中英对照Strategic.ppt

1、1,MICHIGAN密歇根,ROSS SCHOOL OF BUSINESS罗斯商学院,Strategic Sales Leadership 战略销售领导力,John F. Monoky,2,Session Philosophy/Outcomes 课程理念及成果,Reality Check.Suspend Judgment 审时度势保留判断 - Culture: “Sacred Cows Make the Best Hamburgers” - 文化理念：“圣牛的肉做出的汉堡味道最美”（语出马克吐温，意指没有什么神圣不可侵犯，大胆地创新改革吧） Process FocusContent is Yo

2、urs 重视过程内容由您自行决定 - Insanity: “Doing the same thing over and over again but expecting different results.” - 极端愚蠢的行为：“一遍一遍地做着相同的事情，却期待能有不同的结果。” - Focus: “We can do anything but we cannot do everything” - 专注：“我们可以做任何事情，但却不能什么都做。” - Priority: “Busy does not equal productive” - 优先顺序：“一味地繁忙未必最具产能。” Clean

3、Sheet of PaperTransformation of Sales Efforts 一张白纸销售活动的转型 - What should my short term/long term strategies look like? - 我的短期（或长期）战略应该是怎样的？ - Take homeActionable Recommendations/ROTI! - 带回家可实施的建议或时间投资回报ROTI！,3, ,7-27-06 2006 Scott Adams, Inc./Dist. By UFS, Inc., Scott Adams, Inc./Dist. By UFS, Inc.,4

4、,Top Factors for Boosting Sales Professionals Creativity 推动销售专员创造力的主要因素,Working alone独自工作,Dancing跳舞,Nerves胆识,Activity活动,Deadlines最后期限,Felling情感,Baths沐浴,Drugs药物,Acceptance接受,Awakening觉醒,Wealth财富,Boredom无聊,Travel旅行,Sunshine阳光,Customer needs客户需求,Children儿童,A stiff drink烈酒,Permission许可,Joy欢乐,Being alone

5、独自一人,Colleagues同事,Happiness幸福,Fresh air新鲜空气,Vacation假期,Listening收听,Introspection反省,Blank pages空白页,Love爱,Stress应力,Ego自我意识,Honesty诚实,Relaxation放松,Money金残,Health健康,Thought思想,Dreams梦想,Desire欲望,Need to win 要取得胜利,Networking连网,Eating饮食,Experience经验,Brainstorming头脑风暴,Writing写作,Friends朋友,Courses课程,Rest休息,Fit

6、ness健康,Thinking思考,Family家庭,Talking a walk散步,Time时间,Music音乐,Goals目标,Feedback 意见反馈,Reading 阅读,会谈,Meditation 沉思,Study of 288 B2B Sales Managers and Directors in three industries: logistics, consulting, manufacturing. All had been selected because they exceeded their units quotas for two consecutive yea

7、rs (2006, 2007). 向288位B2B销售经理和销售主管取经，他们分别来自三个行业：物流、咨询以及制造。所有精选的销售经理和主管均已连续两年（2006年和2007年）超额完成了其业务部门配额。,The larger the circle and word, the more significant was the influence in explaining why the sales leaders were better able to be more creative in solving problems or finding solutions. 为什么销售负责人在解决

8、问题或寻求解决方案的过程中最好能够具有更大的创造力？上面以图示形式阐释了这个问题，圆圈和字体越大，则表明该因素的影响力越大。,5,Red Oceans versus Blue Oceans 红海市场（现有产业）与蓝海市场 （目前看不到的产业）,6,Sales Leadership Pyramid 销售团队领导层级金字塔,Sales Leadership 销售团队领导层,Sales Management 销售团队管理层,Sales Execution 销售团队执行层,C Level 首席层级,Sales Mid- management 销售团队中级 管理层,Field Sales Managem

9、ent 区域性销售团队管理层,Field Sales Execution 区域性销售团队执行层面,Role 角色作用,Link customer value to mission, market and sales plans 将客户价值同任务使命、市场以及销售计划联系起来 Alignment of functional silos to support sales function 统筹调整各个营销功能部门，从而为销售功能部门提供支持 Create sales culture and reinforcement components 创建销售文化以及巩固要素 Set implementati

10、on road map 制定实施蓝图,Translate strategic and market plans to sales strategies 将战略及市场计划转化为销售策略 Structure sales and service organization 构建销售和服务组织 Facilitate development of human sales capital 协助人员销售资金的拓展 Develop metrics and feedback tools 制定指标度量工具和反馈工具 Provide enabling tools and training support 提供能动工具

11、以及培训支持,Translate sales strategies to execution plans 将销售策略转化为实施计划 Grow a competent and motivated sales team 发展壮大富有竞争力且干劲十足的销售团队 Develop and reinforce selling process 制定并巩固销售流程 Develop budgets and forecasts 编制预算并做出预测 C level selling 首席级别的销售,Execute sales strategies at the territory and account levels

12、 按照地域及核算标准执行销售策略,7,Current Issues in Sales Management 销售团队管理层中当前存在的问题,What are the current issues facing your organization in the sales area? 您的公司当前在销售区域中遇到了什么样的问题？ - Take ten minutes to list your perception of the pressure points facing you and your firm - 请花10分钟的时间，列出您认为的您和您的公司现在所面临的压力点。 What is t

13、he difference between “sales leadership” and “sales management”? If any 销售领导和销售管理有什么区别？（如果有） Characterize a successful sales leader 请描述，一位成功的销售团队领导者应该具备什么样的特质,8,Managers versus leaders 管理人员与领导者,Managers have employees 销售经理手下有员工 Managers react to change 销售经理对变化做出反应 Managers have good ideas 销售经理拥有好主意

14、Managers communicate 销售经理善于沟通 Managers direct groups 销售经理指挥团队 Managers try to be heroes 销售经理争做英雄 Managers take credit 销售经理风光无限 Managers exercise power over people 销售经理对员工行使权力,Leaders win followers 领导者赢得属下 Leaders create change 领导者创造变化 Leaders implement them 领导者让这些好主意得以实施 Leaders persuade 领导者擅长说服 Lea

15、ders create teams 领导者创建团队 Leaders make heroes out of those around them 领导者让英雄脱颖而出 Leaders take responsibility 领导者承担责任 Leaders exercise power with people 领导者与人分享权力,9,The Top 6 Sales Themes 6条最重要的主题销售思想,What do our clients think of us , and why? 我们的客户对我们的印象如何？为什么会产生这样的印象？ How do we keep them happy and

16、 loyal? 我们怎样才能赢得他们的欢心和忠诚？ Where do we find new customers? 我们要到哪里去找新客户？ How do we get them to buy from us? 我们怎样才能让他们从我们这里购买？ How do we know what we dont know? 我们要怎样获取那些未知的信息？ How do we all this profitably? 我们如何做所有这些并且盈利？,10,MICHIGAN密歇根,ROSS SCHOOL OF BUSINESS罗斯商学院,“What Are You Prepared to DO?”,“你准备做

17、些什么？”,Sean Connery 肖恩康纳利,The UNTOUCHABIPS,铁面无私,11,“圣牛肉”部分练习,分组合作练习 每人论述一条与销售相关的“圣牛肉” 在每个小组的论述当中挑选出您想要做出变动的一条 提供一个可以制做出美味汉堡的解决策略,Sacred Cow Exercise,Work in your teams Discuss one sales-related sacred cow for each person In each team, pick one that youd like to change Offer a solution strategy to mak

18、e the hamburger,12,当今的现状,TODAYS REALITIES,MICHIGAN密歇根,ROSS SCHOOL OF BUSINESS罗斯商学院,13,一般的销售队伍都面临着如下的挑战：,Restructuring the sales organization /对销售机构进行重组,为销售人员提供更好的培训和发展机遇,将电子商务（国际互联网）整合到渠道战略中,Changing processes or organizational structure to be successful at global sales opportunities /为在全球范围内的众多销售机会

19、中取得成功，对流程或组织结构做出调整,Merging the sales organization with that of another company or business /将销售机构同其它的公司或相关业务合并,Compensating the sales force for sales madethrough the Internet /为通过国际互联网实现销售的团队提供补助,资料来源： 美国翰威特咨询（Hewitt Associates）,General Sales Force Challenges,Retaining high performing salespeople/留住

20、表现优异的销售人才,Recruiting high performing salespeople/招募将会表现优异的销售人才,Improving communication technology, reporting systems, data access, sales automation, etc对通信技术、报告 系统、数据存取以及销售自动化等做出改进,Improving productivity/提高生产力,Providing salespeople with better training and development,Integrating e-commerce (Interne

21、t) into channel strategy,Source: Hewitt Associates,14,米勒黑曼（Miller Heiman）销售效率研究： 销售人员面对的最常见问题,很难从单纯产品销售中解脱出来，同客户一起创造价值 折扣降价的压力始终非常大 识别并抓住恰当销售机会的效率低下 难以触达高层级的决策者 预测不准确,Miller Heiman Sales Effectiveness Study: Top Issues Facing Sellers,Difficulty creating value with customers instead of simply selling

22、 products Discounting pressures are at a all time high Ineffective at identifying the right sales opportunities to pursue Difficulty reaching high level decision makers Inaccurate forecasts,15,商品化的驱动因素,客户对成本缩减与生产力提升的重视 众多竞争对手更快的跟风速度 高价值业务职能的“第二波”外包 采购部门职能的专业化 基于Web的采购工具 其它 ?,Drivers of Commoditizati

23、on,Customer emphasis on cost cutting and productivity improvements Faster product replication by competitors Second Wave outsourcing of high-value business functions Professionalization of procurement function Web based procurement tools Other ?,16,美国采购杂志100强/采购可控总支出额,支出额 （单位：百万美元）,总支出额,采购可控的支出额度,采购

24、可控的支出额占45%,采购可控的支出额占45%,Purchasing Magazine Top 100/Total Spend Controlled by Procurement,Spend (millions of US dollars),45% of spend is controlled by Procurement,Spend Controlled by Procurement,Total Spend,85% of spend is controlled by Procurement,17,风云际变的销售背景,买家的行为方式日渐不同，而且需要销售组织完成的工作也越来越难,提升产品线的宽

25、度、产品的复杂度并加强对新型市场的介入 配额已经大大增加 给予销售人员的销售支持较少 绩效要通过更努力的工作获得,领先于市场份额百分比的下滑，促成了初步会议，从而引发出正式的讨论，进而再引领销售的方向,资料来源： Barry Trailer and Jim Dickie, Understanding What Your Sales Manager is Up Against, HBR, 2006,The Changing Selling Context,Buyers are behaving differently and the work required of the sales orga

26、nization is becoming more difficult,Increases in product-line breadth, product complexity 660 units, 52.8% GM; the incremental 60, 81.2% GM,50,供应商如何盈利,长期成功是消耗不断增长的工厂生产能力的持续增长的功能 SOM（Semantisches Objektmodell，商业流程模型的一种优化方法）增长远不止于销量上的增长 SOM领先者拥有最低的单位生产成本 规模效益以及生产能力利用系数 对于市场领导者来说，价格与利润相结合的杠杆非常有力 经销商必须要

27、壮大供应商的业务，从而维持并增强此杠杆的效力,How Suppliers Make Money,Long term success is a function of continuous growth consuming growing plant capacity SOM growth not just sales growth - SOM leaders have lowest per unit production costs - Economies of scale and capacity utilization - Combination of price Mass customi

28、zation Distributors, this means selling services with outstanding people Mfgrs do not understand this unique capability of distributors Customers value the relationships with distributor people throughout organization This distributor competency creates a unique switching cost and customer loyalty b

29、eyond the products carried,58,所有的一切都是关于人,经销是一种具备以长久信任为基础的相互关系的人际业务 在经销出现的早期阶段，最重要的是同生产商的关系 今天的情形可能刚好相反长期的资本是与客户的关系，而不是同生产商的关系 新的渠道 收购及合并,“It is all about the people”,Distribution is a people business with long term trust based relationships During the early days of distribution the important relatio

30、nship was with the manufacturers The opposite may exist today-the long term asset is the customer not the manufacturer relationship New channels Acquisition and mergers,59,合法的为实现共同目标而采用不同方式的法则,双赢已成为过去，而共同繁荣（如果曾经存在过）也如同梦呓一般 经销商和生产商两方都不愿意成为业务合作伙伴 任务不同 职能不同 出发点： 开放交流、澄清立场，之后再依此行事,Legitimate Law of Cros

31、s-purposes,Win-win is dead and shared prosperity (if it ever existed) was a part of the fantasy Neither the distributor nor the manufacturer wants to be partners Jobs are different Functions are different Starting point: open communications, clarify positions and then live by them,60,合法的为实现共同目标而采用不同

32、方式的法则,共同繁荣存在的问题 生产商要求品牌集中、唯我独尊 经销商要求产品组合品类尽可能繁多 客户要求低价且快速的服务 构成渠道的各个要素都必须通力协作来满足客户，然而，每一方却又都需要盈利来维持并壮大他们自身的业务 “如果每一方都赢利了，那么就是客户受损了”,Legitimate Law of Cross-purposes,What happened to shared prosperity? Manufacturers want brand focus Distributors want large variety in product portfolio Customers want

33、low prices and quick service All components in the channel must work together to satisfy the customer, yet everyone needs to make a profit to sustain and grow their business “When everyone wins, the customer loses”,61,Legitimate Law of Cross-purposes合法的为实现共同目标而采用不同方式的法则,大卖场革命： 沃尔玛（Wal-Mart） to estab

34、lish brand visibility; to help set brand expectations; to help develop integrated campaigns (advertising, promo, publicity, PR, eMarketing)and really to help ensure that the organization can sell more stuff to more people (e.g., increase in revenues, margins, market share) Sales goal - Is to find ne

35、w customers, service them, and build relationships in a way that makes increases their satisfaction and loyalty to the companys products, services, and brand.,109,What Sales Really Needs From Marketing销售真正需要市场营销做的是 什么,高质量，促进发展的引领 - 来自某个近期贸易展览的217个意向者清单，那么这将是市场营销的一个恶梦 强大的价值主张 - 如果缺乏强有力且引人注目的价值主张，则会比其

36、它因素更加损害销售努力 如何实现可量化、可测量的业务结果？ 他们如何才能达成其不断增长的目标？ 其它的公司是如何实现显著突破的？ 理解客户的现状 - 现状的说明 - 问题分析 - 决策者的总体看法,资料来源： What Salespeople Really Need from Marketing: 电子版本作者为Jill Konrath, ,High quality, well nurtured leads - A list of 217 people who expressed interest at a recent trade show is a nightmare in the mar

37、keting Strong value propositions - The lack of powerful, compelling value propositions hurt more sales efforts than any other factor How to achieve quantifiable, measurable business outcomes. How they can reach their ever-increasing objectives. How other companies have achieved significant breakthro

38、ughs. Understanding of the customers status quo - Status quo scenarios - Issue analysis - Decision maker overview,110,What Sales Really Needs From Marketing (continued)销售真正需要市场营销做的是 什么 （续）,触发事件认知。 即指那些能够形成对您公司的产品和服务的迫切需求的突发事件，比如： 领导层更换 新的管理导向 第三季度盈利很差 合并或收购 大的机构精简或人员改组 5.诱人的语音信箱策略 - 市场营销团队需要先测试一下语音信

39、箱策略，之后再交给销售团队去实行 - 大多数的销售人员都对如何使用语音信箱一无所知,资料来源： What Salespeople Really Need from Marketing: 电子版本作者为Jill Konrath, ,Triggering event awareness. Those occurrences that create an immediate need for your companys products or services, for example: Changes in leadership New management directions Bad 3rd

40、quarter earnings Mergers or acquisitions Major downsizings or reorganizations Enticing voicemail strategies - Marketing needs to test the voicemail strategies before handing them off to the sales force - Most sellers dont have a clue what to do with voicemail,111,What Sales Really Needs From Marketi

41、ng (continued)销售真正需要市场营销做的是 什么 （续）,清除常见的障碍 - 营销需要给一种全新的方式来处理如下的客户意见 我们不需要该领域的任何产品和服务。 我们已经同xxx公司合作了。 如果贵方不在授权的供应商名录内，我们免谈。 我们现在太忙了。 你们公司太 7. 销售工具及活动计划 - 营销部门需要创建大量的项目放入销售人员的客户活动计划。 例如： 信件模板 电子邮件模板 案例研究 具体的报告 白皮书,Addressing common obstacles - Marketing needs to give them fresh new ways of dealing wit

42、h comments such as: We dont have any needs in this area. Were already working with xxx. If youre not on the approved vendor list, we cant talk. Were too busy right now. Your company is too Sales tools you can gain customers 您将会丢失老客户；同时您也可以赢得新客户 You need both valid (i.e. measures what it is supposed

43、to) and reliable (i.e. repeatable and consistent) information to make good decisions 您需要既有效（即对猜想做出估量）又可靠（即可重复又一致）的信息，从而制定好的决策,145,The VALUE Model: 价值模型：,The Players 参与方,Activities and Costs 活动及成本,Value 价值,Customer 客户,146,The VALUE Model: 价值模型：,The Players 参与方,Customer 客户,List all entities involved i

44、n flows of: 1. 列出参与下述流程的所有实体：,Product 产品 Information 信息 Money 货币 Services 服务,You may not be at the “top” of the chain. “Customer” may not be the end user, though end users ultimately drive the need for any value chain. 您可能不处在价值链的顶端。 虽然终端用户是推动所有价值链条的终极力量，但客户可能不是终端用户。,147,The VALUE Model:价值模型：,The Pla

45、yers 参与方,Customer 客户,Activities and Costs 活动及成本,Which activities are performed by each member of the chain? 这个链条中的每位成员都实施了哪些活动？ What cost does that add at each stage along the way? 一路走来，那些活动在每个阶段增加了哪些成本？,148,The VALUE Model: 价值模型：,The Players 参与方,Customer 客户,Activities and Costs 活动及成本,Value 价值,Do th

46、ese activities Create benefits, or PAIN POINTS? 这些活动是否创造出了利益，或是找到了缺陷？,149,The VALUE Model: A “product” 价值模型： 某种“产品”,The Players 参与方,Activities and Costs 活动及成本,Value 价值,Raw Material Producer 原材料生产商,Basic Inputs: $.05/sq. ft. 基本生产资料： 每平方英尺0.05美元,Low cost, Reliable supply 低成本且可靠的供应,Siding Producer 侧板生产

47、商,Product Inputs: $.05/sq. ft. 创造的产品： 每平方英尺0.50美元,Product Form 产品形式,Wholesale Distributor 批发经销商,Supply Chain Logistics $.60/sq. ft. 供应链和物流 每平方英尺0.60美元,Form and Place utility 形式及空间效用,Building Material Retailer 建筑材料零售商,Retail Services $.90/sq. ft. 零售服务 每平方英尺0.90美元,Brand image, Assortment, Credit 品牌形象、

48、分类、信用,Building Contractor 建筑承包商,Installation, Finish $1.50/sq. ft. 安装、饰面每平方英尺1.50美元,Image, Expertise, Assurance 形象、专业、保证,Home Owner 家中的主人,Pays for The Outcome 支付产出成品,Pride in homes appearance 为家的外观而感到荣耀,150,The VALUE Model: A “Service” 价值模型： 某种“服务”,The Players 参与方,Activities and Costs 活动及成本,Value 价值

49、,Temp Agency 临时机构,Fields work force 现场工作队伍,Flexible, low Cost staffing 灵活且低成本的职员安置,Contract Labor For Surveying 用于调查的合同工人,Calls respondents And records raw data 电话应答以及原始数据记录,Work completed quickly 快速完成工作,Marketing Research Firm 销售调研公司,Data informs Creative execution 数据资料创意执行,Targeted, timely advice

50、定位精准且及时的建议,Ad Agency 广告公司,Creative services Media buying 创意服务媒介购买,One-stop expertise 一站式专家,Client 客户,Need for Increased exposure 需要不断增长的曝光率,Increased profits From exposure 曝光增多带动利润增长,151,Ways To Improve The Value提升价值的方式,Reduce the costs without reducing benefits 在不缩减客户利益的前提下降低成本 - Reduce the costs b

51、y more than the reduction in benefits - 靠多于客户利益的缩减来降低成本 Increase the benefits without increasing the costs 提升客户利益而不增加成本 - Increase the benefits by more than the increase in costs - 提升的客户利益高于增加的成本 relative to the alternatives available through competitive value chains 通过竞争的价值链证明可用的其它相关替代方式,152,Discus

52、sion on Centra Software Case Centra Software公司案例探讨,Acquired Centra in 2006 Centra公司于2006年被收购,153,问题,我们知道Centra公司在销售什么，但是它的客户真正购买的是它的什么？ Centra公司是否需要一个能够告诉它选择哪些客户的战略？或者说它是不是应该在鱼咬钩的地方钓鱼？ 是否应该在所有的种渠道中，将所有的种产品销售给所有的客户？或者说Centra公司是否应该瞄准一些产品和渠道，并将其投入某些细分市场？ 你会如何去解决Reed公司和Lesser公司就如何部署销售团队和电话销售团队的争端？,Quest

53、ions,We know what Centra is selling, but what exactly have its customers been buying? Does Centra need a strategy to tell it which customers to select, or should it fish where the fish are biting? Should all three channels sell all three products to all customers, or should Centra target some produc

54、ts and channels to some segments? How would you resolve the dispute between Reed and Lesser on how to deploy the sales team and telesales team?,154,密歇根,罗斯商学院,市场营销战略,销售团队执行,Marketing Strategy Sales Force Execution,155,市场营销战略,市场营销管理,销售管理,市场营销/销售分界面,市场营销战略,销售团队的角色,销售团队的期望行为,销售管理 政策,现场活动销售及监管,执行,计划,Impl

55、ementation,Planning,Marketing Management,Sales Management,Marketing/Sales Interface,Marketing Strategy,Sales Force Role,Sales Force Desired Behaviour,Sales Management Policies,Field Action Selling and Supervision,156,市场战略所蕴之意涵,Strategic implications 战略意涵： - Role 角色作用 What role will the sales force p

56、lay in implementing strategy? 销售团队在执行战略中扮演什么角色？ - Function 职能 What functions will the sales force be required to perform? 要求销售团队履行哪些职能？ - Competencies 能力 Does the sales force have the knowledge and skills required to perform the functions? 销售团队是否具备履行这些职能所需要的知识和技能？ - Size 规模 How many salespeople will

57、 be required to implement the strategy? 实施该战略需要多少销售人员？ - Deployment 部署 How will the sales force be expected to invest its time? 希望销售团队如何投入其时间？ - Organization 组织 How will the organization be structured? 组织如何架构？ - Territory structure 地域架构 How will the sales territories be set up? 销售地域如何设定？,Implication

58、s of Market Strategy,157,市场战略所蕴之意涵（续）,战术意涵： 培训/指导 需要何种发展来达到所期望的能力层级？ - 薪资/激励计划 我们如何奖赏或激励销售团队？ - 绩效评估 我们如何评估销售团队的绩效？ - 招募与遴选人才 我们如何确定销售团队是否配备了合适人员？ - 监控部署及成功状况的工具 我们如何了解？,Implications of Market Strategy (continued),Tactical implications: - Training/coaching What development is required to meet the de

59、sired level of competency? - Compensation/motivation How will we reward/incite the sales force? - Performance evaluation How will we assess the performance of the sales force? - Recruitment and selection How will we determine that the sales force is staffed appropriately? - Tools for monitoring deployment and success How do we kn