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1、)管理资源吧（），提供海量管理资料免费下载！1Solution Selling1A Powerful Tool for SalespeopleWho is Selling a Combination ofProducts, Services and Concepts管理资源吧（），提供海量管理资料免费下载！)管理资源吧（），提供海量管理资料免费下载！2 A new approach to generate prospects and new business. A behaviorally-correct technique for developing buyer needs, specif

2、ic to your product, service and concept. An integrated buyer-qualification model which targets access to power, committee decisions, and the negotiation of the sales cycle. A prototype for developing sales tools, specific to your products and markets, which enables sales people to succeed immediatel

3、y while they gain the expertise they will need long term. A set of tools which enables management to manage pipeline, assign prospecting activity, control the cost of sales, and predict future business more accurately.Sales Training Components管理资源吧（），提供海量管理资料免费下载！)管理资源吧（），提供海量管理资料免费下载！3Diagnostics a

4、nd Power Based Selling Both are sales models which integrate with and expand Sales Training. Diagnostics selling helps in the area of needs processing and decision management. Power Base Selling helps establish a political influence strategy and a competitive sales strategy.管理资源吧（），提供海量管理资料免费下载！)管理资

5、源吧（），提供海量管理资料免费下载！4THE TRADITIONAL PROCESSTHE DIAGNOSTIC PROCESSUNSTABLE RELATIONSHIPSTABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15% 5% 5%10%35%50%AgreementPresentationDesign SolutionsProblem SolvingDiagnosis管理资源吧（），提供海量管理资料免费下载！)管理资源吧（），提供海量管理资料免费下载！5Sales Process Overview Ta

6、rget potential opportunities Pre-call planning and research Create curiosity and hope Rapport, credibility, credentials Develop buyer and user needs determine pain, critical issues diagnose reasons with bias toward offerings determine impacts across the organization - who, how, financial create, par

7、ticipate in, reengineer buyer visions clarify expectations and ownership Agree on evaluation criteria管理资源吧（），提供海量管理资料免费下载！)管理资源吧（），提供海量管理资料免费下载！6 Determine capabilities needed to meet buyer vision Present offerings Buyer acceptance of offerings Mutually agree on ROI Negotiate a win/win profitable ag

8、reement Implement as agreed, measure success criteria Continue to develop relationship Use success to leverage other opportunitiesSales Process Overview (cont)管理资源吧（），提供海量管理资料免费下载！7High Difficulty Selling Conceptual/intangible Difficult to learn and explain Perceived as expensive Perceived as comple

9、x Requires major change by buyer Sold to committees Small organization selling to large)管理资源吧（），提供海量管理资料免费下载！8Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkills)管理资源吧（），提供海量管理资料免费下载！9Basic Principles No PAIN, no Change Diagnose before you prescribe Three levels of Buyer PA

10、IN People buy from people Power buys from power “Product” = Buyer VISUALIZATION You cant sell to someone who cant buy)管理资源吧（），提供海量管理资料免费下载！10Latent Pain Vs. PainLATENT PAINPAINCURRENTACTIVE EVALUATIONS)管理资源吧（），提供海量管理资料免费下载！11Three Levels of Buyer PainLevel One: LATENT PAINLevel Two: PAINLevel Three:

11、 VISUALIZATION)管理资源吧（），提供海量管理资料免费下载！12Definition of Needs Level One: Latent Pain Potential needs for a product or service in the mind of the seller. Latent needs are usually either ignorance or rationalizations. A potential buyer is unaware that a potential solution exists or has previously attempte

12、d to find a solution and was unsuccessful. It is/was “too expensive” or “too complicated” or “too risky”, etc. Level Two: Pain Complaint statements by the buyer about problems, difficulties or dissatisfaction with the existing situation, ie pain. Complaint statements indicate that the buyer knows he

13、/she has a problem, but does not know how to solve the problem. Level Three: Vision of a Solution Capability statements by the buyer indicating that the buyer accepts responsibility for solving the problem and specifying the precise capabilities needed to deal with the problem. The seller must parti

14、cipate personally in the development of the need in order for it to be a qualified need.)管理资源吧（），提供海量管理资料免费下载！13Definition of Needs (cont) Vision of a Solution NOTE: When a buyer has a vision of a solution, he does not expect the seller to solve the problem, but can now “see” himself solving the pro

15、blem in his mind. He is enabled.)管理资源吧（），提供海量管理资料免费下载！14Examples of Needs Level One: Latent NeedsPeople standing in line for transactions on their lunch hour at the bank.Inventory build-up due to obsolete parts.People manually re-keying data from unlike financial systems.An entrepreneur with no disa

16、bility insurance. Level Two: Pain“We are losing customers because people hate standing in long lines”.“Our inventory is much too high.”“The re-keying errors are killing us”.“Im worried about what will happen to my business if I get sick.” Level Three: Vision of a Solution“We need to be able to handl

17、e the average banking transaction in under 60 seconds”.“I need to be able to sort my inventory by date of last use.”“We need the ability to consolidate data from unlike systems without re-keying.”“I need the ability to generate X dollars of income even if I am disabled”.)管理资源吧（），提供海量管理资料免费下载！15Types

18、 of Approval Sponsor Beneficiaries Adversaries Legal/Technical/Administrative Financial Power Sponsor POWER)管理资源吧（），提供海量管理资料免费下载！16Components of a SalePAIN +POWER +VISION +MOMENTUM +PROCESS = SALE)管理资源吧（），提供海量管理资料免费下载！17How People Buy Latent Pain Pain Visualization Match Vision Cost Justify Overcome

19、 Fear of Risk Price Justify Take Action)管理资源吧（），提供海量管理资料免费下载！18Alignment of Buying & Selling PhasesPhase I Phase II Phase IIINeed Definition Evaluate Alternatives Take Action How much does it cost? Do I need to change? What do I need? Is there a solution? Which one meets my needs? Can I afford i

20、t? Should I do it? Consequences? Is it the right price? Define their needs with our product bias. Qualify buying process. Demonstrate how product meets defined needs. Why us? Why now?BUYER:SELLER:Need Development Proof Close the Sale)管理资源吧（），提供海量管理资料免费下载！19Buying PhasesTimePhase IPhase IIPhase IIISo

21、lutionRiskNeedsCostLevel of Concern)管理资源吧（），提供海量管理资料免费下载！20Risk Objections Smile (to yourself) Empathize Answer (if appropriate) Recall pain Recall reasons Recall vision Recall proof Nudge)管理资源吧（），提供海量管理资料免费下载！21Pain SheetPain: Situation:Our Product:Potential ReasonsImpactCapabilitiesIs it because.

22、. . (reasons for the pain that align withyour product orservice capabilities)Is this causing . . .(impact on other areas, depts., people,who is impacted/concerned)What if there were away for you to . . .(product capabilitieslinked with reasons)管理资源吧（），提供海量管理资料免费下载！22Pain SheetPain: Failure to meet s

23、hipment scheduleJob Title:VP Mfg., Gen Mfr. (SIC 35)Our Product:Symix Mfg. SoftwarePotential ReasonsImpactCapabilitiesIs it because. . . Sales is quoting unrealistic delivery dates Excessive material shortage You are planning production you dont have the capacity to meet Frequent schedule changes fr

24、om mktg. Service parts forecasts are not recognized when planningIs this causing . . . missed revenue targets lower profits inability to accurately predict revenue Is the VP Finance concerned? losing customer orders losing customer credibility losing market share Is the VP Sales impacted?What if the

25、re were away for you to . . . give sales access to mfg. schedules while they enter orders notify planners/buyers in advance of potential shortages estimate bottleneck resource loads before finalizing schedule show marketing the effect of a proposed schedule change include marketings service part for

26、ecast in production planning)管理资源吧（），提供海量管理资料免费下载！23Pain SheetPain: Inventory Investment is too HighJob Title:VP Finance, Gen Mfr. (SIC 35)Our Product:Symix Mfg. SoftwarePotential ReasonsImpactCapabilitiesIs it because. . . Excessive obsolete inventoryInaccurate stores and WIP inventoryManufacturing

27、 is building things it no longer needsPurchasing buys long lead time materials based on their own forecastsIs this causing . . .excessive WIP inventorypressure to reduce production costspressure to cust back productionpressure to reduce purchasesshortages which impact shipments Is the VP Mfg. impact

28、ed?missed customer delivery datespressure to sell what you haveinability to meet sales goals Is the VP Sales affected?What if there were a way for you to . . . Easily identify, locate and quantify obsolete inventoryEasily audit and verify inventory levelsReevaluate production plans dailyFind all Pos

29、 supplying unneededmaterial)管理资源吧（），提供海量管理资料免费下载！24Job Title: CEOPain: Eroding ProfitsReasons: Missed ShipmentsWeaving the Pain ChainJob Title: VP ManufacturingPain: Missed ShipmentsReasons: ShortagesJob Title: Materials Mgr.Pain: ShortagesReasons: Inaccurate inventory Order changes Uncontrolled ECN

30、s)管理资源吧（），提供海量管理资料免费下载！25Organizational “Pain Chain” Example CEOPain: Stock price is downR1: Profits are downR2: Customer erosion CFOPain: Profits are downR1: Revenue downR2: Cost of Mfg. up VP MARKETINGPain: Customer erosionR1: Cant fill ordersR2: Cant sell substitute products to customers VP MANUF

31、ACTURINGPain: Cost of Mfg. upR1: Orders for products they dont haveR2: Not selling products they do have VP SALESPain: Not meeting revenue goalsR1: Salespeople taking orders they cant fulfillR2: Cant offer substitutes to customers DIRECTOR OF MISPain: Unhappy line VPsR1: Cant deliver needed applicat

32、ions on time MGR. APPLIC. DEVELOP.Pain: Cant deliver needed applications on timeR1: Legacy applications still on mainframeR2: Applications are not flexible to change with businessSpecific capabilities of sellersproducts and services will enable this person to deal withthese issues, thus effecting a“

33、beneficiary chain” up to thetop of the organization.)管理资源吧（），提供海量管理资料免费下载！26Case Study “Pain Chain”Title:Pain: R1: R2: For your fictious prospect organization,create a “pain chain” between a minimumof four job titles. One of them should be a decision maker and a minimum of oneof them a direct user o

34、f your productsor services.Align a minimum of two specific capabilitiesof your offering with the reasons of the directuser(s).Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: Title:Pain: R1: R2: )管理资源吧（），提供海量管理资料免费下载！27Reference Story FormatSITUATIO

35、NThe situation must include the persons job title and industryCRITICAL ISSUEThe critical issue is the pain of the person above. (Anxiety words and phrases are very powerful here.)REASONSThe business reasons for the critical issue are biased to your product.VISIONIn the words of your customer the cap

36、abilities he/she/they needed to solve their problem - “He/She/They told us they needed . . .”_ PROVIDED If the “solution” is described properly above, all we have to do here is say that we (our product/company) gave them those capabilities.RESULT Specific measurement is best!)管理资源吧（），提供海量管理资料免费下载！28

37、Reference StorySITUATION Materials Manager, power supply mfg. companyCRITICAL ISSUE Difficulty controlling shortagesREASONS Frequent engineering changes and two different bills of material (one for engineering and one for manufacturing)VISION He told us he needed to be the control point for implemen

38、ting engineering changes. This would allow him to simulate the impact in advance of the change. He also needed both engrg. and mfg. to operate from the same bill of material._ PROVIDED We provided him with those capabilitiesRESULT Over three years he has had no more than 18 parts short at one time o

39、ut of 3500 parts.)管理资源吧（），提供海量管理资料免费下载！29Whats It Worth to Reduce Inventory?Cash - Inventory requires and ties up cash Cash needlessly tied up in inventory reduces cashreserves or requires additional debt.Profit - Carrying costs reduce profits Carrying costs increase operating costs, which reduce pr

40、ofits. Carrying costs include: Storage facility costs Staffing and handling costs Insurance Taxes Pilferage Damage Obsolescence . . . and more.Inventory carrying costs are usuallyat least 25%)管理资源吧（），提供海量管理资料免费下载！30Whats It Worth to Reduce Receivables? Cash! It generates cash. Receivables are simply

41、 no-interest loans to yourcustomers Cash you could use to fund your business Days in excess of terms raise your costs and increase your risk of cash loss. You have to borrow less (usually) Interest expense is reduced and most liquidity ratios are strengthened.Receivables can be controlled by setting

42、 a “Days of Receivables” goal and monitoring performance to achieve it.)管理资源吧（），提供海量管理资料免费下载！31Value Measurement Elements What will be measured? Who is responsible? How much is possible? What capabilities will be needed? When will this investment pay for itself?)管理资源吧（），提供海量管理资料免费下载！32Power Sponsor

43、aka the “Vice President of Change” Typically an innovator or early adapter Enough clout to get it if they want it, regardless of job title Willing to introduce you to anyone you need to talk to Willing and able to negotiate an evaluation plan)管理资源吧（），提供海量管理资料免费下载！33Why Change? ERODING: profits, mark

44、et share, service, quality, growth rate, etc. INCREASING: costs, competition, errors, returns, employee turn-over, etc. GOVERNMENT: EPA, FTC, FCC, OSHA, IATA, FDA, etc. COMPANY IMAGE)管理资源吧（），提供海量管理资料免费下载！34InterdependenceLowHighBowling TeamOrchestra Business)管理资源吧（），提供海量管理资料免费下载！35Organizational Int

45、erdependence20th Century Organization$PresidentVPMarketingVPSalesVPMfg.VPFinanceDistributionManagerPlantManagerDirectorMISMaterialsManagerAppl. Dev.Manager)管理资源吧（），提供海量管理资料免费下载！36Transition to Vision ProcessingPotential Buyer Responses. . . enough about me/us, tell me about you and your situation.Fo

46、ur Potential Buyer Responses:.Seller Action:.37Transition to Vision ProcessingGetting Buyer to Admit PainEnough about me . . . Pain?TalkingFreely?Situation QuestionsPain?Menu of PainBranch to DoorPain?NoYesNoNoYesYesYes$/EmotionNoR1I1C1R2I2C2R3I3C3)管理资源吧（），提供海量管理资料免费下载！38Transition to

47、Vision ProcessingTransition Question Examples Situation Questions: Describe your current architecture? How does everyone get the news when a change occurs in the middle of the design cycle? How do you gather user feedback? How are you dealing with distributed development?)管理资源吧（），提供海量管理资料免费下载！39Tran

48、sition to Vision ProcessingTransition Question Examples Multiple Choice “Menu” Approach: The top three difficulties we are hearing from CIOs these days include: inability to deliver client/server applications on time, applications that fail to meet user expectations, difficulty meeting the ROI requi

49、rements of the organization . . . are you facing any of these issues today?)管理资源吧（），提供海量管理资料免费下载！40Transition to Vision ProcessingTransition Question Examples $/Emotion Questions: How do you get the news? How does this impact you personally? Who else is aware of this situation? Are they looking to y

50、ou to fix it?)管理资源吧（），提供海量管理资料免费下载！41Navigating the Three Levels of NeedLevel Three:Vision of a SolutionLevel Two:PainLevel One: Latent9 Block Vision Processing ModelReference Story)管理资源吧（），提供海量管理资料免费下载！42Three Levels of NeedCreating a Specific Need for a Specific FeatureLEVEL THREEFeature becomes a

51、 benefit!Vision of a SolutionLEVEL TWOCapability QuestionPainLEVEL ONEAnxiety QuestionLatent43PAINR1 (1)I1 (4)C1 (7)R2 (2)I2 (5)C2 (8)R3 (3)I3 (6)C3 (9)DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVISION OF A SOLUTIONHow does this affectyou as. . . ; how do youget the news? Who

52、is looking to you to fix this problem?“Tell me about it, what iscausing you to have this. . . (repeat pain)?”“Besides yourself, who in yourorganization is impacted by this(repeat pain) and how are thy impacted?”“What is it going to take forYOU to be able to solve this(repeat pain)?” “Could I try a f

53、ew ideas on you?“Is it because . . .?”“Is this (pain) causing . . .?”If so, wouldnt (title) be concerned. . . ?”“What if there were a way for you to . . ., wouldthat help?What if you were also ableto . . .?”“So, the reasons for your(repeat pain) are . . .?”“From what I just heard, ifyou had the abil

54、ity to . . .(repeat vision capabilities) Could you solve your (repeat pain)? What would it worth . . .?”“From what I just heard, (repeat the who and how) it soundslike this is not just your problem,but a _ problem!”44Vision Processing ModelPAINR1I1C1R2I2C2R3I3C3DiagnoseReasonsExploreImpactVisualizeC

55、apabiltiesOpenControlConfirmVISION OF A SOLUTION)管理资源吧（），提供海量管理资料免费下载！45The Power BaseFinding the People with InfluenceInfluential AuthoritariansNon-InfluentialAuthoritariansInfluentialNon-AuthoritariansNon-InfluentialNon-Authoritarians)管理资源吧（），提供海量管理资料免费下载！46The Power BasePower Base:Finding the Peo

56、plewith influenceWe are not fit to lead an army unless we are familiar with the face of the country.Sun Tzu)管理资源吧（），提供海量管理资料免费下载！47 The Power BaseVice PresidentMarketingDirector Western RegionDirectorCentral RegionDirectorEastern RegionMgr. SalesMgr. SupportMgr. SalesMgr. SalesMgr. SupportMgr. Suppo

57、rt)管理资源吧（），提供海量管理资料免费下载！48Pre-Call PlanningCompany: _Date/Time: _Location: _Revenue: _Telephone:_Industry: _Potential Sponsors: 1. _ 2. _Recent press: _Call Objective:Reference Story:Potential Pains:Situation Questions:Typical areas of concern:)管理资源吧（），提供海量管理资料免费下载！49Vision Reengineering Participate

58、 in existing vision Add your bias to existing vision Confirm they dont currently have capabilities today. Diagnose current method with bias and measurement Discover/confirm pain Explore impact of pain on others. Reconfirm vision & probe for value. State benefit. Qualify buying process.50PainDiag

59、noseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmReengineered VisionWhat is the impact on yourbusiness of doing it this way?R1 (3)I1 (6)C1 (1)R2 (4)I2 (7)C2 (2)R3 (5)I3 (8)C3 (9)How do you do it today?Besides yourself, WHO else isimpacted by this (repeat pain) and HOW are they impacted?

60、How do you see yourself usingthis (repeat buyer initial vision). . .?Today, . . . ?Is this (repeat pain) also causing . . . ? If so, wouldnt (title) also be concerned?Are you also looking for a way to . . . ?Would it help if you also hada way to . . .?So the way you do it todayis . . . ?and you are looking