销售培训-目标解释销售.ppt

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1、Welcome toWelcome toWelcome toWelcome toTarget Account Target Account Target Account Target Account SellingSellingSellingSelling 2022/10/292022/10/29Page 1.Page 1.1 1Program ObjectivesProgram ObjectivesDevelopingDeveloping and testing a comprehensive plan for your sales opportunityEnablingEnabling y

2、ou to communicate more effectively with your teamShiftingShifting your sales focus from tactical to strategicHelp you win by.Help you win by.FocusingFocusing on the right issues with the right peopleat the right timeSiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page

3、 1.Page 1.2 2Program MapProgram MapOpportunity Opportunity AssessmentAssessmentStrategyStrategyPoliticsPoliticsAlignmentAlignmentPlanningPlanningTestingTestingImplementationImplementationProgram ModulesProgram ModulesAssess the Assess the OpportunityOpportunitySet the Competitive Set the Competitive

4、 StrategyStrategyIdentify the Identify the Key PlayersKey PlayersDefine the Define the Relationship StrategyRelationship StrategyTurn IdeasTurn IdeasInto ActionsInto ActionsTest and ImproveTest and Improvethe Planthe PlanImplement the Implement the ProcessProcessTarget Account Selling ProcessTarget

5、Account Selling Process1 12 23 34 45 56 67 7Siebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.4 4VersatilityVersatilityLevel 1Level 1Level 2Level 2Level 3Level 3FocusFocusOrientationOrientationRepertoireRepertoireFinanceFinanceRelationshipsRelationshipsEve

6、ntEventProduct/ServiceProduct/ServiceTechnologyTechnologyPricePriceOperationsOperationsProcessProcessBusinessBusinessServicesServicesCostCostManagementManagementOutcomeOutcomePoliticalPoliticalSolutionSolutionValueValueExecutiveExecutiveSiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All

7、rights reserved.*Page 1.Page 1.5 5DevelopmentDevelopmentStatusStatusModeModePoliticsPoliticsResourcesResourcesPerformancePerformanceConsideredConsideredReactiveReactiveAwareAwarePremature orPremature orExcessiveExcessiveInconsistentInconsistentLevel 1Level 1Level 2Level 2Level 3Level 3PreferredPrefe

8、rredResponsiveResponsiveAgileAgileTimely&JudiciousTimely&JudiciousConsistentlyConsistentlyAchievesAchievesDominantDominantProactiveProactiveAstuteAstuteHigh ROIHigh ROIReliably ExceedsReliably ExceedsSiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.6 6Not

9、 in ControlNot in ControlSalesSalesPersonalPersonalControl is providing business value for the customer whileControl is providing business value for the customer whileforcing the competition to operate in react mode.forcing the competition to operate in react mode.It is difficult to control external

10、 events unless you areIt is difficult to control external events unless you arein control.in control.Unreturned phone callsUnreturned phone callsNo access to informationNo access to informationCriteria slantedCriteria slantedCriteria constantly changesCriteria constantly changesDelaysDelaysBudget go

11、es awayBudget goes awayQuestioning by customers Questioning by customers probing your weaknessesprobing your weaknessesPlayers changePlayers changeMeetings cancelledMeetings cancelledMeetings delegatedMeetings delegatedPreoccupied with pricePreoccupied with priceNo inside supportNo inside supportNot

12、 knowing youre Not knowing youre winningwinningAlways 5 minutes lateAlways 5 minutes lateToo many hoursToo many hoursToo much telephone timeToo much telephone timeContinual crisisContinual crisisNot having funNot having funSiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserve

13、d.*Page 1.Page 1.7 7PurposePurposeProvide you with a structured,repeatable Provide you with a structured,repeatable methodology for analyzing a sales opportunitymethodology for analyzing a sales opportunityBenefitsBenefitsQualify opportunities faster and more effectively Qualify opportunities faster

14、 and more effectively by analyzing them from the most critical by analyzing them from the most critical customer,business and competitive perspectivescustomer,business and competitive perspectivesInvest time,energy and resources on the Invest time,energy and resources on the opportunities you are mo

15、st likely to winopportunities you are most likely to winCommunicate the key issues more effectively Communicate the key issues more effectively using a common languageusing a common languageOutputOutputComprehensive assessment of your current Comprehensive assessment of your current sales opportunit

16、ysales opportunityOpportunity AssessmentOpportunity AssessmentAssess the Assess the OpportunityOpportunitySet the Competitive Set the Competitive StrategyStrategyIdentify the Identify the Key PlayersKey PlayersDefine the Define the Relationship StrategyRelationship StrategyTurn IdeasTurn IdeasInto A

17、ctionsInto ActionsTest and ImproveTest and Improvethe Planthe PlanImplement the Implement the ProcessProcess1 12 23 34 45 56 67 7Page 2.Page 2.7 7Siebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.8 8IntroductionIntroduction+A AB BC C Page 2.Page 2.8 8Curre

18、nt:Current:good win rategood win ratePotentialPotentialZ=1Z=1Z=0Z=0A C CompromisedA C CompromisedX&Y LostX&Y LostZ=-1Z=-1X XY YZ ZSiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.9 9Four Key Questions-The 4 Principles of SellingFour Key Questions-The 4 Pr

19、inciples of SellingIs there an opportunity?Is there an opportunity?Can we compete?Can we compete?Can we win?Can we win?Is it worth winning?Is it worth winning?Page 2.Page 2.9 9Siebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1010Is There An Opportunity?Is

20、 There An Opportunity?Page 2.Page 2.1010#1#1Customers Customers Application or ProjectApplication or ProjectWhat are the customers requirements?What are the customers requirements?What are the customers key issues and objectives for the project?What are the customers key issues and objectives for th

21、e project?Who initiated the project?WhoWho initiated the project?Wholl ll be working on the project?be working on the project?How does this project fit into the customers business strategy?How does this project fit into the customers business strategy?#2#2Customers Customers Business ProfileBusiness

22、 Profile#3#3CustomersCustomersFinancial ConditionFinancial Condition#4#4Access to FundsAccess to FundsWhat are the customers products and services?What are the customers products and services?What are their key markets?What are their key markets?Who are their key customers and competitors?Who are th

23、eir key customers and competitors?What is driving the customers business internally and externally?What is driving the customers business internally and externally?What are their revenue and profit trends?What are their revenue and profit trends?How do their financials compare to similar companies?H

24、ow do their financials compare to similar companies?What is their financial outlook?What is their financial outlook?What are the customers key performance metrics?What are the customers key performance metrics?What is the budget for this project?What is the budget for this project?What is the custom

25、ers budgeting process?What is the customers budgeting process?What is the priority of this project compared to others?What is the priority of this project compared to others?What are the customers alternative uses of capital?What are the customers alternative uses of capital?Siebel Systems,Inc.All r

26、ights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1111#5 Compelling Event#5 Compelling EventWhy does the customer have to act?Why does the customer have to act?What is the deadline for the customer to make a decision?What is the deadline for the customer to make a decision?What a

27、re the consequences if this project is delayed?What are the consequences if this project is delayed?What is the payback for the customer if the project is completed What is the payback for the customer if the project is completed on time?on time?What will be the measurable impact on the customers Wh

28、at will be the measurable impact on the customers business?business?BusinessBusinessInitiativesInitiativesBusiness Business DriversDriversBusiness Business ProfileProfilePage 2.Page 2.1111CompellingCompellingEventEventConsequencesConsequencesPaybackPaybackProblemsProblemsOpportunitiesOpportunitiesSi

29、ebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1212Can We Compete?Can We Compete?#6#6Formal DecisionFormal DecisionCriteriaCriteria#7#7Solution FitSolution Fit#8#8Sales ResourceSales ResourceRequirementsRequirements#9#9Current Current RelationshipRelation

30、shipWhat are the customers decision criteria?What are the customers decision criteria?What is the formal decision process?What is the formal decision process?Which decision criteria are most important?Why?Which decision criteria are most important?Why?Who formulated the decision criteria?Who formula

31、ted the decision criteria?Page 2.Page 2.1212How well does our solution solve the customers problem?How well does our solution solve the customers problem?What does the customer think?What does the customer think?What modifications or enhancements will be required?What modifications or enhancements w

32、ill be required?What external resources do we need to meet the customers requirements?What external resources do we need to meet the customers requirements?How much time will the sales team need to invest on this opportunity?How much time will the sales team need to invest on this opportunity?What a

33、dditional internal or external resources will you need to winWhat additional internal or external resources will you need to winthis opportunity?this opportunity?What is the projected cost of sales?What is the projected cost of sales?What is the opportunity cost?What is the opportunity cost?What is

34、the status of your relationship with the customer?What is the status of your relationship with the customer?What is the status of each competitors relationship with the customer?What is the status of each competitors relationship with the customer?Whose relationship provides competitive advantage fo

35、r this opportunity?Whose relationship provides competitive advantage for this opportunity?How do you and each of your competitors compare to the customers view of the How do you and each of your competitors compare to the customers view of the ideal relationship?ideal relationship?Siebel Systems,Inc

36、.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1313#10 Unique Business Value#10 Unique Business ValueWhat is the specific or measurable business result that weWhat is the specific or measurable business result that wewill deliver?will deliver?How does the customer define

37、 value?How will they measure it?How does the customer define value?How will they measure it?How have we quantified this value in the customers terms?How have we quantified this value in the customers terms?Has the customer confirmed their understanding of the value we will Has the customer confirmed

38、 their understanding of the value we will deliver?deliver?How does this value differentiate us from our competitors?How does this value differentiate us from our competitors?BusinessBusinessProfileProfileBusinessBusinessDriversDriversBusinessBusinessInitiativesInitiativesCapabilitiesCapabilities Sol

39、utionSolutionDifferen-Differen-tiationtiationPage 2.Page 2.1313CompellingCompellingEventsEventsUniqueUniqueBusinessBusinessValueValueSiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1414Answer the questions.Answer the questions.Whats the issue?How is it a

40、ffecting the customer?What are the consequences or payback?How can you help?Developing Your Value PropositionDeveloping Your Value PropositionSiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1515IncreaseCosts/ConsequencesValue=Benefits-Costs/Risks/Consequ

41、encesValue=Benefits-Costs/Risks/ConsequencesRevenueRevenueMarket shareMarket shareCustomer satisfactionCustomer satisfactionInventory turnsInventory turnsLoad factorLoad factorShareholder valueShareholder valueCustomer baseCustomer baseOrder fulfillment timeOrder fulfillment timeExpensesExpensesReje

42、cts/returnsRejects/returnsWasteWasteAdministrative costsAdministrative costsNumber of days supply Number of days supply(of inventory)(of inventory)Time to close an orderTime to close an orderCycle timeCycle timeDecreaseEvaluation processEvaluation processPurchase pricePurchase priceOrder processingO

43、rder processingExpediting costsExpediting costsCorrecting mistakesCorrecting mistakesAcquisition CostsAcquisition CostsSet-up and installationSet-up and installationTaxes and insuranceTaxes and insuranceAdministrative costsAdministrative costsFinance chargesFinance chargesPossession CostsPossession

44、CostsTrainingTrainingSupportSupportMaintenanceMaintenanceDepreciationDepreciationDisposalDisposalInterface to other systemsInterface to other systemsUsage CostsUsage CostsAffect existing businessesAffect existing businessesAwaken their competitionAwaken their competitionModifications to existing pro

45、cessesModifications to existing processesOpportunity Costs(Risks&Consequences)Opportunity Costs(Risks&Consequences)Siebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1616Value Proposition TemplatesValue Proposition TemplatesYou will be able to _ resulting i

46、n _ by You will be able to _ resulting in _ by implementing our _.We delivered similar results at implementing our _.We delivered similar results at _ which resulted in _._ which resulted in _.By changing from _ to _,you will affect By changing from _ to _,you will affect _ which means _.We will tra

47、ck the value _ which means _.We will track the value delivered by _ and report it back to you _.delivered by _ and report it back to you _.We can help you address _ by installing We can help you address _ by installing _ which will result in _.We _ which will result in _.We will ensure your return o

48、n investment by _.will ensure your return on investment by _.business initiativebusiness initiativespecific or measurable outcomespecific or measurable outcomesolutionsolutionsimilar situation or customersimilar situation or customerpast value deliveredpast value deliveredcurrent situationcurrent si

49、tuationour solutionour solutionbusiness driverbusiness driverspecific or measurable outcomespecific or measurable outcomevalue tracking systemvalue tracking systemfrequency/timefrequency/timecompelling eventcompelling eventsolutionsolutionspecific or measurable outcomespecific or measurable outcomes

50、hared risk/reward strategyshared risk/reward strategySiebel Systems,Inc.All rights reserved.*Siebel Systems,Inc.All rights reserved.*Page 1.Page 1.1717Sample Value PropositionsSample Value PropositionsYou will be able to You will be able to reduce the number of repeat customer service calls byreduce