《重点客户如何销售》PPT课件

1、Welcome toTarget Account Selling,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 focus from ta

2、ctical to strategic,Help you win by.,Focusing on the right issues with the right peopleat the right time,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Program Map,Opportunity Assessment,Strategy,Politics,Alignment,Planning,Testing,Implementation,Program Modules,

3、Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,Target Account Selling Process,1,2,3,4,5,6,7,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.06

4、0100.ppt,Sales Return on Investment,Level 1,Level 2,Level 3,Productivity,Time,Tactical,Strategic,Competitive,Time and $,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Versatility,Level 1,Level 2,Level 3,Focus,Orientation,Repertoire,Finance,Relationships,Event,Pro

5、duct/Service,Technology,Price,Operations,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Development,Status,Mode,Politics,Resources,Performance,Considered,Reactive,Aware,Premature or Excessive,Inconsistent,Level 1,Level 2,Level 3,2000 Siebel Systems, Inc. All righ

6、ts reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Not in Control,Sales,Personal,Control is providing business value for the customer while forcing the competition to operate in react mode.,It is difficult to control external events unless you are in control.,Unreturned phone calls No access to infor

7、mation 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 knowing youre winning,Always 5 minutes late Too many hours Too much telephone

8、 time Continual crisis Not having fun,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Purpose Provide you with a structured, repeatable methodology for analyzing a sales opportunity Benefits Qualify opportunities faster and more effectively by analyzing them from

9、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 language Output Comprehensive assessment of your current sales opportunity,Opportunity Assess

10、ment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 2.7,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Introduc

11、tion,+,Page 2.8,Current: good win rate,Potential,Z = 1,Z = 0 A C Compromised X therein lies their vulnerability.,Origin of Strategy,Page 3.5,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Develop,Flanking,Defend,Fragment,Frontal,Competitive Strategies,Page 3.6,No

12、 Compelling Event OR No UBV,Compelling Eventexists/or you can create one AND You have UBV,Position,Attack,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Frontal Strategy,Definition,A frontal strategy is a direct approach based on the customers perception of your

13、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 strategy,Features/price/performance Proprietary technology Whole product,Relati

14、onship/Experience Prestige Comfort/Security,Solution,Reputation,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Alter the Rules,Flanking Strategy,Definition,A flanking strategy shifts the focus of the customers buying criteria to new or different issues that favor

15、 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 post,A A+1 Expand the scope of the decision Add new criteria,Acknowledge and Expand,Alt

16、er the Rules,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 smaller pieces and focuses the customer on a subset of the issues that you can address.,Guidelines/Caveats,Variations,Page 3.

17、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 Foot in the door Beachhead,Compatibility with current environment Extend capacity Enhance customers investment (1+1=3),Nich

18、e,Peaceful Coexistence,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Defend Strategy,Definition,A defend strategy protects your position from the inevitable assault from your competitors.,Guidelines/Caveats,Variations,Page 3.10,Expand your relationships to a hig

19、her level (#12) Support your allies (#11) Articulate your credibility (#12) and business value (#10) Beware of self-isolation Keep your eye on your competitors,Insulate,Isolate,Improve your relationships (#9) Support your allies (#11) Extend your presence,Contain the competition Create tangents/dive

20、rsions Dilute the competitors efforts,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Develop Strategy,Definition,A develop strategy establishes a position for a possible future engagement.,Guidelines/Caveats,Variations,Page 3.11,No compelling event (#5), OR Not i

21、n 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 compelling event (#5) Establish a presence, listen and wait Investment marketing,Not in a position to compete (#7) Attractive future altern

22、ative (#10) Requires inside support (#11),Invest,Delay,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Once you have initiated your strategy, it should remain fixed, unless there is a major shift in the profile information.,Strategy Guidelines,Page 3.12,Frontal,De

23、velop,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 a profitable subset of the opportunity that you can win?,Do you have a position in the account that you must

24、 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 Isolate,Develop,Invest Delay,Is there a compelling event (#5) or can you create one?,Can you compete?(#6-#10),Y,

25、N,Page 3.13,2000 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 Benefits Shorten your sales cycle by spending time with the right people discussing the right issues Understand the customers

26、politics so thatyou avoid surprises in the sales campaign Broaden your view of the customers organization so that you can expandyour presence Output Organization map of the customers formal and informal organization,Politics,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Player

27、s,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 4.39,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Principles,Introduction,Organizational Structure,formal,You can deny the legitimacy of

28、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 Structure,de jure/ex officio,apparent,necessary,Page 4.40,informal,de facto,subtle,reality,2000 Siebel Systems, Inc. All rights reserved. TAS

29、.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. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,Page 4.41,Step #1 Micro View Formal Structure,Buying Role Adaptabi

30、lity to Change Your Coverage Your Status,Senior VP,Director of Engineering,Director of Engineering,R&D Manager,Mfg. Manager,Systems Manager,Product Marketing Manager,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Formal Roles in the Buying Process,User,Evaluator,

31、Decision-Maker,Approver,U,E,D,A,Page 4.42,Sponsor,S,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales

32、 Manager,Product Marketing Manager,Mapping Buying Roles,A,D,E,EU,EU,E,Page 4.43,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Adaptability to Change*,Innovators,Visionaries,Pragmatists,Conservatives,Laggards,*Originally developed by Everett Rogers, University of

33、 Iowa and recently updated by Geoffrey Moore, Inside the Tornado. The “Technology Adoption Life Cycle” model is used with Mr. Moores permission.,Page 4.44,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,What They Buy,What You Should Sell,Adaptability to Change,Wha

34、t They Want,Trials Tests,Industry standards at low price with no risk,State of the 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 beh

35、ind,Evolution Solve problems,Product excellence Innovation,Future Competitive advantage,Return on investment Guarantees,Proven expertise in solving similar problems,Page 4.45,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Mapping Adaptability to Change,Senior VP,

36、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,E,I,EU,V,EU,C,E,L,Page 4.46,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.

37、060100.ppt,Coverage,No Contact,Brief Contact,Multiple Contacts,In-Depth,Page 4.47,2000 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. M

38、anager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,A,P,V,D,C,E,I,EU,V,EU,C,E,L,Page 4.48,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Your Status,EnemyNon-supporterNeutralSupporterMentor,X,=,+,Page 4.49,2000 Siebel Systems, Inc. A

39、ll rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Mapping Your Status in the Sales Campaign,Rank,Function,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,A,P,=,V,=,D,Sales Manager,Product Marketing Manager,E,I,+,R&D Manager,Mfg. Manager,EU,V,

40、=,EU,C,X,Systems Manager,Operations Manager,E,L,=,C,Page 4.50,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Influence,5,4,3,2,1,Rank,1,2,3,4,5,Rank vs. Influence,Page 4.51,(Formal),Agile,Astute,ControlOutcomes,Aware,Wonder,Makethings happen,Watch,(Informal),Poli

41、tical Structure,Inner Circle,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Mapping the Political Structure,Page 4.15,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Opera

42、tions Manager,Sales Manager,Product Marketing Manager,A,P,=,V,=,D,C,E,I,+,EU,V,=,EU,C,X,E,L,=,2000 Siebel Systems, Inc. All rights 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. Manage

43、r,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,V,=,D,C,E,I,+,EU,V,=,EU,C,X,E,L,=,ConsultantsColleaguesSalespeople,Influence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries).,Page 4.16,

44、2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Purpose Identify how influence works in an organization Identify the key characteristics of influencethat differentiate those in the Inner Circlefrom those in the Political Structure Construct relationship strategies

45、 to alignwith the most powerful people in thecustomer organization Benefits Shorten your sales cycle by spending time with the right people discussing the right issues Enhance the quality of key relationships sothat you can win the sales opportunity Output Relationship strategies for key people in t

46、he customer organization who can influence the buying decision,Alignment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 5.54,2000 Siebel Systems, In

47、c. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Indicators of Influence,Individual,Organizational,Page 5.55,Hirings Promotions Transfers Firings Special Assignments internal external,Mergers & Acquisitions Dispositions Reorganizations Downsizing / Rightsizing Budgets size/priority expan

48、d/protect,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Identifying Influence,5 Cs,BusinessValue (innovation, agreed goal, balance of returns),TrackRecord (referent),Philosophyand Policy (beliefs, behaviour, assumption),Partisansand Allies (like/trust shared inf

49、ormation),Page 5.56,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Business Value,Characteristics,Inner Circle,Political Structure,Who defines and creates it? Who delivers it?,Page 5.57,Define goals, objectives and strategies Initiate/sponsor new projects Control

50、 outcomes,Execute objectives and strategies “Make it happen” Implement new projects,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?,Characteristics,Inner Circle,Political Structure

51、,Page 5.58,Recognized as consistently successfulin the past Sought out by others for advice,Recent successful performance Receive new, highly visible projects to manage,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Partisans and Allies,Who is connected to whom?

52、Who do they go to for advice?,Characteristics,Inner Circle,Political Structure,Page 5.59,Center of the informalcommunications network Surround themselves with peoplethey trust Able to reach down into the organization for advice,“End Nodes” of the informal communications network Collect and provide i

53、nformation to inner Circle,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?,Characteristics,Inner Circle,Political Structure,Page 5.60,Define the organizations culture, values and policies Able to change

54、or circumvent established policies and procedures,Understand and assimilate into the organizations culture View policies and procedures morelike rules,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Relationship Strategies,EnemyNon-supporterNeutralSupporterMentor,

55、X,=,+,Page 5.8,Neutralize,Motivate,Leverage,Defensive,Offensive,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Leverage,Capitalize on supporter and mentor relationships to establish credibility with others and gain competitive advantage,Process,Caveats,Definition

56、,Validate position Confirm your value Ask for help,Dont make it difficult Dont compromise the customer Dont forget quid pro quo,Page 5.9,2000 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,Proc

57、ess,Caveats,Definition,Understand Connect Demonstrate Reinforce,Dont let emotions interfere Lack of preparation,Page 5.10,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Building Credibility,High,High,Low,Trust(Intent/Personal Agenda),Capability(Can-do/Business Ag

58、enda),Page 4.12,Sell Stuff Talk Techno babble Take Briefcase for Ride,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 business value. People in the Inner Circle always know how they are being measured and held accountable.,The best indicator o