銷售培訓(xùn)-目標(biāo)解釋銷售

Welcome

toTarget

AccountSelling?·8/17/2023第一頁，共八十一頁。Program

ObjectivesEnabling

you

to

communicate

more

effectively

with

your

teamShifting

your

sales

focus

from

tactical

to

strategicHelp

you

win

by...Focusing

on

the

right

issues

with

the

right

peopleat

the

right

timeDeveloping

and

testing

a

comprehensive

plan

for

your

salesopportunityT

A

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**第二頁P，a

g共e八1十.一2頁。Program

MapOpportunity

AssessmentStrategyPoliticsAlignmentPlanningT

e

s

tin

gImplementationProgramModulesAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationship

StrategyTurn

IdeasIntoActionsTest

and

Improvethe

PlanImplement

theProcessTarget

Account

Selling

ProcessT

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**第三頁P，a

g共e八1十.一3頁。Sales

Return

on

InvestmentLevel

1Level

2Level

3ProductivityTimeEntryTacticalStrategicCompetitive·

Time

and

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*第四頁P，a

g共e八1十.一4頁。VersatilityLevel

1Level

2Level

3FocusEventProcessOutcomeOrientationProduct/

ServiceBusinessPoliticalRepertoireTechnologyServicesSolutionFinancePriceCostValueRelationshipsOperationsManagementExecutiveTT

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*第五頁P，a

g共e八1十.一5頁。DevelopmentResourcesPerformancePremature

orExcessiveInconsistentTimely

&

JudiciousConsistentlyAchievesLevel

1Level

2Level

3StatusConsideredPreferredDominantModeReactiveResponsiveProactivePoliticsAwareAgileAstuteHigh

ROIReliably

ExceedsT

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**第六頁P，a

g共e八1十.一6頁。Not

in

ControlSalesPersonalControl

is

providing

business

value

for

the

customer

whileforcing

the

competition

to

operate

in

react

mode.Unreturned

phone

callsNo

access

to

informationCriteria

slantedCriteriaconstantly

changesDelaysBudget

goes

away

Questioning

by

customers

probing

yourweaknessesPlayers

changeMeetings

cancelledMeetings

delegatedPreoccupied

with

priceNo

inside

support·

Not

knowing

you’re

winningIt

is

difficult

to

control

external

events

unless

you

arein

control.Always

5

minutes

lateToo

many

hoursToo

much

telephone

timeContinual

crisisNot

having

funTT

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*第七頁P，a

g共e八1十.一7頁。Purpose·

Provide

you

with

astructured,repeatable

methodology

foranalyzing

asalesopportunityBenefits

Qualify

opportunities

faster

and

more

effectively

byanalyzing

them

from

the

most

critical

customer,

businessand

competitive

perspectives

Investtime,

energy

and

resources

on

the

opportunitiesyou

are

most

likely

to

win

Communicate

the

key

issuesmore

effectively

using

a

commonlanguageOutput·

Comprehensive

assessment

of

your

current

sales

opportunityOpportunity

AssessmentAssess

the

OpportunityS

e

t

th

e

C

o

m

p

e

titiv

e

S

tra

te

g

yIdentifytheKey

PlayersD

e

fin

e

th

eR

e

la

tio

n

s

h

ip

S

tra

te

g

yT

u

rn

Id

e

a

sIn

to

A

c

tio

n

sTest

and

Improvethe

PlanImplement

theProcess1PPPPaag

eg2e.

81

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**第八頁，共八十一頁。Introduction–A

B

CCurrent:

good

win

rate+Potential·

Z

=

1·

Z

=

0A

–

C

CompromisedX

&

Y

LostZ

=

-1XYZTT

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**第九頁PPPPa，ag

eg共2e八.91十.一9頁。FourKey

Questions

-

The

4

Principles

of

Selling·

Is

there

an

opportunity?·

Can

we

compete?·

Can

we

win?·

Is

it

worth

winning?PPPPaag

eg2e.

110

.

10T

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**第十頁，共八十一頁。Is

There

An

Opportunity?#

1Customer’sApplication

or

ProjectW

ha

t

a

re

th

e

c

u

s

to

m

e

r’

s

re

q

u

ire

m

e

n

ts

?What

are

the

customer’s

key

issues

and

objectives

for

theproject?Who

in

itia

te

d

th

e

p

ro

je

c

t?

Who

’

ll

b

e

w

o

rk

in

g

o

n

th

e

p

ro

je

c

t?How

does

this

project

fit

intothe

customer’

s

business

strategy?#2Customer’sBusiness

Profile#3Customer’sFinancial

Condition#4Access

to

FundsWhat

are

the

customer’s

products

and

services?What

are

their

key

markets?Who

are

their

key

customers

and

competitors?What

is

driving

the

customer’

s

business

internally

and

externally?What

are

their

revenue

and

profit

trends?How

do

their

financials

compare

to

similar

companies?Wh

a

t

is

th

e

ir

fin

a

n

c

ia

l

o

u

tlo

o

k

?What

are

the

customer’s

key

performance

metrics?What

is

the

budget

for

this

project?What

is

the

customer’

s

budgeting

process?Wha

t

is

th

e

p

rio

rity

o

f

th

is

p

ro

je

c

t

c

o

m

p

a

re

d

to

o

th

e

rs

?What

are

the

customer’

s

alternative

uses

of

capital?T

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**第十一PPPP頁aa，gge共e2

八.11十.1

1一1頁。#5

–

Compelling

EventWhy

does

the

customer

have

toact?What

is

the

deadline

for

the

customer

to

make

a

decision?What

are

the

consequences

if

this

project

is

delayed?What

is

the

payback

for

the

customer

if

the

project

is

completed

on

time?What

will

be

the

measurable

impact

on

the

customer’s

business?BusinessInitiativesBusinessDriversBusinessProfilePPPPaag

eg2e.

112

.

12CompellingEventConsequencesPaybackProblemsOpportunitiesTT

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**第十二頁，共八十一頁。Can

We

Compete?#

6Formal

DecisionCriteria#

7Solution

Fit#

8Sales

ResourceRequirements#9CurrentRelationshipWha

t

a

re

th

e

c

u

s

to

m

e

r’

s

d

e

c

is

io

n

c

rite

ria

?What

is

the

formal

decision

process?Which

decision

criteria

are

most

important?

Why?Who

fo

rm

u

la

te

d

th

e

d

e

c

is

io

n

c

rite

ria

?How

well

does

our

solution

solve

the

customer’s

problem?Wh

a

t

d

o

e

s

th

e

c

u

s

to

m

e

r

th

in

k

?What

modifications

or

enhancements

will

be

required?What

external

resources

do

we

need

to

meet

the

customer’srequirements?How

much

time

will

the

sales

team

need

to

invest

on

this

opportunity?

What

additional

internal

or

external

resources

will

you

need

to

winthis

opportunity?Wha

t

is

th

e

p

ro

je

c

te

d

c

o

s

t

o

f

s

a

le

s

?What

is

the

opportunity

cost?Wh

a

t

is

th

e

s

ta

tu

s

o

f

y

o

u

r

re

la

tio

n

sh

ip

w

ith

th

e

c

u

s

to

m

e

r?What

is

thestatus

of

each

competitor’s

relationship

with

the

customer?Whose

relationship

provides

competitive

advantage

for

this

opportunity?·

H

o

w

d

o

y

o

u

a

n

d

e

a

c

h

o

f

y

o

u

r

c

o

m

p

e

tito

rs

c

o

m

p

a

re

to

th

e

c

u

s

to

m

e

r’

s

v

ie

w

o

f

th

e

id

e

a

l

re

la

tio

n

ship

?T

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**第十三PPPP頁aa，gge共e2八1.十.11一3

3頁。#10

–

Unique

Business

Value

What

is

the

specific

or

measurable

business

result

that

wewill

deliver?How

does

the

customer

define

value?

How

will

they

measure

it?How

have

we

quantified

this

value

in

the

customer’s

terms?

Has

the

customer

confirmed

their

understanding

of

the

value

wewill

deliver?How

does

this

value

differentiate

us

from

our

competitors?BusinessProfileBusinessDriversCapabilitiesSolutionDifferen-tiationCompellingEventsBusinessInitiativesUniqueBusinessValueTT

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**第十四PPPP頁aa，gge共e2

八.11十.4

1一4頁。Answer

the

questions

.

.

.What’s

the

issue?How

is

it

affecting

the

customer?What

are

the

consequences

orpayback?How

can

you

help?Developing

Your

Value

PropositionT

A

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**第十五PP頁aag，egeg共1e1e.八19

十.1一5頁。IncreaseCosts/ConsequencesValue

=

Benefits

-

Costs/Risks/ConsequencesRevenueMarket

shareCustomer

satisfactionInventory

turnsLoad

factorShareholder

valueCustomer

baseOrder

fulfillment

timeExpensesRejects/returnsWasteAdministrative

costs

Number

of

days

supply(of

inventory)Time

to

close

an

orderCycle

timeDecrease·Evaluation

process·Purchase

price·Order

processing·Expediting

costs·Correcting

mistakesAcquisition

Costs·Set-

up

and

installation·Taxes

and

insurance·Administrative

costs·Finance

chargesPossession

Costs·Training·Support·Maintenance·Depreciation·Disposal·Interface

to

other

systemsUsage

Costs·Affect

existing

businesses·Awaken

their

competition·Modifications

to

existing

processesOpportunity

Costs

(Risks

&

Consequences)T

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Proposition

TemplatesYou

will

beableto

resultingin

by

implementing

our

.

We

deliveredsimilarresultsat

which

result

.We

can

help

you

address

byinstalling

whichbusiness

initiativespecific

or

measurable

outcomesolutionsimilar

situation

or

customerpast

value

deliveredBychangingfrom

to

,

you

will

affect

whichmeans

.

We

will

track

the

value

delivered

by

current

situation

our

solutionand

report

it

back

to

you

.business

driverspecific

or

measurable

outcomevalue

tracking

systemfrequency/

timewillresultin

.

We

will

ensure

your

return

on

investment

by

.compelling

eventsolutionspecific

or

measurable

outcomeshared

risk/

reward

strategyTT

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*第十七PP頁aag，egeg共1e1e.八11

十0.1一7頁。Sample

Value

PropositionsWe

delivered

similar

results

at

United

Telecom,

which

achieved

a

25%

improvement

in·

You

will

be

able

to

reduce

the

number

of

repeat

customer

service

calls

by

15%

resultingin

an(

business

initiative)estimated

monthly

savings

of

$3.4M

by

implementing

our

Siebel

Call

Center

Application.(measurable

outcome)first

contact

ca(slollutrieonsns)olution.(similar

customer)(

measurable

results)·

By

changing

from

a

patchwork

of

home

grown

solutionstoSiebel’seBusiness

suite,

youwill

reduce

your

total

cost

of

ownership

by

$100M,

which

represents

a

40%

increaseinEarnings

Per

Share.

We

will

establish

a

metrics

score

card

to

assist

you

in

evaluating(current

situation)(

solution)program

performance

and

report

it

back

to

you

at

six

month

intervals.(measurable

outcome)(

m

e

a

s

u

ra

b

le

o

u

tc

o

m

e

)(value

tracking

system)(frequency

/

time)TT

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aP頁g

ea，3g.共1e1e3八a1十.1一8頁。Can

We

Win?#

11InsideSupport#12ExecutiveCredibility#13CulturalCompatibility#14InformalDecisionCriteria#

15PoliticalAlignmentWho

in

th

e

c

u

s

to

m

e

r’

s

o

rg

a

n

iz

a

tio

n

w

a

n

ts

u

s

to

w

in

?Wha

t

h

a

v

e

th

e

y

d

o

n

e

to

in

d

ic

a

te

th

e

ir

s

u

p

p

o

rt?Are

they

willing

and

able

to

act

on

your

behalf?D

o

th

e

y

ha

v

e

c

re

d

ib

ility

w

ith

in

th

e

ir

o

w

n

o

rg

a

n

iz

a

tio

n

?Which

executive(s)

will

affect

or

be

affected

by

this

decision?How

have

you

established

trust

and

credibility

with

them?How

will

you

gain

access

to

those

executives?What

is

your

plan

to

gain

return

access

to

them?What

is

the

customer’s

culture?How

does

this

compare

with

our

company?What

is

the

customer’s

philosophy

towards

vendors

and

suppliers?Can

we

adjust

or

adapt?

Do

we

want

to?How

will

the

decision

really

be

made?What

intangible,

subjective

factors

could

affect

this

decision?What

are

the

unstated

issues?Who

s

e

p

riv

a

te

o

p

in

io

n

s

d

o

w

e

k

n

o

w

?

Whic

h

o

n

e

s

c

o

u

n

t?Who

are

the

most

powerful

people

involved

in

this

decision?Do

they

want

us

to

win?

Why?Are

they

able

to

influence

or

change

the

decision

criteria?Can

they

create

a

sense

of

urgency?

How

have

they

demonstrated

this

in

the

past?TT

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It

Worth

Winning?#16Short-

TermRevenue#

17Future

Revenue#

18Profitability#19Degree

ofRisk#20StrategicValueWhat

is

the

order

amount?Does

it

exceed

our

threshold?

>

$

When

will

it

close?Is

it

within

our

time

frame?

<

daysWha

t

is

th

e

p

o

te

n

tia

l

fo

r

fu

tu

re

b

u

s

in

e

s

s

w

ith

in

th

e

n

e

x

t

y

e

a

r?

W

ith

in

th

e

n

e

x

t

th

re

e

y

e

a

rs

?Does

it

exceed

our

thresholds?How

is

this

project

or

application

linked

to

future

revenue?How

will

you

ensure

customer

promises

become

commitments?What

is

the

projected

profit

on

this

sales

opportunity?Does

it

exceed

our

profit

threshold?What

impact

will

discounts

have

on

profitability?How

can

we

improve

the

profitability

on

this

opportunity?How

could

we

cause

our

solution

to

fail?What

are

the

critical

dependencies

in

delivering

value

to

the

customer?How

could

the

customer

cause

our

solution

to

fail?What

is

the

impact

on

our

business

if

the

solution

fails?What

is

the

value

of

this

opportunity

to

us

beyond

the

revenue?How

doesthisopportunity

fit

in

our

business

plan?How

can

we

leverage

this

opportunity

into

revenue

from

other

companies

or

markets?How

willthis

opportunity

help

us

improve

our

product

or

service?TT

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*第二十PPPP頁aa，gge共e2

八.19十.2一0頁。Individual

Exercise:

Current

OpportunityStep1Step2·

Rate

your

position

against

each

criterion:(+)(–)(?)if

it

is

accurate,

known

and

favorableif

it

is

unfavorableif

it

is

unknownStep3·

In

the

shaded

column,

rate

your

competitor’sposition7

/

12

/

XXUse

your

current

sales

opportunity

and

complete

theOpportunity

Assessment

on

page

2.11DATEIdentify

your

primary

competitorCOMPETITORSOUR

CO.--X

-

S

ys++

+-?

-+?FINISH

BY:TT

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00

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..

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00

11

00

00

..

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**第二十P二aPg頁aeg，2e共.1八1.0十a(chǎn)2a2一2頁。Business

PartnersProviding

you

with

access

to

new

markets

or

customersLeveraging

existing

relationships

with

key

players

in

yourcustomer’s

organizationProviding

new

levels

of

expertise

in

specific

industrysegmentsExpanding

your

ability

to

deliver

a

“whole

product”

orcompletesolutionReducing

the

risks

associated

with

the

implementation

ofcomplex

solutionsBusiness

Partners

can

help

youadvance

your

sales

campaign

by…P

aPg

ea1g.

2e2e0

1

.

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.

S

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.

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0

7

0

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1

.

1

2

0

5

9

7

.

0

6

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0

.

p

p

t

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i

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,I

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e

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.

**第二十四頁，共八十一頁。The

Partner’s

Role

in

Your

Value

ChainSolutionsMarketingSalesImplementa-

tionPost-SalesServiceandSupportSolutionsMarketingSalesImplementationPost-

SalesWhat

solutionsare

available

from

your

business

partner

that

could

enhance

your

ability

to

compete?Wh

a

t

c

o

m

p

e

tito

rs

d

o

e

s

th

is

p

a

rtn

e

r

w

o

rk

w

ith

?W

h

a

t

m

a

rk

e

t

s

h

a

re

o

b

je

c

tiv

e

s

d

o

e

s

y

o

u

r

p

a

rtn

e

r

h

a

v

e

fo

r

th

is

m

a

rk

e

t

o

r

in

d

u

s

try

s

e

g

m

e

n

t?What

specific

resources

have

they

dedicated

to

thismarket

segment?

How

effective

is

the

business

partner’s

salesperson

or

salesteam

associated

with

your

jbusiness?H

a

s

th

e

p

a

rtn

e

r

a

s

s

ig

n

e

d

th

e

a

p

p

ro

p

ria

te

re

s

o

u

rc

e

s

?Is

there

an

agreed-

to

engagement

process?How

are

your

partner’s

implementation

services

structured?What

specific

implementation

services

can

be

applied

to

your

joint

business?What

services

are

available

to

support

the

implementation

on

a

long-

term

basis?How

do

your

company’s

offerings

complement

those

of

your

business

partners?TTAASS..SSTTDD..OOTTEE..007700..0011..112200559977..006600110000..pppptt

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**第二十P五aPg頁ae

g，1

.e.e共211八.十2一5頁。Partner

Assessment

WorksheetIs

there

anopportunity?(#1-5)Understanding

the

customer’s

application

or

projectProviding

a

perspective

on

the

customer’s

financial

conditionUnderstanding

the

customer’s

budgeting

processCreating

or

uncovering

a

compelling

eventCan

wecompete?(#6-10)Can

we

win?(#11-15)Is

it

worthwinning?(#16-20)Knowledge

of

the

customer’s

formal

decision

criteriaProviding

solutions

that

lead

to

whole

products

or

complete

solutionsUnique

sales

resourcesExisting

relationships

with

key

playersUnique

business

value

beyond

yoursAccess

and

credibility

at

the

executivelevelUnderstanding

of

the

customer’s

cultureKnowledge

of

the

customer’s

informal

decision

processAccess

to

the

most

influential

people

in

the

customer’s

organizationUnderstanding

the

linkage

of

the

project

to

future

revenueReducing

therisksassociated

with

the

project’s

implementationDeveloping

a

solution

that

provides

significantstrategicvalueYour

OpportunityHow

can

your

business

partner

help

you

with…ExamplesT

A

S

.

S

T

D

.

O

T

E

.

0

7

0

.

0

1

.1

2

0

5

9

7

.

0

6

0

10

0

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p

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*第二十P六aPg頁ae

g，1

.e.e共212八.十2一6頁。Team

Activity:

Analyze

Your

Business

PartnersStep1·

Review

the

examples

shown

next

to

each

of

the

four

keyquestionsStep2

Identif