麦肯锡_大客户营销谋略（159页ppt）.ppt

大客户销售谋略,2003.10-11-10-12,ObjectiveofWorkshop,UnderstandCharacteristicsofMajorAccountSellingStrategiesinWholeLifecycle,thustoShortenbid-to-winratioShortensellingcyclesMinimizediscountsandnegotiatedconcessionsEstablishclear,uniquebusinessvaluewiththecustomersReducesellingcoststhroughmoreeffectivesalesstrategiesIncreasesalesperemployee-Developexpectedrelationshipwiththecustomers.Eg.StrategicPartnershipetc.,Agenda,Day1HowtheCustomerMakeDecisionsSPINQuestionStrategyAccountEntryStrategyUnderstandYourCustomerObjective;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?WhatsyourpresentERPsystem?ProblemQuestionsQuestionsthatuncoverproblems,difficultiesanddissatisfactions.E.g:AreyouhappywithexistingERPsystem?DoestheexistingERPsystemhasreliabilityproblems.?ImplicationQuestionsQuestionsthatexploretheconsequencesorimplicationsofcustomersproblemE.g.DoesthisproblemleadstoincreasedcostsAsaresultoftheproblem,dowegetmoredowntime.Need-payoffQuestionsQuestionsthatexplorethevalueorusefulnessofsolvingaproblemEg.Whyisitsoimportanttoyou.?Woulditbeusefulif?,ImpliedNeeds,ExplicitNeeds,Benefit,Advantage,Features,ImpliedNeedsStatementbythecustomersaboutproblems,difficultiesordissatisfactionswiththeexistingsituation.Eg.Ialwaysgetbehindschedule.Wehavebeenlostalotofmoneyinthisarea.ExplicitNeedsStatementsofacustomerswantsorintentions.Eg.WhatIneedisIwantsometoBenefitsStatementswhichshowhowaproduct,aproductfeatureoradvantagemeetexplicitneedwhichhasbeenstatedbythecustomer.Eg.Youhavesaidyouneedfastturnaround,wecangiveittoyoubytheendofthemonthAdvantageStatementshowinghowaproduct,productfeaturecanbeusedorhelpthecustomer.Mostadvantagescanbeexpressedintheform:becauseoffeature,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:OrganisationStructureUSAembargolistedcountries,licenseetc.Strategicadvicetodealwithshowstoppers.Toverifythebarrierisgenuinelyashowstopper.Dealwithshowstoppersrelativelyspeedily.ShowstoppersaretheonlythingsyoushouldnegotiateduringtheRecognitionofNeedortheEvaluationofOptionsPhases.,RightTimeforNegotiation,Noconsequence,noshowstopper.QuestionsaskingyourselfbeforenegotiationDoIhaveauthoritytoveryterms?Donotgivethecustomersignsyoucanchangeeverything.?,Negotiation,Anattemptbytwoormorepartiestoreachanagreementwhenthefollowing3conditionsarepresentBothpartiescanverythetermsTheresourceisscarceAgreementandconflictexistsimultaneously,TheOverlappingCirclesofSalesNegotiation,WhatYouWant,WhattheCustomerWants,WhatYouWant,WhattheCustomerWants,WhatYou/CustomerWants,EverySalesnegotiationlookslikethis,Notanegotiation;nocommonground.,Noneedfornegotiation;totaloverlap.,Short-termversusLongTerm,Somenegotiationisaroundmaximizeshorttermadvantageoverapersonyoullneverseeagain.LikeLongDistanceBus;TrainStationorAirportThisisapurelyrarecaseMostofnegotiationisarounddevelopingasolidbasisforfuturebusiness,longterm.,FiveUsefulWaysinNegotiation,FocusonareasofmaximumleverageEstablishandNarrowRangePlanandusequestionsSeparateunderstandingfromagreementRigorouslytestformisunderstandingPlannedConcession!,Focusonareasofmaximumleverage,Understanddecisioncriteriawillledsalesrep.tounderstandwhichconcessionareaswilloffermaximumleverage.Alwaysaskingquestionthat“howimportantwillconcessionbetothiscustomer?”Besidesprice,quality,delivery,customersupport,trainingwillbeotherareasofmaximumleverage.Thinkabout5minutes,givealistofdecisioncriteriaofcustomer,prioritythem,andplanyourconcessionforyourcomingnegotiation.,EstablishandNarrowRanges,Setarange,graduallynarrowtherange,untilbothpartiescanagreeonafixedpointwiththecustomer.Why,Psychology,LogicwayofconcessionSetyourupperandlowerlimitsRefineyourupperlimitsintermsofcustomerexpectations&competitivestrengthThecustomermaywalkawayfromthenegotiationanddecidenottonegotiatefurtherbecauseyourpositionisunrelistic.Youmaycreateacredibilitygap.Ifyouinitialpointistoohigh,youmaybecomevulnerabletocompetitionRefineyourlowerlimitsinthesamewayinordertoarriveatrealisticrangeYoumaybegivingawaymarginsIfyoulowerlimitsistoolow,youmaycreateappetiteforfurtherconcessions.Ifthebottomstoolow,thenyouvenowaytogo.Negotiate,startingatthetopofyourrealisiticrangeandmakingconcessionsinincreasingsmallerincrementsuntilyoureachagreement.StartatornearthetopofyourrangeMakeconcessionsinsmallincrementalSignalthebottombymakingincreasingsmallerconcession.,PlanningandUsingQuestions,QuestionsrevealneedsQuestionexposeproblemsQuestionrevealstrategicinformationQuestioncontroldiscussionQuestionsareanalternativetodisagreementQuestionsgivethinkingtimeSPINQuestionSkills,PlanYourQuestionInAdvance,UncoverInformationRevealUnderlyingNeedsExposeProblemGetagreement,OthersforNegotiation,Separateunderstandingfromagreement.RigorouslytestingformisunderstandingAdvicefromskillednegotiatorsMakesurethateachkeypointinanagreementisclearlyunderstoodbybothsides.Anypointtodelicatetostanduptorigorousdiscussionduringthenegotiationwillneversurvivethestrainofimplementationafterit.Ambiguitiesworsenlikeacancer,anambiguityduringthenegotiationgrowsintoamisinterpretationafterward,thusinturn,growintothemostfatalofallnegotiatingillnessesmistrust.Youcannotundohistory,oncemistrustexists,thereislastingdamageWhenyouarenegotiating,neverletmisunderstandingorambiguitiesgounchallenged.,Summary,DifferentiatebetweensellingandnegotiatingDonottrytonegotiateConsequenceissuesFocusonareasofmaximumleverageEstablishandnarrowyournegotiatingrangePlanandUseQuestionSeparateunderstandingfromagreementNeverallowmisunderstandingtopersist.,Agenda,WhytheDifferenceBetweenSellingandNegotiationisImportantTheKeyRule:NegotiateLateNegotiation:ACostlyWaytoResolveConsequencesShowstoppersTheRightTimeforNegotiationEverybodyNegotiatesDefiningNegotiationStudiesofExpertNegotiatorsShortTermversusLongTermFocusingonAreasofMaximumLeverageEstablishingandNarrowingRangesSetYourUpperandLowerLimitRefineYourUpperLimitsRefineYourLowerLimitsNegotiatewithinYourNarrowRangesPlanningandUsingQuestionsPlanYourQuestionsinAdvanceSeparatingUnderstandingFromAgreementRigorouslyTestingforMisunderstandingWhyNegotiationsGoSourAFinalWordonNegotiation,Tips:EightWaystoNegotiatewiththeCustomerYouCanNotLose,Increaseyourcontrollablefactors,andclearlyunderstandthelowerlimityoucanaccept.Priceisnotonlyfactor,youcanconsidermoreonR&D,RFP,Shipment&Payment,themoreoptionyouhave,themorepossibilityyoucanwin.Whenyouareattacked,donotbeangry,listenfirst,tohavethecustomerclearlyexpresshisopinion,youwillgetmorevaluableinformationfromthecustomerconversation.Tominimizemistaken,andassurethecustomerthatyouarelistening,youshouldstoptimelyandsummarizeresultsbothentitiesachieved.Understandyourselvesneed,toomuchsympathytocustomerwillweakyourproblemsolvingimportanceandcauseconcession.Havethecustomerfocusedonachievingsuccessofnegotiation,andensuresolutionwin/winPutmostdifficultproblematlast.Highstart-uppoint,Slowconcession,alwayskeephighexpectationandremember,eachcompromisecreatesdifferentvalues.Donotbeemotional,donotconfrontwiththecustomer,andpointoutthecustomeremotionalresponseisnotacceptable.,RolePlay:FinalS/WDevelopmentContractNegotiation,如何确保持续的成功-实施与客户维护策略,实施阶段,Agenda,ObjectiveoftheImplementationPhaseStagesofImplementationMotivationDipAccountDevelopmentWhyisAccountManagementsoimportantFivesimplestrategiesforaccountdevelopment,ImplementationPhase,Inordertoachievecontinuoussuccess,salesrep.willinvolveimplementation,installation,aftersalessupporttosuccessdevelopthecustomerasexistinginstallbaseandloyalcustomerviaaccountmanagement.,StagesofImplementation,Result,Effort,“New-Toy”Stage,LearningStage,EffectivenessStage,Time,“NewToy”Stage:Afewsimplesuccesswithlittleeffort.LearningStage:Hardworkbutnotmuchtoshowforit.EffectivenessStage:FullResultsAchievedwithmuchlessefforts,MotivationDip,Levelofenthusiasm,Implementation,Thelevelofcustomerenthusiasmchangesduringtheimplementationprocess.,MotivationDip:CustomersenthusiasmDropoffrapidlyasthecustomersentertheLearningstage.,ThreeStrategiestoOvercomeMotivationDip,StartbeforethecontractissignedInvolvetheCustomerPutineffortearly.,WhyAccountManagementSoImportantWhyCustomersLeave?,“Relationships”areacriticalpartofretentionandloyalty15%ofcustomershavelefttofindabetterproduct15%ofcustomershavelefttofindalessexpensiveproduct20%feltalackofcontactandindividualattention49%saycontactfromthevendors/supplierspersonnelwaso