整体方案销售技巧Soluionselling

MSSforPartnersOverviewSOLUTIONSELLINGCreditandCopyrightiiSolutionSelling®•Version2001•©2001SalesPerformanceInternational•AllrightsreservedPrefaceAspartoftheworldwideIntegratedSolutionSellinginitiative,MicrosoftisimplementinganewapproachtosellingMicrosoftproductsandsolutionscalledMicrosoftSolutionSelling(MSS).BecauseBusinessPartnersplayanimportantpartinthesaleofMicrosoft’sproductsandsolutions,MSSisnowbeingofferedtoMicrosoftBusinessPartners.ThispresentationisintendedtocreateanawarenesswithintheMicrosoftBusinessPartnercommunityofMSSforPartnersaswellasadesiretoengage.ItisintendedtobeanOverviewanditisnotintendedtobeaformoftraining.Customersandcompetitorsdemandwechange:Customerswanttrustedadvisors,notvendorsManycompetitorsfillthatroleWeneedtosellmoretoLinesofBusinessExecs-theyhavethemoneyanddrivemostnewITacquisitionsLOBExecsbuysolutionstotheirbusinessproblems,nottechnologyWearesuccessful,whychange?Buyerstellmeourservicescosttoomuchandtheycouldn’tcostjustifythem.”Theywouldn’tletmeinattherightlevel.”Theconsultantdidn’tdoagoodjob.”Ilosecontrolofourprospectsattheendofthesellcycle.”Wegotintoolate.”Theprospectdidn’tknowwhattheywanted.”Wemissedtheneedsofcertaincommitteemembers.”Igetanopportunitystartedandourresellersdroptheball.”Mymanagertellsmewhattodo,NOThowtodoit.”Mycompetitionsellsface-to-facewhilemymanagerforcesmetoselloverthephone.”Managementdemandsdetailedwrittensalesforecasts-dotheywantmetosellorfilloutforms?”Prospectscanbuythesamecapabilitiesfromsomeoneelse,soIhavetooutsellmycompetitiontowinthebusiness.”“ “““““““““““

SellingDifficultiesCanyourelate?Itisbecomingincreasinglydifficulttopredictrevenue.”Mysalespeoplearecomfortablecallingtechnicalandendusersbutareineffectivewithexecutivemanagement.”Welosetonodecisionmorethantoanysinglecompetitor.”Onlyafewofmynewhiresdevelopintotopproducers.”Salespeopleneedtechnicalpeoplewiththemontoomanycalls.”Marketingeffortsareoutofsynchwithoursalesefforts.”Salespeopleblamelossesontheproduct.”Assoonasthepipelinelooksgood,prospectingstops.”Itisdifficulttofindnewopportunities,soweenduprespondingtoRFPswiredforourcompetition.”BythetimeIgetaskedtogetinvolvedtherepisalreadylosing.”Mysalespeopledon’tknowwhentodisqualify(orqualifyout).”Weselltechnologythatbuyersdon’tfullyunderstandtohelpthemaddressproblemstheydon’tknowhowtosolve.”““ ““““““““““ManagingDifficultiesCanyourelate?ObjectivesofMSSforPartnersToenableMicrosoftandMicrosoftBusinessPartnerstoincreasesalesproductivity.Specifically,MSSforPartnersisasalesprocessdesignedtohelp:

GenerateinterestinMicrosoftrelatedofferingsIdentifyanddiagnosecustomercriticalbusinessissuesCreateadesireforasolutionthatwilladdressacustomer’scriticalbusinessissue(s)Changeacustomer’sbiasedvisionofacompetitivesolutionCreateavaluepropositionGainaccesstodecision-makingauthorityorinfluenceDifferentiatethemselvesfromcompetition,byhowtheysellinadditiontowhattheysellClosemoreopportunitiesbotheffectivelyandefficientlyQualifyeachstepofthesalescyclePredictrevenueattainmentmoreaccurately(Randomeventsproducerandomresults.)…andappearasonesalesteam.MSSforPartnersPositioningThisprocessisbuiltonhowbuyersbuy,whichdifferentiatesitfromothersalesmethods.Itisapplicableforsellingproducts,services,andintangibles.Theprocessisdesignedtohelpdifferentiateyoufromyourcompetitorsbythewayyousell.IntheMSSforPartnersworkshop,participantslearnandpracticeconceptsandjobaidsimmediatelyapplicabletotheirjob.MSSforPartnersistheFieldSalesExecutionModeltodriveMicrosoftIntegratedSolutionSelling(ISS).ThefollowingslidesaretakenfromtheMSSforPartnersworkshop“TalentAssessment”80%20%KEYTOSUCCESSISPROCESSEAGLESJOURNEYMENIntegrationofKnowledgeandSkillsbytheSellerfor“Eagle””PerformanceWHATBUYERSSHOULDEXPECTFROMSELLERSSITUATIONALKNOWLEDGECAPABILITYKNOWLEDGEPEOPLESKILLSSELLINGSKILLSHOWDOWEINTEGRATE?SituationalFluencyCURRENTACTIVEREALEVALUATIONS*PowerPersondrivenBusinessissuesdefinedRequirementsonpaperEvaluationteaminplace*NotLookingLookingHOWMANYSHOULDBELOOKING?ConceptualSalesTerritoryRequirementsVendorAVendorBVendorCHowOrganizationsBuySalesProcessFlowchartStartingPointsYesNoNoYesAtPower?Develop/manageEvaluationPlan(sampleplansteps)-Summarizefindings-ProofofMicrosoftcapabilities-Implementationplan-Developinitialvalueproposition-Determinesuccesscriteria-Legal/technical/admin.approval-ReviewroughdraftproposalYesPre-callplanning/researchStimulateinterestSalescalltodefine““Pains”orCriticalBusinessIssuesDiagnoseandcreatevisionofMicrosoftbiasedsolutionReachfinalagreementIdentifyopportunitiesMeasuresuccesscriteriaLeveragenewopportunitiesAccesstopowerActiveopportunitiesOpportunityassessment/competitivestrategiesReengineervisionwithMicrosoftdifferentiatorsGo?NoOVERVIEWActiveLatentBuyingPhases

Needs

CostProof

Risk

Needs

Price

Proof

Risk(PHASEI)DEFINENEEDS(PHASEII)EVALUATESOLUTIONS(PHASEIII)EVALUATERISKLEVELOF

CONCERNShiftingBuyerConcernsPHASEIIPHASE1PHASEIIIDetermineneeds DoIneedtochange? WhatdoIneed? Howmuchwillitcost?Evaluatesolutions Istherereallyasolution? Whichonemeetsmy needs? Howdowejustifyit?Takeaction ShouldIdoit? Whatarethe consequences? AmIgettingthebest price?BUYER:Developneeds Createorreengineer buyingvisionwithbias QualifybuyingprocessProve Demonstratehow capabilitiesmeetbuyer vision FacilitatevaluejustificationCompletethesale Whynow? Whyus? Helpbuyerdealwithfearof consequencesSELLER:AlignmentofBuyingandSellingPhasesProspectingNeedDevelopmentProofManagementBuyingProcessQualificationBuyingProcessControlNegotiatingClosingALIGNMENTDISQUALIFICATIONVisionCreationVisionReengineeringKeySellingSkillsMSSSalesProcessFlowchartStartingPointsYesNoNoYesAtPower?Develop/manageEvaluationPlan-Summarizefindings -ProofofMicrosoftcapabilities-Implementationplan -Refineinitialvalueproposition-Determinesuccesscriteria-Legal/technical/admin.approval-ReviewroughdraftproposalYesPre-callplanning/researchStimulateinterestSalescalltodefine“Pains”orCriticalBusinessIssuesDiagnoseandcreatevisionofMicrosoftbiasedsolutionReachfinalagreementIdentifyopportunitiesMeasuresuccesscriteriaLeveragenewopportunitiesAccesstopowerActiveopportunitiesOpportunityassessment/competitivestrategiesReengineervisionwithMicrosoftdifferentiatorsGo?NoMSSWITHJOBAIDSActiveLatentNoYesBPBPBPBPBPBPKeypointstodetermineBusinessPartnerinvolvement=KeyPlayerListReferenceStoryPainChainPainSheetReferenceStoryInterestCreatingStInitialValuePropKeyPlayersListReferenceStoryKeyPlayersListPainChain9BlockVCModelPainSheetDebriefPQWNegotiatingWorksheetCallPlan9BlockVRModelPainSheetDifferentiationListAnxietyQuestionsDebriefPQWPowerLetterEvaluationPlanCallPlanOpportunityAssessmentWorksheetSponsorLetterPainChainCallPlanSuccessCriteriaReferenceStoryMicrosoftprovided:Himwiththesecapabilities.Result:Capabilityneeded:(when,who,what)Hetoldusheneededawaythat...Reasons:Criticalissue:JobTitle&Industry:Asaresult,resellersdecreasedoverstockingcostsby12%andincreasingoverallsellthruratesthusincreasingprofitsby7%.whenoverstockingoccursresellerscouldrapidlyanalyzethemovementofproductsandreallocateinventoryfromlowtohighsalesvolumestores.Inventorylevelsincreasedattheresellerlevelwithcorrespondingcost-to-carryandsalesvolumesweredecreasing.DecreaseinresellerprofitsCFO,GeneralBusinessReferenceStory-GeneralBusinessExampleTIMEPERFORMANCEP=PerformanceM=MoralePMSalesPerformanceOverTimeOpenControlConfirmDiagnoseReasonsVisualizeCapabilitiesExploreImpactPAINBUYINGVISIONR1(1)I1(4)C1(7)R2(2)I2(5)C2(8)R3(3)I3(6)C3(9)“FromwhatIjustheard,ifyouhadtheabilityto…(summarizecapabilityvision)couldyou(achievegoal)?”“Whatiftherewereaway…when,who,what...wouldthathelp?”“Whatifyouwerealsoableto…?”“WhatisitgoingtotakeforYOUtobeableto(achievegoal)?”“CouldItryafewideasonyou?”“FromwhatIjustheard…(repeatthewhoandhow),itsoundslikethisisnotjustyourproblem,buta______problem!”“Isthis(pain)causing…?”“Ifso,wouldn’t(title)alsobeconcerned?”“Besidesyourself,whoinyourorganizationisimpactedbythis(repeatpain)andhowaretheyimpacted?”“So,thereasonsforyour(repeatpain)are…?”“Isitbecause…?”1.2.3.“Tellmeaboutit,whatiscausingyoutohavethis…(repeatpain)?”9-BlockVisionProcessingModel™-VisionCreationtherearelongdelaysbetweenrunningpromotionsandmeasuringtheresults?Howlongdoesittaketogettheresultsofapromotion?

Howoftenarepromotionsrun?Howlongdoesatypicalpromotionrun?Whatarethecostsinvolvedinrunningapromotion?What%areconsideredsuccessful?thediversityofpotentialcustomersanddistributionchannelsaddscomplexityindevelopingmarketingcampaigns?Howmanypotentialcustomers/distributorsdoyouhave?Howmanydifferentmarketsegmentsdotheyrepresent?Howmanyofthosesegmentsareyouabletoreachwithacustomizedmessage?Whatisthedifferenceinreturnbetweenabroadcampaignversusatargetedcampaign?thereisdifficultyineffectivelycreatingtherightpromotionfortherightaudience?Howoftenarepromotionsrun?Howoftenarepromotionschanged?Towhatextentareyouabletocustomizeapromotion?Doallstoreshavethesameproductmix?Howmanystores?Whattypesofmarkets?Pain: JobTitle&Industry: OurCapability:

ReasonsImpactCapabilitiesIsitbecause…;Today…?Isthispaincausing...Whatif…;Wouldithelpif…?Unabletoattractnewcustomers/distributionchannelsVPMarketing,GeneralBusinessBusinessIntelligence1.missedgrowthrates?%?•revenuestreamstoerode?#?,%?,$?IstheVPSalesconcerned?•revenuestreamstoerode?#?,%?,$?

•erosionofprofits?#?,%?,$?

IstheCFOconcerned?imageofthefirmtodecline?•erodingsharevalue?#?,%?,$?IstheCEOconcerned?2.3.When:Who:What:When:Who:What:When:Who:What:1.duringpromotionsyouhadawaytoanalyzeresults,measuretheeffectivenessofapromotiononadailybasisandmakeadjustmentsintimetoimproveresultsforyourdistributors?developingcampaignsyouhadawaytotargettypesofdistributorsorcustomers,combinethesegroupingsbasedonseasonaltrends,geographicallocation,inventorylevels,buyinghabits(etc.)touseasabasisformoreeffectivecampaigns?planningpromotionsyouhadawaytomodelapromotion’seffectivenessbeforelaunchinginordertoexecutecampaignswiththehighestpotentialforreturnbycustomerordistributortype?2.3.PainSheet™Jan7CompleteJan7CompleteJan14Jan21Jan28Feb4Feb11Feb11Feb11Feb18Feb25Feb25March4March18March25April10OngoingMr.JimSmithPage2DRAFTAsyounotice,wewillstopandmutuallydecidetoproceedseventimes(ateach*)inthisproposedevaluationplan.PhoneinterviewSteveJones(VPMarketing)PhoneinterviewJimSmith(VPSales)PhoneinterviewJohnWatkins(ITDirector)SummarizefindingstotopmanagementteamIntroduceMicrosoftBusinessPartnerandproveMicrosoftcapabilitiestotopmanagementteamPerformdetailedsurveyofcurrentsystemenvironmentandhighlevelbudgetestimateSendMicrosoftlicenseagreementtolegalImplementationplanapprovalbyITDepartmentDevelopdetailedproofofcapabilitiesPresentpreliminarysolutionandcostestimatePresentrefined(initial)valuepropositionAgreeonsuccesscriteriaGainlegalapproval(Terms&Conditions)Reviewproposal“roughdraft”PresentproposalforapprovalImplementation(Deployment)kickoffMeasureSuccessCriteria

*EventWeekofGo/NoGoBillableYes******YesProposedEvaluationPlan-ExampleSalesProcessFlowchartStartingPointsYesNoNoYesAtPower?Develop/manageEvaluationPlan-Summarisefindings-ProofofMicrosoftcapabilities-Implementationplan-Refineinitialvalueproposition-Determinesuccesscriteria-Legal/technical/admin.approval-ReviewroughdraftproposalYesPre-callplanning/researchStimulateinterestSalescalltodefine““Pains””orCriticalBusinessIssuesDiagnoseandcreatevisionofMicrosoftbiasedsolutionReachfinalagreementIdentifyopportunitiesMeasuresuccesscriteriaLeveragenewopportunitiesAccesstopowerActiveopportunitiesOpportunityassessment/competitivestrategiesReengineervisionwithMicrosoftdifferentiatorsGo?NoOVERVIEWActiveLatentNoYesBPBPBPBPBPBPKeypointstodetermineBusinessPartnerinvolvement=20%Develop40%Solution60%Proof80%Close100%Deploy10%QualifyQualifyoutandrevisitMSPQualifyoutandrevisitMSP10%QualifyOpportunityDebriefGuideSponsorName/Title______________________Pain____________________________________Reasons________________________________Vision__________________________________Value___________________________________PowerName/Title________________________Pain____________________________________Reasons________________________________Vision__________________________________Value___________________________________ItemstoinspectforverificationCompetitiveStrategy:______________________ReasonsValueandmeasurementProspectagreedtovisionImpactexploredSponsorCommunicationsentOpportunityAssessmentValueandmeasurementProspectagreedtovisionImpactexploredPowerSponsorCommunicationsentwithEvaluationPlanUpdatedEvaluationPlanPreliminarySolutionNegotiatingWorksheetconstructed*CustomerEvidenceStepCompletionCommunication¨Inassignedterritory¨Meetsmarketingcriteria¨PotentialSponsoridentified*¨PainadmittedbysponsorSponsorhasabuyingvision¨Sponsoragreedtoexplore¨Accesstopowernegotiated¨¨Accesstopowerperson¨Painadmittedbypowerperson¨Powerpersonhasabuyingvision¨Powerpersonagreedtoexplore¨EvaluationPlanproposed¨EvaluationPlanunderway¨Pre-proposalreviewconducted¨Askedforthebusiness¨Contractnegotiationinprocess¨ImplementDevelopProspectQualifySolutionProofDeployMSSPStepMSSActivitiesCloseWho?Whatagreedupon?¨Sponsorcommunicationagreedupon*¨EvaluationPlanagreedupon*Preliminarysolutionagreedupon*¨EvaluationPlancompleted¨¨Proposalissued,decisiondueVerbalapprovalreceived*¨¨Signeddocuments*(40%)(60%)(20%)(10%)(0%)(80%)SigneddocumentsSale=PainPowerVisionValueControlxxxxPowerVisionValueControlPainTheSuccessfulSalesFormulaBettercommunicationamongsalesteam-Microsoft&PartnerCommonterminologyBetterqualification/disqualificationofopportunitiesBetterpredictabilityofrevenueCustomerview-unifiedsalesteamMoreeffectivehandoffbetweenMS&PartnerEarlieridentificationofresourcesneededMoreeffectivedeploymentofexpertiseShortersellcyclesGreatercredibilitywithcustomerMSSPBenefitsforBusinessPartners“Thetoolswereveryeffectiveandwouldbegreatforeverydayuseinadvancingrelationships/saleswiththecustomer.””“Outstandingframework:willusetoplananddocumentsalescycle.Implementacrossoursalesforce.”“Ireallywanttoapplythisprocesstomyeverydayselling.Ultimately,IbelievethewholesalesdeptneedstogetonboardwiththeMSSprocessinordertoreallyseeresultscompany-widefromusingtheprocess.”“Overall,Ithoughtthecontentanddeliverywerehandledwell.Eventhisearlyinthegame,IamlookingbackatmyprevioussalesandreviewingwhatIdidandhowIcouldhaveimprovedmyeffortsbyapplyingaprocess.””“Avaluablecourse––extremelyapplicablefortheMicrosoftSolutionsworldasapartnerareselling.Canimmediatelyimplementinpresentopportunities.””“BesttrainingfromMicrosoft.GreattoseethetoolsthatMicrosoftrepsuse.”“Thiscoursewasgreatandhasprovidedmewithextremelyvaluableandapplicableresourcesattherighttime.Instructorswerefantasticandalongcourseverycompellingandengaging.”“ThiswasthemosteffectivesalestrainingI’veattended.Manyseemtoaddressslicesofsalespsychologyorsalesbutthisaddressesthewholeprocesswithmilestonesandspurstoaction.”MSSforPartnersFeedback/TestimonialsDay1ŸKickoffandPositioningforPartnersŸMSSandKeyConceptsŸExercise-IdentifyingsellingdifficultiesŸMSSandKeyConcepts(cont’d)-Pitfallsoftraditionalsellingbehavior-Understandingtheprinciplesofpain-IdentifyingwhoapprovesthesaleŸCaseStudyWorkshop-BuildingaProspectProfile-BuildingaPainChainŸMSSandKeyConcepts(cont’d)-Understandingthesolution=buyingvision-Understandingabuyer’slevelofneed-Howpeople/organizationsbuy-HowbuyerconcernsshiftovertimeŸStimulatingInterestinMicrosoftsolutions-Howtoinitiatesellcycles-HowtousepastsuccesseseffectivelyCaseStudyWorkshop-BuildingjobaidstoinitiateasellcycleŸMSSSalesCallPlan-Howtoalignwithbuyers-HowtopositionMicrosoftsolutions-HowtogetbuyerstoadmitpainŸDiagnosingandVisionCreation-HowtodevelopneedsbiasedtoMicrosoft-HowtogetbuyerstoownaMicrosoftvisionŸRolePlayanddebrief-VisionCreationEveningAssignmentMicrosoftSolutionSelling(MSS)PartnerWorkshopAgendaDay2ŸReviewPreviousDayŸEnhancingtheBuyer’’sVision-UnderstandingemotionandmeasuringvalueŸRolePlayanddebrief-EnhancedvisioncreationŸCaseStudyWorkshop-BuildingenhancedpainsheetsŸMulti-PersonVisionCreation-HowtouseMicrosoftspecialistsŸSponsor/PowerSponsorQualification-Howtocreatesponsors-Howtogetaccesstopowersponsors-HowtonegotiatethesellcycleŸElementsofanevaluationplanŸCaseStudyWorkshop-PowersponsorletterandevaluationplanŸVisionReengineering-Activeopportunitiesandassessment-Competitivestrategies-Howtochangeabuyer’svisionandbiasittoMicrosoftŸRolePlayanddebrief-VisionReengineeringŸCreatingAnxietyinaBuyerŸReachingFinalAgreement-HowtomanageconcessionsEveningAssignmentMicrosoftSolutionSelling(MSS)PartnerWorkshopAgendaDay3ŸReviewPreviousDayŸManagingtheMSSprocess-Howtouse/measuremilestonesŸSiebeluserinterface-HowtheprocessintegrateswithSiebelŸCasestudyteampresentations-Presentation1-Casestudypresentationdebrief-Presentation2-Casestudypresentationdebrief-Presentation3-Casestudypresentationdebrief-Presentation4-CasestudypresentationdebriefŸGettingStartedwithMSSŸWrap-up/Adjournment/EvaluationsEndofWorkshopMicrosoftSolutionSelling(MSS)PartnerWorkshopAgendaMSSforPartners9、静夜四四无邻，，荒居旧旧业贫。。。1月-231月-23Friday,January6,202310、雨中黄叶树树，灯下白头头人。。16:39:3516:39:3516:391/6/20234:39:35PM11、以我独沈久久，愧君相见见频。。1月-2316:39:3516:39Jan-2306-Jan-2312、故故人人江江海海别别，，几几度度隔隔山山川川。。。。16:39: