销售培训英文版

1、welcome to target account selling page 1.1 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 foc

2、us from tactical to strategic help you win by. focusing on the right issues with the right people at the right time page 1.2 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt program map opportunity assessment strategy politics alignment planning testing implementat

3、ion 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 page 1.3 2000 siebel systems, inc. all rights reserve

4、d. tas.std.ote.070.01.120597.060100.ppt sales return on investment level 1 level 2 level 3 productivity time entry tactical strategic competitive time and $ page 1.4 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt versatility level 1level 2level 3 focus orientatio

5、n repertoire finance relationships event product/service technology price operations process business services cost management outcome political solution value executive page 1.5 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt development status mode politics reso

6、urces performance considered reactive aware premature or excessive inconsistent level 1level 2level 3 preferred responsive agile timely therein lies their vulnerability. origin of strategy page 3.5 page 1.31 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt develop

7、flanking defend fragment frontal competitive strategies page 3.6 no compelling event or no ubv compelling event exists/or you can create one and you have ubv position attack page 1.32 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt frontal strategy definition a fr

8、ontal strategy is a direct approach based on the customers perception of your overwhelming superiority in solution, price or reputation. guidelines/caveats variations page 3.7 3:1 advantage requires size, speed or surprise resource intensive (#8) blatant/obvious most often used and easily defeated s

9、trategy features/price/performance proprietary technology whole product relationship/experience prestige comfort/security solutionreputation page 1.33 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt alter the rules flanking strategy definition a flanking strategy

10、shifts the focus of the customers buying criteria to new or different issues that favor your solution. guidelines/caveats variations page 3.8 dont play by their rules must have executive support make your move last dont open the “playing field” a b change or re-prioritize the criteria move the goal

11、post a a+1 expand the scope of the decision add new criteria (#6 and #14)(#6 and #14) acknowledge and expandalter the rules page 1.34 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt fragment strategy definition a fragment strategy divides the opportunity into smal

12、ler pieces and focuses the customer on a subset of the issues that you can address. guidelines/caveats variations page 3.9 must have ubv only you can deliver (#10) requires inside support (#11) pick the correct base for the future (#17) monitor the cost of sales (#18) department/location/function fo

13、ot in the door beachhead compatibility with current environment extend capacity enhance customers investment (1+1=3) nichepeaceful coexistence page 1.35 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt defend strategy definition a defend strategy protects your posi

14、tion from the inevitable assault from your competitors. guidelines/caveats variations page 3.10 expand your relationships to a higher level (#12) support your allies (#11) articulate your credibility (#12) and business value (#10) beware of self-isolation keep your eye on your competitors insulateis

15、olate improve your relationships (#9) support your allies (#11) extend your presence contain the competition create tangents/diversions dilute the competitors efforts page 1.36 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt develop strategy definition a develop s

16、trategy establishes a position for a possible future engagement. guidelines/caveats variations page 3.11 no compelling event (#5), or not in a position to compete establish presence for the future continue to collect profile data (1-20) focus on executive credibility (#12) qualify your roi (#18) no

17、compelling event (#5) establish a presence, listen and wait investment marketing not in a position to compete (#7) attractive future alternative (#10) requires inside support (#11) investdelay page 1.37 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt once you have

18、 initiated your strategy, it should remain fixed, unless there is a major shift in the profile information. you should have a single strategy for a single opportunity. strategy opportunity strategystrategystrategy opportunity a opportunity b opportunity c if there are multiple opportunities within t

19、he same account, you can have multiple strategies. strategy guidelines page 3.12 frontaldevelop flanking page 1.38 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt summary start do you have a 3:1 advantage? can you change or expand the buying criteria? can you find

20、 a profitable subset of the opportunity that you can win? do you have a position in the account that you must protect? is there future revenue (#17) or strategic value (#20)? disengage n n n y y y y y y n n frontal solution reputation flanking a b a a+1 fragment niche coexistence defend insulate iso

21、late develop invest delay is there a compelling event (#5) or can you create one? can you compete? (#6-#10) y n page 3.13 page 1.39 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt purpose provide you with a framework for analyzing the customers organization benefi

22、ts shorten your sales cycle by spending time with the right people discussing the right issues understand the customers politics so that you avoid surprises in the sales campaign broaden your view of the customers organization so that you can expand your presence output organization map of the custo

23、mers formal and informal organization politics 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 4.39 page 1.40 2000 siebel systems, inc. all rights

24、reserved. tas.std.ote.070.01.120597.060100.ppt principles introduction organizational structure formal you can deny the legitimacy of politics, but you cannot deny its existence. no one is saying that you have to play the game, but a game is being played whether you like it or not. political structu

25、re de jure/ex officio apparent necessary page 4.40 informal de facto subtle reality page 1.41 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt mapping the organization senior vp director of sales and marketing director of information services r&d manager mfg. manag

26、er systems manager operations manager sales manager product marketing manager page 4.41 step #1 micro view formal structure buying role adaptability to change your coverage your status senior vp director of engineering director of engineering r&d manager mfg. manager systems manager product marketin

27、g manager page 1.42 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt formal roles in the buying process userevaluatordecision-makerapprover ueda page 4.42 sponsor s page 1.43 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt senior

28、 vp director of sales and marketing director of engineering director of information services r&d manager mfg. manager systems manager operations manager sales manager product marketing manager mapping buying roles a d e e u e u e uuser eevaluator ddecision-maker aapprover page 4.43 page 1.44 2000 si

29、ebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt adaptability to change* innovatorsvisionariespragmatistsconservativeslaggards *originally developed by everett rogers, university of iowa and recently updated by geoffrey moore, inside the tornado. the “technology adoption

30、life cycle” model is used with mr. moores permission. page 4.44 page 1.45 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt what they buywhat you should sell adaptability to change what they want trials tests industry standards at low price with no risk state of the

31、 art revolution recognition enhancement or extension of existing systems investment protection innovators visionaries pragmatists conservatives laggards customized solution total solutions status quo not to be left behind evolution solve problems product excellence innovation future competitive adva

32、ntage return on investment guarantees proven expertise in solving similar problems page 4.45 page 1.46 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt mapping adaptability to change senior vp director of sales and marketing director of engineering director of info

33、rmation services r&d manager mfg. manager systems manager operations manager sales manager product marketing manager ap vdc ei e u v e u cel cconservative ppragmatist vvisionary iinnovator llaggard page 4.46 page 1.47 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.pp

34、t coverage no contact brief contact multiple contacts in-depth page 4.47 page 1.48 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt mapping coverage senior vp director of sales and marketing director of engineering director of information services r&d manager mfg.

35、manager systems manager operations manager sales manager product marketing manager ap vdc ei e u v e u cel page 4.48 in-depth multiple contacts brief contact no contact page 1.49 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt your status enemynon-supporterneutral

36、supportermentor x=+ page 4.49 page 1.50 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt mapping your status in the sales campaign influencerank function senior vp director of sales and marketing director of engineering director of information services a p= v =d no

37、nsppuorter neutral= + mentor enemyx supporter sales manager product marketing manager ei+ r&d manager mfg. manager e u v= e u c x systems manager operations manager e l= c page 4.50 page 1.51 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt influence 5 4 3 2 1 rank

38、 12345 rank vs. influence page 4.51 (formal) agileastute control outcomes aware wonder make things happen watch (informal) political structure inner circle page 1.52 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt mapping the political structure page 4.15 consulta

39、nts colleagues salespeople senior vp director of sales and marketing director of engineering director of information services r&d manager mfg. manager systems manager operations manager sales manager product marketing manager a p= v=d c ei+ e u v= e u cxel= page 1.53 2000 siebel systems, inc. all ri

40、ghts reserved. tas.std.ote.070.01.120597.060100.ppt influence director of sales and marketing director of engineering director of information services r&d manager mfg. manager systems manager operations manager sales manager product marketing manager v =d c ei+ e u v= e u c xe l= senior vp a p = con

41、sultants colleagues salespeople influence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries). authorityinfluence page 4.16 page 1.54 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt

42、 purpose identify how influence works in an organization identify the key characteristics of influence that differentiate those in the inner circle from those in the political structure construct relationship strategies to align with the most powerful people in the customer organization benefits sho

43、rten your sales cycle by spending time with the right people discussing the right issues enhance the quality of key relationships so that you can win the sales opportunity output relationship strategies for key people in the customer organization who can influence the buying decision alignment asses

44、s 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 5.54 page 1.55 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt indic

45、ators of influence individualorganizational page 5.55 hirings promotions transfers firings special assignments internal external mergers & acquisitions dispositions reorganizations downsizing / rightsizing budgets size/priority expand/protect page 1.56 2000 siebel systems, inc. all rights reserved.

46、tas.std.ote.070.01.120597.060100.ppt identifying influence business value (innovation, agreed goal, balance of returns) track record (referent) philosophy and policy (beliefs, behaviour, assumption) partisans and allies (like/trust shared information) page 5.56 page 1.57 2000 siebel systems, inc. al

47、l rights reserved. tas.std.ote.070.01.120597.060100.ppt business value business value characteristics inner circlepolitical structure who defines and creates it? who delivers it? page 5.57 define goals, objectives and strategies initiate/sponsor new projects control outcomes execute objectives and s

48、trategies “make it happen” implement new projects page 1.58 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt track record who has been successful in the past? who gets the new key assignments? business value track record characteristics inner circlepolitical struct

49、ure page 5.58 recognized as consistently successful in the past sought out by others for advice recent successful performance receive new, highly visible projects to manage page 1.59 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt partisans and allies who is conne

50、cted to whom? who do they go to for advice? business value track record partisans and allies characteristics inner circlepolitical structure page 5.59 center of the informal communications network surround themselves with people they trust able to reach down into the organization for advice “end nod

51、es” of the informal communications network collect and provide information to inner circle page 1.60 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt philosophy and policy who establishes it? who can change it? business value track record partisans and allies philo

52、sophy and policy characteristics inner circlepolitical structure page 5.60 define the organizations culture, values and policies able to change or circumvent established policies and procedures understand and assimilate into the organizations culture view policies and procedures more like rules page

53、 1.61 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt relationship strategies enemynon-supporterneutralsupportermentor x=+ page 5.8 neutralizemotivateleverage defensiveoffensive page 1.62 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060

54、100.ppt leverage capitalize on supporter and mentor relationships to establish credibility with others and gain competitive advantage process caveats definition validate position confirm your value ask for help dont make it difficult dont compromise the customer dont forget quid pro quo page 5.9 pag

55、e 1.63 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt motivate build support for your position by building credibility and trust process caveats definition understand connect demonstrate reinforce dont let emotions interfere lack of preparation page 5.10 page 1.6

56、4 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt building credibility high highlow trust (intent/ personal agenda) capability (can-do/business agenda) page 4.12 sell stuff talk techno babble take briefcase for ride trusted advisor friends therapists tech expert e

57、xtra pair of hands work interdependently and in collaboration with the customer to become page 1.65 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt building your personal credibility business value track record people in the inner circle consistently create or add

58、 business value. people in the inner circle always know how they are being measured and held accountable. the best indicator of future performance is past performance. people in the inner circle are consistently successful. page 4.14 focus on business acumen, not technology define value, using the c

59、ustomers metrics demonstrate accountability demonstrate past success through experience and results reveal recognition for your accomplishments page 1.66 2000 siebel systems, inc. all rights reserved. tas.std.ote.070.01.120597.060100.ppt building your personal credibility partisans and allies philos

60、ophy and policy people in the inner circle surround themselves with people they trust. people in the inner circle understand their limitations and seek a counterbalance. the companys philosophy is a direct reflection of the philosophy of the inner circle. people in the inner circle can interpret com