整体方案销售技巧Solutionselling

1、整体方案销售技巧SolutionsellingCredit and CopyrightiiSolution Selling Version 2001 2001 Sales Performance International All rights reservedPrefaceAs part of the worldwide Integrated Solution Selling initiative, Microsoft is implementing a new approach to selling Microsoft products and solutions called Micro

2、soft Solution Selling (MSS). Because Business Partners play an important part in the sale of Microsofts products and solutions, MSS is now being offered to Microsoft Business Partners.This presentation is intended to create an awareness within the Microsoft Business Partner community of MSS for Part

3、ners as well as a desire to engage. It is intended to be an Overview and it is not intended to be a form of training.Customers and competitors demand we change:Customers want trusted advisors, not vendorsMany competitors fill that roleWe need to sell more to Lines of Business Execs-they have the mon

4、ey and drive most new IT acquisitionsLOB Execs buy solutions to their business problems, not technologyWe are successful, why change?Buyers tell me our services cost too much and they couldnt cost justify them.”They wouldnt let me in at the right level.”The consultant didnt do a good job.”I lose con

5、trol of our prospects at the end of the sell cycle.”We got in too late.”The prospect didnt know what they wanted.”We missed the needs of certain committee members.”I get an opportunity started and our resellers drop the ball.”My manager tells me what to do, NOT how to do it.”My competition sells fac

6、e-to-face while my manager forces me to sell over the phone.”Management demands detailed written sales forecasts - do they want me to sell or fill out forms?”Prospects can buy the same capabilities from someone else, so I have to outsell my competition to win the business.”“Selling DifficultiesCan y

7、ou relate?It is becoming increasingly difficult to predict revenue.”My salespeople are comfortable calling technical and end users but are ineffective with executive management.”We lose to no decision more than to any single competitor.”Only a few of my new hires develop into top producers.” Salespe

8、ople need technical people with them on too many calls.”Marketing efforts are out of synch with our sales efforts.”Salespeople blame losses on the product.”As soon as the pipeline looks good, prospecting stops.”It is difficult to find new opportunities, so we end up responding to RFPs wired for our

9、competition.”By the time I get asked to get involved the rep is already losing.”My salespeople dont know when to disqualify (or qualify out).”We sell technology that buyers dont fully understand to help them address problems they dont know how to solve.”“Managing DifficultiesCan you relate?Objective

10、s of MSS for PartnersTo enable Microsoft and Microsoft Business Partners to increase sales productivity.Specifically, MSS for Partners is a sales process designed to help:Generate interest in Microsoft related offeringsIdentify and diagnose customer critical business issues Create a desire for a sol

11、ution that will address a customers critical business issue(s)Change a customers biased vision of a competitive solutionCreate a value propositionGain access to decision-making authority or influenceDifferentiate themselves from competition, by how they sell in addition to what they sellClose more o

12、pportunities both effectively and efficientlyQualify each step of the sales cyclePredict revenue attainment more accurately (Random events produce random results.)and appear as one sales team.MSS for Partners PositioningThis process is built on how buyers buy, which differentiates it from other sale

13、s methods.It is applicable for selling products, services, and intangibles.The process is designed to help differentiate you from your competitors by the way you sell.In the MSS for Partners workshop, participants learn and practice concepts and job aids immediately applicable to their job.MSS for P

14、artners is the Field Sales Execution Model to drive Microsoft Integrated Solution Selling (ISS).The following slides are taken from the MSS for Partners workshop“Talent Assessment”80%20%KEY TO SUCCESS IS PROCESSEAGLESJOURNEYMENIntegration of Knowledge and Skills by the Seller for “Eagle” Performance

15、WHAT BUYERS SHOULD EXPECT FROM SELLERSSITUATIONALKNOWLEDGECAPABILITYKNOWLEDGEPEOPLESKILLSSELLINGSKILLSHOW DO WE INTEGRATE?Situational FluencyCURRENTACTIVEREAL EVALUATIONS*Power Person drivenBusiness issues definedRequirements on paperEvaluation team in place*Not LookingLookingHOW MANY SHOULD BE LOOK

16、ING?Conceptual Sales TerritoryRequirements Vendor A Vendor B Vendor CHow Organizations BuySales Process FlowchartStarting PointsYesNoNoYesAt Power?Develop / manage Evaluation Plan(sample plan steps)- Summarize findings- Proof of Microsoft capabilities- Implementation plan- Develop initial value prop

17、osition - Determine success criteria- Legal / technical / admin. approval- Review rough draft proposalYesPre-call planning / researchStimulate interestSales call to define “Pains” or Critical Business IssuesDiagnose and create vision of Microsoft biased solutionReach final agreementIdentify opportun

18、itiesMeasure success criteriaLeverage new opportunitiesAccess to powerActive opportunitiesOpportunity assessment / competitive strategiesReengineer vision with Microsoft differentiatorsGo?NoOVERVIEWActiveLatentBuying Phases Needs CostProof Risk Needs Price Proof Risk(PHASEI)DEFINENEEDS (PHASE II)EVA

19、LUATESOLUTIONS(PHASE III)EVALUATE RISKL E V E L O F C O N C E R NShifting Buyer ConcernsPHASE IIPHASE 1PHASE IIIDetermine needsDo I need to change?What do I need?How much will it cost?Evaluate solutionsIs there really a solution?Which one meets my needs?How do we justify it?Take actionShould I do it

20、?What are the consequences?Am I getting the best price?BUYER:Develop needsCreate or reengineerbuying vision with biasQualify buying processProveDemonstrate how capabilities meet buyer visionFacilitate value justificationComplete the saleWhy now? Why us?Help buyer deal with fear of consequencesSELLER

21、:Alignment of Buying and Selling PhasesProspectingNeed DevelopmentProof ManagementBuying Process QualificationBuying Process ControlNegotiatingClosingALIGNMENTDISQUALIFICATION Vision Creation Vision ReengineeringKey Selling SkillsMSS Sales Process FlowchartStarting PointsYesNoNoYesAt Power?Develop /

22、 manage Evaluation Plan- Summarize findings- Proof of Microsoft capabilities- Implementation plan- Refine initial value proposition - Determine success criteria- Legal / technical / admin. approval- Review rough draft proposalYesPre-call planning / researchStimulate interestSales call to define “Pai

23、ns” or Critical Business IssuesDiagnose and create vision of Microsoft biased solutionReach final agreementIdentify opportunitiesMeasure success criteriaLeverage new opportunitiesAccess to powerActive opportunitiesOpportunity assessment / competitive strategiesReengineer vision with Microsoft differ

24、entiatorsGo?NoMSS WITH JOB AIDSActiveLatentNoYesBPBPBPBPBPBPKey points to determine Business Partner involvement=Key Player ListReference StoryPain ChainPain SheetReference StoryInterest Creating St Initial Value PropKey Players ListReference StoryKey Players ListPain Chain9 Block VC ModelPain Sheet

25、Debrief PQWNegotiating WorksheetCall Plan9 Block VR ModelPain Sheet Differentiation ListAnxiety QuestionsDebrief PQWPower LetterEvaluation PlanCall PlanOpportunity Assessment WorksheetSponsor Letter Pain ChainCall PlanSuccess CriteriaReference StoryMicrosoft provided:Him with these capabilities.Resu

26、lt:Capability needed: (when, who, what)He told us he needed a way that . . .Reasons:Critical issue:Job Title & Industry:As a result, resellers decreased overstocking costs by 12% and increasing overall sell thru rates thus increasing profits by 7%.when overstocking occursresellerscould rapidly analy

27、ze the movement of products and reallocate inventory from low to high sales volume stores.Inventory levels increased at the reseller level with corresponding cost-to-carry and sales volumes were decreasing.Decrease in reseller profitsCFO, General BusinessReference Story - General Business ExampleTIM

28、EPERFORMANCEP = PerformanceM = MoralePMSales Performance Over TimeOpenControlConfirmDiagnose ReasonsVisualize CapabilitiesExplore ImpactPAINBUYING VISIONR1(1)I1(4)C1(7)R2(2)I2(5)C2(8)R3(3)I3(6)C3(9)“From what I just heard, if you had the ability to (summarize capability vision) could you (achieve go

29、al)?”“What if there were a waywhen, who, what. would that help?”“What if you were also able to?”“What is it going to take for YOU to be able to (achieve goal)?”“Could I try a few ideas on you?”“From what I just heard (repeat the who and how), it sounds like this is not just your problem, but a _ pro

30、blem!”“Is this (pain) causing?” “If so, wouldnt (title) also be concerned?”“Besides yourself, who in your organization is impacted by this (repeat pain) and how are they impacted?”“So, the reasons for your (repeat pain) are?”“Is it because?”1.2.3.“Tell me about it, what is causing you to have this (

31、repeat pain)?”9-Block Vision Processing Model - Vision Creationthere are long delays between running promotions and measuring the results? How long does it take to get the results of a promotion? How often are promotions run? How long does a typical promotion run? What are the costs involved in runn

32、ing a promotion? What % are considered successful? the diversity of potential customers and distribution channels adds complexity in developing marketing campaigns? How many potential customers/distributors do you have? How many different market segments do they represent? How many of those segments

33、 are you able to reach with a customized message? What is the difference in return between a broad campaign versus a targeted campaign? there is difficulty in effectively creating the right promotion for the right audience? How often are promotions run? How often are promotions changed? To what exte

34、nt are you able to customize a promotion? Do all stores have the same product mix? How many stores? What types of markets? Pain:Job Title & Industry:Our Capability:ReasonsImpactCapabilitiesIs it because; Today?Is this pain causing.What if; Would it help if?Unable to attract new customers / distribut

35、ion channelsVP Marketing, General BusinessBusiness Intelligence1. missed growth rates? %? revenue streams to erode? #?, %?, $?Is the VP Sales concerned? revenue streams to erode? #?, %?, $? erosion of profits? #?, %?, $? Is the CFO concerned? image of the firm to decline? eroding share value? #?, %?

36、, $?Is the CEO concerned?2.3.When:Who:What:When:Who:What:When:Who:What:1.during promotions youhad a way to analyze results, measure the effectiveness of a promotion on a daily basis and make adjustments in time to improve results for your distributors?developing campaignsyouhad a way to target types

37、 of distributors or customers, combine these groupings based on seasonal trends, geographical location, inventory levels, buying habits (etc.) to use as a basis for more effective campaigns?planning promotionsyouhad a way to model a promotions effectiveness before launching in order to execute campa

38、igns with the highest potential for return by customer or distributor type?2.3.Pain SheetJan 7 CompleteJan 7 CompleteJan 14Jan 21Jan 28Feb 4Feb 11Feb 11Feb 11Feb 18Feb 25Feb 25March 4March 18March 25April 10OngoingMr. Jim SmithPage 2DRAFTAs you notice, we will stop and mutually decide to proceed sev

39、en times (at each *) in this proposed evaluation plan. Phone interview Steve Jones (VP Marketing)Phone interview Jim Smith (VP Sales)Phone interview John Watkins (IT Director)Summarize findings to top management teamIntroduce Microsoft Business Partner and prove Microsoft capabilities to top managem

40、ent teamPerform detailed survey of current system environment and high level budget estimateSend Microsoft license agreement to legalImplementation plan approval by IT DepartmentDevelop detailed proof of capabilitiesPresent preliminary solution and cost estimatePresent refined (initial) value propos

41、itionAgree on success criteriaGain legal approval (Terms & Conditions)Review proposal “rough draft”Present proposal for approvalImplementation (Deployment) kickoffMeasure Success Criteria*EventWeek ofGo/No GoBillableYes*YesProposed Evaluation Plan - ExampleSales Process FlowchartStarting PointsYesNo

42、NoYesAt Power?Develop / manage Evaluation Plan- Summarise findings- Proof of Microsoft capabilities- Implementation plan- Refine initial value proposition - Determine success criteria- Legal / technical / admin. approval- Review rough draft proposalYesPre-call planning / researchStimulate interestSa

43、les call to define “Pains” or Critical Business IssuesDiagnose and create vision of Microsoft biased solutionReach final agreementIdentify opportunitiesMeasure success criteriaLeverage new opportunitiesAccess to powerActive opportunitiesOpportunity assessment / competitive strategiesReengineer visio

44、n with Microsoft differentiatorsGo?NoOVERVIEWActiveLatentNoYesBPBPBPBPBPBPKey points to determine Business Partner involvement=20%Develop40%Solution60%Proof80%Close100%Deploy10%QualifyQualify out and revisit MSPQualify out and revisit MSP10%QualifyOpportunity Debrief GuideSponsor Name / Title _Pain

45、_Reasons _Vision _Value _Power Name / Title _Pain _Reasons _Vision _Value _Items to inspect for verificationCompetitive Strategy: _ReasonsValue and measurementProspect agreed to visionImpact exploredSponsor Communication sentOpportunity AssessmentValue and measurementProspect agreed to visionImpact

46、exploredPower Sponsor Communication sent with Evaluation PlanUpdated Evaluation PlanPreliminary SolutionNegotiating Worksheet constructed*Customer EvidenceStep Completion Communication In assigned territory Meets marketing criteria Potential Sponsor identified* Pain admitted by sponsorSponsor has a

47、buying vision Sponsor agreed to explore Access to power negotiated Access to power person Pain admitted by power person Power person has a buying vision Power person agreed to explore Evaluation Plan proposed Evaluation Plan underway Pre-proposal review conducted Asked for the business Contract nego

48、tiation in process Implement DevelopProspectQualifySolutionProofDeployMSSP Step MSS ActivitiesCloseWho? What agreed upon? Sponsor communication agreed upon* Evaluation Plan agreed upon*Preliminary solution agreed upon* Evaluation Plan completed Proposal issued, decision dueVerbal approval received*

49、Signed documents*(40%)(60%)(20%)(10%)(0%)(80%)Signed documentsSale=Pain Power Vision Value ControlxxxxPowerVisionValueControlPainThe Successful Sales FormulaBetter communication among sales team- Microsoft & PartnerCommon terminologyBetter qualification/disqualification of opportunitiesBetter predic

50、tability of revenueCustomer view - unified sales teamMore effective handoff between MS & PartnerEarlier identification of resources neededMore effective deployment of expertiseShorter sell cyclesGreater credibility with customerMSSP Benefits for Business Partners “The tools were very effective and w

51、ould be great for everyday use in advancing relationships / sales with the customer.” “Outstanding framework: will use to plan and document sales cycle. Implement across our sales force.” “I really want to apply this process to my everyday selling. Ultimately, I believe the whole sales dept needs to

52、 get on board with the MSS process in order to really see results company-wide from using the process.” “Overall, I thought the content and delivery were handled well. Even this early in the game, I am looking back at my previous sales and reviewing what I did and how I could have improved my effort

53、s by applying a process.” “A valuable course extremely applicable for the Microsoft Solutions world as a partner are selling. Can immediately implement in present opportunities.” “Best training from Microsoft. Great to see the tools that Microsoft reps use.” “This course was great and has provided m

54、e with extremely valuable and applicable resources at the right time. Instructors were fantastic and a long course very compelling and engaging.” “This was the most effective sales training Ive attended. Many seem to address slices of sales psychology or sales but this addresses the whole process wi

55、th milestones and spurs to action.”MSS for Partners Feedback / TestimonialsDay 1 Kickoff and Positioning for Partners MSS and Key Concepts Exercise - Identifying selling difficulties MSS and Key Concepts (contd)- Pitfalls of traditional selling behavior- Understanding the principles of pain- Identifying who approves the sale Case Study Workshop - Building a Prospect Profile- Building a Pain Chain MSS and Key Concepts (contd)- Understanding the solution = buying vision- Understanding a buyers level of need- How people/organizations buy- How buyer concerns shift over time S