销售培训--目标解释销售

1、Welcome toTarget Account Selling 2021年年11月月4日星日星期四期四Page 1.1Program ObjectivesDeveloping and testing a comprehensive plan for your sales opportunityEnabling you to communicate more effectively with your teamShifting your sales focus from tactical to strategicHelp you win by.Focusing on the right iss

2、ues with the right peopleat the right timeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.2Program MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key Pla

3、yersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.3Sales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTactic

4、alStrategicCompetitive Time and $TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.4VersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolut

5、ionValueExecutiveTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.5DevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDomin

6、antProactiveAstuteHigh ROIReliably ExceedsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.6Not in ControlSalesPersonalControl is providing business value for the customer whileforcing the competition to operate in react mode.It is difficult to control external ev

7、ents unless you arein control. Unreturned phone calls No access to information Criteria slanted Criteria constantly changes Delays Budget goes away Questioning by customers probing your weaknesses Players change Meetings cancelled Meetings delegated Preoccupied with price No inside support Not knowi

8、ng youre winning Always 5 minutes late Too many hours Too much telephone time Continual crisis Not having funTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.7PurposeProvide you with a structured, repeatable methodology for analyzing a sales opportunityBenefits Qu

9、alify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectives Invest time, energy and resources on the opportunities you are most likely to win Communicate the key issues more effectively using a common languageOutput Compreh

10、ensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.7TAS.STD.OTE.070.01.120597.060100.pptSie

11、bel Systems, Inc. All rights reserved. Page 1.8Introduction+ABCPage 2.8Current: good win ratePotential Z = 1 Z = 0 A C Compromised X & Y Lost Z = -1XYZTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.9Four Key Questions - The 4 Principles of Selling Is there a

12、n opportunity? Can we compete? Can we win? Is it worth winning?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.10Is There An Opportunity?Page 2.10#1Customers Application or Project What are the customers requirements? What are the customers key issues and

13、 objectives for the project? Who initiated the project? Wholl be working on the project? How does this project fit into the customers business strategy?#2Customers Business Profile#3CustomersFinancial Condition#4Access to Funds What are the customers products and services? What are their key markets

14、? Who are their key customers and competitors? What is driving the customers business internally and externally? What are their revenue and profit trends? How do their financials compare to similar companies? What is their financial outlook? What are the customers key performance metrics? What is th

15、e budget for this project? What is the customers budgeting process? What is the priority of this project compared to others? What are the customers alternative uses of capital?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.11#5 Compelling EventWhy does the custo

16、mer have to act?What is the deadline for the customer to make a decision?What are the consequences if this project is delayed?What is the payback for the customer if the project is completed on time?What will be the measurable impact on the customers business?BusinessInitiativesBusiness DriversBusin

17、ess ProfilePage 2.11CompellingEventConsequencesPaybackProblemsOpportunitiesTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.12Can We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current Relationship What are the customers decision c

18、riteria? What is the formal decision process? Which decision criteria are most important? Why? Who formulated the decision criteria?Page 2.12 How well does our solution solve the customers problem? What does the customer think? What modifications or enhancements will be required? What external resou

19、rces do we need to meet the customers requirements? How much time will the sales team need to invest on this opportunity? What additional internal or external resources will you need to winthis opportunity? What is the projected cost of sales? What is the opportunity cost? What is the status of your

20、 relationship with the customer? What is the status of each competitors relationship with the customer? Whose relationship provides competitive advantage for this opportunity? How do you and each of your competitors compare to the customers view of the ideal relationship?TAS.STD.OTE.070.01.120597.06

21、0100.pptSiebel Systems, Inc. All rights reserved. Page 1.13#10 Unique Business ValueWhat is the specific or measurable business result that wewill deliver?How does the customer define value? How will they measure it?How have we quantified this value in the customers terms?Has the customer confirmed

22、their understanding of the value we will deliver?How does this value differentiate us from our competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.13CompellingEventsUniqueBusinessValueTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All ri

23、ghts reserved. Page 1.14Answer the questions . . . Whats the issue? How is it affecting the customer? What are the consequences or payback? How can you help?Developing Your Value PropositionPage 1.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.15IncreaseCosts/C

24、onsequencesValue = Benefits - Costs/Risks/ConsequencesPage 3.9 Revenue Market share Customer satisfaction Inventory turns Load factor Shareholder value Customer base Order fulfillment time Expenses Rejects/returns Waste Administrative costs Number of days supply (of inventory) Time to close an order

25、 Cycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisition CostsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffec

26、t existing businessesAwaken their competitionModifications to existing processesOpportunity Costs (Risks & Consequences)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.16Value Proposition TemplatesYou will be able to _ resulting in _ by implementing our _. We

27、 delivered similar results at _ which resulted in _.By changing from _ to _, you will affect _ which means _. We will track the value delivered by _ and report it back to you _.We can help you address _ by installing _ which will result in _. We will ensure your return on investment by _.business in

28、itiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10TAS.ST

29、D.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.17Sample Value Propositions You will be able to reduce the number of repeat customer service calls by 15% resulting in an estimated monthly savings of $3.4M by implementing our Siebel Call Center Application. We delivered

30、 similar results at United Telecom, which achieved a 25% improvement in first contact call resolution. By changing from a patchwork of home grown solutions to Siebels eBusiness suite, you will reduce your total cost of ownership by $100M, which represents a 40% increase in Earnings Per Share. We wil

31、l establish a metrics score card to assist you in evaluating program performance and report it back to you at six month intervals.(business initiative)(measurable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value track

32、ing system)(frequency / time)Page 3.13aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.18Can We Win?#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignment Who in the customers organization wants us to win

33、? What have they done to indicate their support? Are they willing and able to act on your behalf? Do they have credibility within their own organization?Page 2.8 Which executive(s) will affect or be affected by this decision? How have you established trust and credibility with them? How will you gai

34、n access to those executives? What is your plan to gain return access to them? What is the customers culture? How does this compare with our company? What is the customers philosophy towards vendors and suppliers? Can we adjust or adapt? Do we want to? How will the decision really be made? What inta

35、ngible, subjective factors could affect this decision? What are the unstated issues? Whose private opinions do we know? Which ones count? Who are the most powerful people involved in this decision? Do they want us to win? Why? Are they able to influence or change the decision criteria? Can they crea

36、te a sense of urgency? How have they demonstrated this in the past?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.19Is It Worth Winning?#16Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic Value What is the order amount? Does it exc

37、eed our threshold? $ _ When will it close? Is it within our time frame? _ days What is the potential for future business within the next year? Within the next three years? Does it exceed our thresholds? How is this project or application linked to future revenue? How will you ensure customer promise

38、s become commitments? What is the projected profit on this sales opportunity? Does it exceed our profit threshold? What impact will discounts have on profitability? How can we improve the profitability on this opportunity? How could we cause our solution to fail? What are the critical dependencies i

39、n delivering value to the customer? How could the customer cause our solution to fail? What is the impact on our business if the solution fails? What is the value of this opportunity to us beyond the revenue? How does this opportunity fit in our business plan? How can we leverage this opportunity in

40、to revenue from other companies or markets? How will this opportunity help us improve our product or service?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.20Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOME

41、RS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth

42、Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUN

43、IQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.21Individual Exercise: Current OpportunityStep 1 Use your current sales opportunity and complete the Oppor

44、tunity Assessment on page 2.11 Identify your primary competitorStep 2 Rate your position against each criterion:(+) if it is accurate, known and favorable() if it is unfavorable(?) if it is unknownStep 3 In the shaded column, rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FIN

45、ISH BY:Page 2.10a2000 Siebel S y stems, Inc. A ll rights reserved. TAS .STD.O TE.070 .01.120 597.060 100.pptPage 1.33Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT

46、5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRO

47、NGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RES

48、OURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.22Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFIN

49、EDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTUR

50、AL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQ

51、UIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.23Business PartnersProviding you with access to new markets or customersLeveraging existing relationships with key players in your customers organizationProviding new levels of expertise in specific in

52、dustry segmentsExpanding your ability to deliver a “whole product” or complete solutionReducing the risks associated with the implementation of complex solutionsBusiness Partners can help you advance your sales campaign byPage 1.20TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights r

53、eserved. Page 1.24The Partners Role in Your Value ChainSolutionsMarketingSales Implementa-tionPost-Sales Service and SupportSolutionsMarketingSalesImplementationPost-Sales What solutions are available from your business partner that could enhance your ability to compete? What competitors does this p

54、artner work with? What market share objectives does your partner have for this market or industry segment? What specific resources have they dedicated to this market segment? How effective is the business partners salesperson or sales team associated with your joint business? Has the partner assigne

55、d the appropriate resources? Is there an agreed-to engagement process? How are your partners implementation services structured? What specific implementation services can be applied to your joint business? What services are available to support the implementation on a long-term basis? How do your co

56、mpanys offerings complement those of your business partners?Page 1.21TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Page 1.25Partner Assessment WorksheetIs there an opportunity?(#1-5) Understanding the customers application or project Providing a perspective on the cus

57、tomers financial condition Understanding the customers budgeting process Creating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of the customers formal decision criteria Providing solutions that lead to whole products or complete soluti

58、ons Unique sales resources Existing relationships with key players Unique business value beyond yours Access and credibility at the executive level Understanding of the customers culture Knowledge of the customers informal decision process Access to the most influential people in the customers organ

59、ization Understanding the linkage of the project to future revenue Reducing the risks associated with the projects implementation Developing a solution that provides significant strategic valueExamplesYour OpportunityHow can your business partner help you withPage 1.22TAS.STD.OTE.070.01.120597.06010

60、0.pptSiebel Systems, Inc. All rights reserved. Page 1.26Team Activity: Analyze Your Business PartnersStep 1 Review the examples shown next to each of the four key questions Step 2 Identify the specific areas where your business partner can help advance your team opportunity Cite the specific criteria (e.g., #5