非常好的解决方案销售培训资料.ppt

1、1,Solution Selling1,A Powerful Tool for Salespeople Who is Selling a Combination of Products, Services and Concepts,2,A new approach to generate prospects and new business. A behaviorally-correct technique for developing buyer needs, specific to your product, service and concept. An integrated buyer

2、-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 immediately while they gain the expertise they will need long term. A

3、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,3,Diagnostics and Power Based Selling,Both are sales models which integrate with and expand Sales Training. Diagnos

4、tics 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.,4,THE TRADITIONAL PROCESS,THE DIAGNOSTIC PROCESS,UNSTABLE RELATIONSHIP,STABLE RELATIONSHIP,Close,Presentation,Problem Solvin

5、g,Qualifying,45%,35%,15%,5%,5%,10%,35%,50%,Agreement,Presentation,Design Solutions Problem Solving,Diagnosis,Traditional vs. Diagnostic,5,Sales Process Overview,Target potential opportunities Pre-call planning and research Create curiosity and hope Rapport, credibility, credentials Develop buyer and

6、 user needs determine pain, critical issues diagnose reasons with bias toward offerings determine impacts across the organization - who, how, financial create, participate in, reengineer buyer visions clarify expectations and ownership Agree on evaluation criteria,6,Determine capabilities needed to

7、meet buyer vision Present offerings Buyer acceptance of offerings Mutually agree on ROI Negotiate a win/win profitable agreement Implement as agreed, measure success criteria Continue to develop relationship Use success to leverage other opportunities,Sales Process Overview (cont),7,High Difficulty

8、Selling,Conceptual/intangible Difficult to learn and explain Perceived as expensive Perceived as complex Requires major change by buyer Sold to committees Small organization selling to large,8,Superior Seller,Situational Fluency-Align with your buyer,9,Basic Principles,No PAIN, no Change Diagnose be

9、fore you prescribe Three levels of Buyer PAIN People buy from people Power buys from power “Product” = Buyer VISUALIZATION You cant sell to someone who cant buy,10,Latent Pain Vs. Pain,LATENT,PAIN,PAIN,CURRENTACTIVE EVALUATIONS,11,Three Levels of Buyer Pain,Level One: LATENT PAIN,Level Two: PAIN,Lev

10、el Three: VISUALIZATION,12,Definition 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 attempted to find a

11、 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/she has a

12、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 participate pers

13、onally in the development of the need in order for it to be a qualified need.,13,Definition 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 problem in his mind. He is enabled

14、.,14,Examples of Needs,Level One: Latent Needs People 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 disability insurance. Level Two: Pain “We are losin

15、g 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 handle the average banking transaction in under

16、 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”.,15,Types of Approval,Sponsor Beneficiaries Adversaries Legal/Techni

17、cal/Administrative Financial Power Sponsor POWER,16,Components of a Sale,PAIN + POWER + VISION + MOMENTUM + PROCESS = SALE,17,How People Buy,Latent Pain Pain Visualization Match Vision Cost Justify Overcome Fear of Risk Price Justify Take Action,18,Alignment of Buying how do you get the news? Who is

18、 looking to you to fix this problem?,“Tell me about it, what is causing you to have this . . . (repeat pain)?”,“Besides yourself, who in your organization is impacted by this (repeat pain) and how are thy impacted?”,“What is it going to take for YOU to be able to solve this (repeat pain)?” “Could I

19、try a few 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 . . ., would that help? What if you were also able to . . .?”,“So, the reasons for your (repeat pain) are . . .?”,“From what I just heard, i

20、f you had the ability 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 sounds like this is not just your problem, but a _ problem!”,Vision Processing Model,PAIN,Diagnose Reasons,Explore Impact,V

21、isualize Capabilties,Open,Control,Confirm,VISION OF A SOLUTION,45,The Power Base,Finding the People with Influence,Influential Authoritarians,Non-Influential Authoritarians,Influential Non-Authoritarians,Non-Influential Non-Authoritarians,46,The Power Base,Power Base: Finding the People with influen

22、ce,We are not fit to lead an army unless we are familiar with the face of the country. Sun Tzu,47,The Power Base,Vice President Marketing,Director Western Region,Director Central Region,Director Eastern Region,Mgr. Sales,Mgr. Support,Mgr. Sales,Mgr. Sales,Mgr. Support,Mgr. Support,48,Pre-Call Planni

23、ng,Company: _Date/Time: _ Location: _Revenue: _ Telephone:_Industry: _ Potential Sponsors: 1. _ 2. _ Recent press: _ Call Objective: Reference Story: Potential Pains: Situation Questions: Typical areas of concern:,49,Vision Reengineering,Participate in existing vision Add your bias to existing visio

24、n 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.,Vision Processing Prompter - Reengineering,Pain,Diagnose Reasons

25、,Explore Impact,Visualize Capabilties,Open,Control,Confirm,Reengineered Vision,What is the impact on your business of doing it this way?,Original Vision,51,Tag Team Role Play,R1,I1,C1,R2,I2,C2,R3,I3,C3,Diagnose Reasons,Explore Impact,Visualize Capabilities,Open,Control,Confirm,* Seller has ultimate

26、responsibility for all 9 boxes.,SELLER,GURU*,GURU*,GURU*,SELLER,SELLER,SELLER,SELLER,SELLER,52,Proof of Vision,Is it possible? Has it been done before? Can you do it? Have you done it before? Proof Variables? Your personally Your product Your technology Your methodology Your market Your company,53,E

27、nhancing the Buyers Vision Vision Processing,Emotion clarify/intensify pain with $/emotion questions add emotion to control questions confirm in emotional order Value add measurement to control questions confirm value to buyer in Box C3 Action create action vision with control capability questions w

28、hen,who,what, via specific capability confirm desire,Transition to Buyer Qualification,Tactical Decision Table - This Table will guide you in the process of buyer qualification after vision processing:,IF . . .,THEN . . .,55,Next Five,Decision Management vs. “Sales Cycle” management Plan letters - O

29、ptions Re-Qualification - Things Change! Keeping Momentum from Status C to W Closing,56,Key Thoughts on Decision Management,Changing terminology to decision cycle puts the prospect in control All prospects go through a “decision cycle” and will not buy until theyve completed it. (Steps may be moved,

30、 but rarely changed.) People need help developing their “decision cycle”. They go through one every 5 years - we do it daily When youre feeling pressure . . . typically youll be thinking “sales cycle” not “decision cycle”.,57,Call Debriefing,What was the persons pain? What were the reasons for the p

31、ain? What is the impact on the organization? What is the persons vision of a solution? What is the path to power? What is the next step?Consistency is the key!,58,Utilizing Plan Letters,Why Plan Letters? Set steps for evaluation Completes the process and forces sales person and prospect to think “Pa

32、th to Decision”. Creates mutual commitment Begins “agreement” relationship,59,Utilizing Plan Letters,Dangers of Plan Letter: Too complex for small guy: (ie. too much commitment too soon.) If not managed to, it lessens creditability of salesperson and “process”. Timings change (this is the nature of

33、the beast). Dont lose site of the goal.,60,Re-Qualification,Basic Qualification Points Why do they need/want a new system? Who will decide? How will they buy and fund the procurement? What is their decision process? Who will compete? What is the “driving force” behind the decision date? Verify these

34、 points with Multiple People Verify these points by using your “Title”,61,Key Thoughts on Keeping Momentum,Professionals dont do anything without knowing Why What happens next He/She wants that to happen, so he/she does it! Avoid “mutual mystification”: If you dont understand where a prospect is, as

35、k him to HELP you! (The words you are most familiar with are the ones that you wont clarify, ie. decision.),62,Key Thoughts on Keeping Momentum,If you cant answer these questions, you are not in control. Why do they want Symix? Why do they need Symix? Who will decide? What are the steps to buy ($ co

36、mmitment)? Sanity check sources: RSM, ASM, VP Symix customers used as reference sites Multiple sources in the prospect,63,Key Thoughts on Keeping Momentum,Must be prepared not to be prepared Role play alternatives/outlines of phone calls, meetings, etc. Dont play phone tag: leave a message that dema

37、nds action.,64,Examples of “Stuff” to Keep Momentum,“Hot 5” calls Where have we been together? Why partner with Symix? Symix Differentiators When to send it? Who to send it to? Why send it?,Who can help you verify via phone Executive Management Symix Reference Site Leasing Company Symix Pre-sales Co

38、nsultants,65,Recap the road map for Power Executives need all information to make a decision If youve established why they need Symix, it should be fun If you feel tension, BACK OFF Negotiations are a “Two-Way Street” We all have “higher authority” for approval.,66,Negotiating,Knowledge is power. Pl

39、an before you begin. Know your bottom line before you begin. Dont give without getting, and not until you have withstood three “squeezes” by the buyer. Give reluctantly and slowly Be patient. Be willing to walk away today. Seller must overcome their emotional hurdle first. Buyer must believe they ar

40、e getting the best deal. Use a win-win approach.,67,Closing Worksheet,Is it closeable today?,Power to buy? Pay back agreed to? L/T/A approvals? Plan complete? Known cost since,Stand 1: _ Stand 2: _ Stand 3: _,“The only way I could do something for you is if you could do something for me? Buyer shoul

41、d ask: “like what?”,Your condition: _ If buyer accepts your condition, Your offer: _,68,Closing Worksheet,Is it closeable today?,Power to buy? Pay back agreed to? L/T/A approvals? Plan complete? Known cost for 4 months,x,x,x,x,x,Stand 1: “I dont understand, you have known the cost for 4 months and p

42、ersonally approved the ROI”. Stand 2: Im a businessperson, youre a businessperson, I dont resent your profits, you shouldnt resent mine . . .” Stand 3: “The cost of our system is a fraction of what you are spending to turn the company around”,“The only way I could do something for you is if you coul

43、d do something for me? Buyer should ask: “like what?”,Your condition: Move Phase I & II together, decide now so hardware can ship this quarter. If buyer accepts your condition, Your offer: 200 extra on-site support hours,69,Stand Examples,Plan Stand: “I dont understand, we covered these numbers in d

44、etail at both the implementation meeting and the day we determined the pay back period.” Value Stand: “The day we calculated the pay back you told me that the return was higher than you anticipated. You told me that entire project would pay for itself within the first year.” Pain Stand: “The reason we have spent the last four months together is your customer base erosion. That problem is not going to go away until you gain these new capabilities.” Vision Stand: “You told me that your customer ser