratetoamedicalaccounttosellyoufinancesoftware Assumeyouaresalesrep inafinances wcompany aShanghaiStockExchangelistedcompanyopenedanewfactoryinyourterritoryin2002 yougetinformationthatthefactorywillhaveanewprojecttostandardizeitsfinanceoperation youcompanyareoneof2topplayersinthearea Developyouaccountpenetrationstrategies Theobjectiveistogainbidrightfortheproject 如何让你的客户需要你认识需求阶段策略 认识需求阶段 Agenda ObjectivesfortheRecognitionsofNeedsPhaseUncoveringDissatisfactionSettingYourObjectivesPlanningYourQuestionsAskingSituationQuestionsAskingProblemQuestionsHowProblemsAreDevelopedSellingtotheFocusofDissatisfactionGainingAccesstoDecisionMakersSellingIndirectlytoDecisionMakersPrepareYourSponsorNeedpayoffQuestionsTheSPINQuestioningStrategy 认识需求 客户意识到有新的购买需求 策略目标 发现不满扩大不满根据客户的不满提供解决方案 RecognitionofNeeds Theaccountrecognizesthataneedexistswhichjustifiesapurchasingaction StrategicObjectives UncoverdissatisfactionDevelopdissatisfactionSelectivechanneldissatisfaction ObjectivesfortheRecognitionofNeedsPhase Uncoverdissatisfaction Becausewithoutdissatisfactionthereisnoreasonfortheaccounttobuy Developdissatisfaction Thedissatisfactionyouuncoverwillincreasetoalevelofseveritythatcausestheaccounttomakeadecisiontoact Selectivechanneldissatisfaction Thepeopleintheaccountselectivelyfeeldissatisfactioninthoseareaswhereyourproductsandservicesprovidethemwiththebestsolutions UncoverDissatisfaction Howtouncoverdissatisfaction AskQuestionstocustomer Pre stepofaskingquestion Whatproblemyourproductcansolvecustomer sproblem Notonlytechnicalfeatureofyourproduct thinkaboutbusinesspartofyourproductcanhelpthecustomer SetyourcallobjectivesBuilduprelationshipwithspecificfocuspeopleCollectthespecificinformationwhichcanhelpyoumovingforward Objectiveshouldbespecificandmovingforward PlanYourQuestions TwotypesofQuestionsSituationQuestionQuestionsthatcollecteffectsabouttheaccountandindividualwithinit TypicalQuestion Doyouownthesystemorleaseit ProblemQuestionQuestionsthatprobeforproblems difficulties ordissatisfaction TypicalQuestion Whatpartofoperationgiveyouthemostdifficulty FromPsychologypoint thecustomergetmoremotivatedwhenyouaskproblemquestions Planningmoreproblemquestionsismoreeffectivewaytofulfillyourcallobjectives AskingSituationQuestion DoyourhomeworkAnnualReport MediatogetbasicinformationUsethefocusofreceptivityAsksituationquestionofpeopleatfocusofreceptivity thusnotwastetimeinaskingbasicfact findingquestions SpreadthequestionsDonottrytoaskallyoursituationalquestiononetimeEarntherighttoasksituationquestionThemotivationofcustomeransweringyoursituationquestionisyoucanhelpcustomertosolvetheproblem Somakeitclearyourquestionsaremotivatedbyaninterestinthebuyer sproblemsandoutofadesiretohelpsolvethem AskingProblemQuestions Smallsalesituation thesalecanbefinishedwithinasinglecall StrategicObjective TouncovertheproblemwithproblemquestioningskillsLargesalessituation thesalearemorecomplicated StrategicObjective Todeveloptheproblemsafteryouuncoverthem HowProblemAreDeveloped Afteryouuncoverdissatisfactionwithsituationquestionandproblemquestion beforeyoushowwhereyouproductcansolveoralleviatetheproblem youneedtodeveloptheproblem Thetoolisimplicationquestion Implicationquestion Questionsthatexplore