rockwell以客户为中心的销售1(ppt59)

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1、The message driven sales process Name:_Instructor:_Week:_Role-Play Group#:_Case Study Team:_信息驱动的销售过程 姓名姓名:_讲师讲师:_周周:_角色表演小组角色表演小组#:_案例研究小组案例研究小组:_CustomerCentric Selling SkillsProspecting&Business DevelopmentAlignment(3-Dimensional)Personal Buying Influence Starting Point HorizontalSolution Develop

2、mentKey Player QualificationOpportunity Qualification&ControlEstablishing Business ValueNegotiationCCS Process ManagementMODULE 1MODULE 2MODULE 3MODULE 4MODULE 6MODULE 7MODULE 8MODULE 5CustomerCentric Selling 技术潜在主顾和业务发展组合(3维)人员 采购权力人起点 水平线 解决方案开发关键人物资质认定机会认定和控制建立商业价值谈判CCS 流程管理模块模块 1模块模块 2模块模块 3模块模块

3、 4模块模块 6模块模块 7模块模块 8模块模块 5Workshop OutlineDay 112:00pm Workshop begins3:00pm Break6:00pm End of Workshop Begin Team AssignmentDay 28:00am Workshop begins10:00am Break12:00pm Lunch3:00pm Break5:30pm End of WorkshopBegin Team AssignmentDay 38:00am Workshop begins10:00am Break12:00pm Lunch3:00pm Break5

4、:30pm End of Workshop Begin Team AssignmentDay 48:00am Workshop begins12:30pm Workshop endsRules of EngagementSpeak up if there is a problem Temperature Coffee LightingPlease be respectful of the workshop environment:Turn cell phones&pagers off.NOTE:There are 2-3 hours of team homework each evening.

5、Lunch is scheduled daily from 12:00 PM to 1:00 PM.There are breaks in the morning and afternoon.Adjournment on Day 4 will be by 12:30PM.Event Kick-offWorkshop ObjectivesRACS ObjectivesWorkshop ModulesCCS Core ConceptsRA Process MapIntroduction to CCSSelling IssuesManagement IssuesCompetency Componen

6、tsMarket Knowledge Lab:Case Study Prospect ProfileProduct Usage Knowledge Exercise:Creating Capabilities(EQPA format)Pages 28-38 MODULE 1:CCS Skill-AlignmentPersonalStarting PointHorizontalCORE CONCEPT#1:You get delegated to the people you talk like Pages 39-58 MODULE 2:CCS Skill-Solution Developmen

7、tCORE CONCEPT#2:People are best convinced by reasons they themselves discoverCORE CONCEPT#3:No goal,No prospect:The only person who can call it a Solution is the prospect!CORE CONCEPT#4:You can only“sell”to someone who can“buy”Looking Vs.Not LookingInitiating Buying CyclesAgenda:Day 1Key Player Defi

8、nitionsKey Player Opportunity Map Lab:Case Study Opportunity MapCORE CONCEPT#5:Take time to diagnose before you offer a prescriptionQuestioning EtiquetteSolution Development Steps Solution Development Prompter:Plant Manager PAGE 56ROLE-PLAY 1:Basic Solution Development(approx.50 minutes)6:00-Wrap-up

9、&Begin Evening Assignment 12:00 PM研讨会概要研讨会概要第第 1天天下午下午12:00 研讨会开始研讨会开始下午下午3:00 休息休息下午下午6:00 研讨会结束研讨会结束 开始小组任务开始小组任务第第 2天天上午上午8:00 研讨会开始研讨会开始上午上午10:00 休息休息下午下午12:00 午饭午饭下午下午3:00 休息休息下午下午5:30 研讨会结束研讨会结束 开始小组任务开始小组任务第第 3天天上午上午8:00 研讨会开始研讨会开始上午上午10:00 休息休息下午下午12:00 午饭午饭下午下午3:00 休息休息下午下午5:30 研讨会结束研讨会结束 开

10、始小组任务开始小组任务第第 4天天上午上午8:00 研讨会开始研讨会开始下午下午12:30 研讨会结束研讨会结束规定规定如有问题请提出如有问题请提出 温度温度咖啡咖啡 光线光线请维护研讨会环境请维护研讨会环境:关掉手机和呼机关掉手机和呼机注意：注意：每天晚上有每天晚上有23小时的小组作业。每天午小时的小组作业。每天午饭时间是从饭时间是从12:00 到下午到下午1:00。上午、下午都有休。上午、下午都有休息。第息。第4天的休会时间延长到下午天的休会时间延长到下午12:30。开始研讨会目的RACS 目标研讨会模块CCS 核心概念RA 程序图 介绍 CCS销售问题管理问题 能力构成市场知识 研究室研

11、究室:案例研究潜在客户概况产品使用知识 练习练习:创建能力(EQPA 公式公式)第第28 38页页 模块模块 1:CCS 技术组合技术组合个人的起点水平线核心概念核心概念#1:你被授权为代言人 第第39 58页页 模块模块 2:CCS 技术技术 解决方案开发解决方案开发核心概念核心概念#2:人们最信服他们自己发现的原因 核心概念核心概念#3:没有目标就是没有潜在客户，唯一能将其成为解决方案的人就是潜在客户!核心概念核心概念#4:你只能“卖”给那些能“买”的人。关注不关注启动采购周期议程议程:第第1天天关键人物定义关键人物机会图 研究室研究室:案例研究机会图核心概念核心概念#5:开处方前要花时间

12、诊断提问礼节方案开发步骤 方案开发激励者:工厂经理 第 56页角色表演角色表演 1:基本解决方案开发（大约基本解决方案开发（大约50分钟）分钟）6:00-结束结束 并开始布置作业并开始布置作业 12:00 PMReview of Day 1 Pages 59-82 MODULE 2:CCS Skill-Solution Development,continued Revisit Competency ComponentsRA Process Map,continuedCORE CONCEPT#6:Emotional decisions are justified by value and lo

13、gicRequirements Vs.Vendor A,B,CSuccess Story ComponentsConversational Road Map#1:Inbound ContactGoal Identification Menu of Goals/Success StorySolution Development(by Proxy)Current Situation/Capabilities w/Value MeasurementGoal ExpansionCORE CONCEPT#7:Make yourself equal THEN make yourself different

14、Otherwise you are just different Self-Generated Vs.Competitive Vision Exercise:Plausible Emergency Creation ROLE-PLAY 2:Enhanced Solution Development Pages 83-106 MODULE 3:CCS Skill-Key Player QualificationRA Process Map,continued Sales Call Debrief QuestionsLetter to Potential Champion(5 Qualificat

15、ion Components)Engaging with Other Key Players Kay Player Qualification MapCORE CONCEPT#8:Bad news EARLY is GOOD newsFollow Up to Champion LetterQualification Decision PointsAgenda:Day 2CORE CONCEPT#9:Dont give without getting(Quid Pro Quo)Proof PointsCompetitive Tactics and StrategiesROLE-PLAY 3:Qu

16、alify ChampionConversational Road Map#2:Referral Originated CallCall IntroductionObjective/Background/Progress to Date Goal IdentificationMenu of Goals/Success StorySolution DevelopmentCurrent Situation/Capabilities w/Value MeasurementSolution Development Prompter:VP of OperationsROLE-PLAY 4:Key Pla

17、yer Call Pages 107-130 MODULE 4:CCS Skill-Opportunity Qualification&ControlOpportunity Qualification ElementsQualifying the OpportunityDetermine Evaluation ProcessDefine Proposal ProcessDiscuss Pre-Decision ReviewAgree upon Next StepsSell Cycle Control Letter w/Proposed Sequence of EventsCheckpoint

18、Confirmation LetterImplementation Solution Development PrompterImplementation Concerns&Capabilities Summary Sell Cycle Control Letter w/Draft Implementation Plan Lab:Case Study Implementation Concerns and CapabilitiesTeam Selling5:15-Wrap-up&Begin Evening Assignment 8:00 AMReview of Day 2ROLE-PLAY 5

19、:Tag TeamPages 131-142MODULE 5:CCS Skill-Establishing Business Value What Will be Measured Benefit Summary by Goal Cost vs.Benefit Analysis Define Success Metrics Lab:Case Study Benefit Summary by GoalPages 143-163MODULE 6:CCS Skill-Negotiation RA Process Map,continuedCORE CONCEPT#10:Dont“close”befo

20、re the Decision Maker is ready to buy SOE Plan:Pre-Decision Review Meeting Buyer Fear of Consequences Exercise:Plausible Emergency Question Preparing to Negotiate Buyer Tactics Common Seller Errors Negotiating Tips Lab:Negotiation WorksheetPages 185-196MODULE 8:CCS Skill-Account Management Forecasti

21、ng Opportunities Grading Opportunities-Funnel Milestones Opportunity Difficulties vs.Seller Problems Funnel Management Following up on Stale Proposals Dealing With Stale Proposals Proposal Withdrawal LetterROLE-PLAY 6:Refocus Meeting5:00-Wrap-up&Begin Evening AssignmentAgenda:Day 38:00 AMPages 164-1

22、84MODULE 7:CCS Skill-Prospecting&Business Development Handling RFPs Gaining Access to Executives Initiating Buying Cycles Foundation for Effective Prospecting Telephone Prospecting Components Success Story Example Organizing To Prospect Issue-Based Telephone Prospecting Goal-Based Telephone Prospect

23、ing Exercise:Telephone Prospecting Script Voice Mail/Admin/Email ProspectingConversational Road Map#3:Outbound Contact回顾第一天的内容 第第 59 82页页 模块模块 2:CCS 技术解决方案开发，续技术解决方案开发，续 再看能力构成RA 程序图，续核心概念核心概念#6:情绪化的决定通过价值和逻辑证明要求 Vs.供应商 A,B,C成功故事构成对话路线图对话路线图#1:回访回访目标认定 目标/成功经验清单解决方案开发(用代理服务器)目前状况/能力 w/价值衡量目标扩展核心概念核心

24、概念#7:首先使自己相同，然后使自己不同，否则你仅仅是不同的 自发的 竞争驱动的 练习练习:设想可能的紧急情况 角色表演角色表演 2:加强解决方案开发加强解决方案开发 第第 83 106页页 模块模块 3:CCS 技术关键人物认定技术关键人物认定RA 程序图,续 销售访问总结问题给潜在倡导者的信(5 个认定部分)与其他关键人物会面 关键人物认定图核心概念核心概念#8:早期的坏消息就是好消息后续给倡导者的信认定决定要点议程议程:第第2天天核心概念核心概念#9:没有得到就不要付出（等物交换）证据要点竞争策略和战略角色表演角色表演 3:认定倡导者认定倡导者对话路线图对话路线图#2:被推举人发起的访问

25、被推举人发起的访问访问介绍目标/背景/到目前的进展 目标认定目标/成功故事菜单方案开发现状/能力 w/价值衡量方案开发激励者:运营副总裁角色表演角色表演 4:关键人物访问关键人物访问 第第 107-130页页 模块模块 4:CCS 技术机会认定和控制技术机会认定和控制机会认定要素认定机会确定评价程序制定协议程序讨论决定前审核就下面步骤达成一致销售周期控制信函 w/提议的事件顺序检查点确认信执行方案开发激励者执行忧虑和能力总结 销售周期控制信函 w/执行计划草案 研究室研究室:案例研究执行忧虑和能力团队销售5:15 结束，并布置晚间作业 上午上午8:00回顾第二天内容角色表演角色表演 5:标签组

26、标签组第第 131-142页页模块模块 5:CCS 技术建立商业价值技术建立商业价值 衡量什么 按目标的收益总结 成本收益分析 定义成功标准 研究室研究室:案例研究 按目标的收益总结第第 143-163页页模块模块 6:CCS 技术谈判技术谈判 RA 程序图,续核心概念核心概念#10:当决策者准备购买前不要放弃 SOE 计划:决定前评审会议 采购者害怕的结果 练习练习:可能的紧急情况问题 准备谈判 采购者战略 一般销售员错误 谈判技巧 研究室研究室:谈判工作表第第 185-196页页模块模块 8:CCS 技术客户管理技术客户管理 预测机会 机会分级漏斗里程碑 机会困难 与销售员的问题 漏斗管理

27、 销售提议 处理被搁置的提议 提议撤销信函角色表演角色表演 6:再关注会议再关注会议5:00 结束并布置晚间作业议程议程:第第3天天上午上午8:00第第 164-184页页模块模块7:CCS 技术潜在主顾和业务发展技术潜在主顾和业务发展 提交RFPs 获得访问行政人员的机会 启动采购周期 有效探访的基础 电话探访构成 成功经历实例 为潜在客户进行的组织 基于问题的电话探访 基于目标的电话探访 练习练习:电话探访手稿 语音信箱/行政助理/Email 探访对话路线图对话路线图#3:对外联络对外联络Agenda:Day 48:00 AMReview of Day 3 Implementing Cus

28、tomerCentric Selling Getting Started Sales Managers Getting Started Sales PeopleBegin Team PresentationsAdjournment:Award Announcements12:30PM Workshop Wrap-up Help prospects to achieve a goal,solve a problem,or satisfy a need Clearly defined steps that take a prospect from being interested,to becom

29、ing successful How to help prospects identify Solutions,specific to Rockwell Automations capabilities How to use Sales Ready Messaging tools specific to job title and markets,to help sales people to have intelligent conversations with customers about the use of their products and services to achieve

30、 their goals,solve a problem or satisfy a need A buyer qualification model that targets early access to Key Players,control of committee decisions,control of the proposal process,and control of the sell cycle without over controlling the buyer(s)A framework for ensuring that customer expectations fo

31、r implementation are set and met A set of analysis tools for management(and sales people)to determine sales opportunity quality and strength,assign prospecting activity,assess skill levels of salespeople,provide opportunity coaching,and forecast future business at an opportunity levelWhy CustomerCen

32、tric Selling?议程议程:第四天第四天上午上午8:00回顾第三天的内容 执行 CustomerCentric Selling 开始 销售经理 开始 销售人员开始小组演讲开始小组演讲延长:宣布获奖下午下午12:30PM 研讨会结束研讨会结束是一种新的取向，帮助我们的潜在主顾以达到一个目标、解决一个问题，或满足一种需求是一系列清楚定义的步骤，或最佳实践，带有从兴趣到客户成功的期望是一种在行为上正确的技术，帮助我们的潜在主顾发现针对你的产品或服务的解决方案，是一种典范，用于开发针对工作头衔和市场的销售 Ready Messaging工具，使销售人员与潜在的客户就使用其产品和服务以达到他们的

33、目标、解决一个问题或满足一种需求 而展开睿智的对话是一种合成的客户资格认证模型，目的在于尽早访问关键人物、控制委员会的决策、控制提案进程和控制销售周期，而不致于过度控制客户是一种框架，确保设立并达到客户的期望值是一套分析工具，帮助管理层（和销售人员）决定产品供应线的质量和优势、分配潜在主顾的行动、评估销售人员的技能水平、提供机会指导，和在机会水平上预测未来业务为什么为什么CustomerCentric Selling?RACS Business Objectives Help companies provide quality products faster and at a lower co

34、stOptimize ManufacturingImprove Plant UptimeReduce Time to MarketDrive Regulatory Compliance Execute CustomerCentric dialogue in order to transfer knowledge necessary to help customers measurably achieve their business objective Offer a comprehensive set of Solutions Solutions/Applications Existing

35、New Existing NewCustomersThe Z ModelWhen Do I Use This Process?=somewhat applicable=true target demographicFocusRACS 业务目标业务目标 帮助公司更快提供更低成本的高品质产品 优化生产过程 提高工厂的工作时间 减少进入市场的时间 推动规章的执行 实行围绕客户对话以便传递必要的知识，帮助客户可衡量地达到他们业务上的目标 提供一套综合性的解决方案 销售销售/解决方案解决方案 现有的现有的 新的新的 现有的现有的 新的新的客户客户Z 模型模型我何时采用这套程序我何时采用这套程序?=某种程

36、度上适用=真实目标人群统计的1.You get delegated to people you talk like2.People are best convinced by reasons they themselves discover3.No goal=No prospect.The only person who can call it a Solution is the prospect!4.You can only“sell”to someone who can“buy”5.Take the time to diagnose before you offer a prescript

37、ion6.Emotional decisions are justified by value and logic7.Make yourself equal THEN make yourself differentOtherwise you are just different8.Bad news EARLY is GOOD news9.Dont give without getting(Quid Pro Quo)10.Dont“close”before the prospect is ready to buyEvaluating(50%)EChampion(20%)CGoal shared(

38、10%)GActive(0%)ARockwell Automation Sales Process MapPipeline Stages/Funnel MilestonesSales Ready Messaging Tools(internal)Call Intro PrompterMenu of Goals/Success StoryPhone Scripts Prospecting Prompter Solution Development PrompterCall Intro PrompterSolution Development PrompterOpportunity Qualifi

39、cation TemplateBenefit Summary by GoalCustomer Correspondence(external)Sequence of Events PlanImplementation PlanCost v.BenefitSuccess MetricsKey Player Letter(5 key components)Meeting Confirmation emailDiscovery Meeting:Identify Business Goal Solution Development:Diagnose Current Situation&Develop

40、Solutions$%#Qualify Buying Influence Champion?Proof Step?Key Player Meetings:Solution Development$%#Qualify Opportunity(Negotiate Sequence of Events)Execute&Manage SOE StepsProspecting and Business DevelopmentSales Process StepsChampion Letter(5 key components)Sales Call Debrief QuestionsKey Player

41、Oppty.ChartQualification Decision PrompterLetter to Confirm Key Player MeetingsNegotiating WorksheetContractNegotiation and CloseVerbal(90%)Proposal(10%)V/P/W1.你被授权为代言人2.人们对自己发现的原因最信服3.没有目标=没有潜在客户。能称之为解决方案的人是潜在客户!4.你只能“卖”给能“买”的人5.提供处方前花时间诊断6.情绪化的决定由价值观和逻辑性证明7.首先使自己相同然后然后使自己不同否则你仅仅是不同的8.早期的早期的坏消息就是好好

42、消息9.没有得到就不要给予(公平交换)10.当有希望的主顾准备购买前不要“放弃”罗克韦尔自动化销售过程图罗克韦尔自动化销售过程图目标分享目标分享(10%)G 倡导者倡导者(20%)C评估评估(50%)E口头的口头的(90%)提案提案(10%)V/P/WPipeline 阶段阶段/Funnel 里程碑里程碑s激活激活(0%)A销售待命对话工具（内部）销售待命对话工具（内部）致电提示着致电提示着目标目标/成功案成功案例菜单例菜单访问手稿访问手稿 整理以探查提整理以探查提示着示着解决方案开发解决方案开发提示着提示着致电提示着致电提示着解决方案开发解决方案开发提示着提示着机会认证机会认证模版模版依据目

43、标依据目标的利润总结的利润总结客户对应（外部）客户对应（外部）事件计划顺事件计划顺序序执行计划执行计划成本成本 v.利润利润成功成功 规律规律关键人物关键人物信函信函(5 个关键个关键部分部分)会议会议确认确认邮件邮件举行发现性举行发现性会议：会议：认识业务认识业务目标目标解决方案开发：解决方案开发：诊断目前形势诊断目前形势并开发解决方案并开发解决方案$%#采购权力人物采购权力人物认证认证 拥护者拥护者?论证步骤论证步骤?关键人物关键人物会议会议解决方案解决方案开发开发$%#机会认证机会认证（事件的谈（事件的谈判顺序）判顺序）执行执行和管理和管理SOE步骤步骤潜在主顾潜在主顾和和业务发展业务发

44、展销售过程步骤销售过程步骤优胜信函优胜信函(5 个关键个关键部分部分)销售访问总销售访问总结问题结问题关键人物关键人物机会机会图图认证决策认证决策提示着提示着确认关键人物确认关键人物会议的信函会议的信函谈判工作表谈判工作表合同合同谈判和谈判和关闭关闭What is CustomerCentric Selling?Selling Issues“My manager tells me what to do,he/she never tells me how to actually do it.”“We have too many resources in the account.Each pers

45、on has their own agenda and we keep stepping on each others toes.”“I couldnt get around my coach to get to the real Buying Influence.”“I gave them our standard presentationbut they just didnt get it.”什么是 CustomerCentric Selling?15销售问题销售问题“我的经理告诉我去做什么，他/她从不告诉我实际怎么做。”“我们有太多的资源，每个人都有他们自己的安排且我们相互牵制。”“我无

46、法使我的教导成为实际的采购权力人物。”“我给了他们我们标准的我给了他们我们标准的讲解讲解但他们就是接但他们就是接受不了。受不了。”*Geoffrey Moore,Inside the Tornado 34%Early Majority(Pragmatists)34%Late Majority(Conservatives)12-18%Laggards(Skeptics)Early MarketMainstream MarketAdaptability To Change 3-5%Innovators(Technology Enthusiasts)12-15%Early Adopters(Visi

47、onaries)“The Chasm”“I dread creating(and defending)forecasts.”“Most of my sales reps dont know when to or cannot walk away from bad opportunities.”“A prospect asks a question and my salespeople grab a technical resource and run out on a sales call.”“It is painful to complete sales cycles and have pr

48、ospects decide to do nothing.”“When a deal finally closes,it resembles a series of random events tied together by hope and luck.”Management Issues*Geoffrey Moore,Tornado内部内部 34%早期大部分(实用主义者)34%后期大部分(保守主义者)12-18%落后者(怀疑论者)早期市场早期市场主流市场主流市场对改变的适应能力 3-5%的革新者(技术热心人)12-15%早期采纳者(空想家)“断层断层”17“我惧怕制订（并为之辩护）预测报告

49、。”“我的大部分销售代表不知道何时或不能够逃避糟糕的机会。”“一个主顾使人迷茫，而我的销售人员抓住一种技术上的资源并在一个销售访问中便消耗殆尽。”“完成销售周期并让主顾决定要做的事是痛苦的。完成销售周期并让主顾决定要做的事是痛苦的。”“当一笔生意最终关闭时，它像是由希望和幸运捆在一起的一系列随机事件。”管理层问题管理层问题Of All the Proposals You Did in the Last 12 Months?1Warren Culpepper,The Culpepper ReportSelling to pragmatists will be easier if you can

50、help them understand they need and HOW they will use your offeringThe early market BUYSThe mainstream market needs to be SOLDSelling to the Pragmatist在你前12个月所做的所有提案中?19如果你能帮助实用主义者理解他们如果你能帮助实用主义者理解他们需要以及需要以及他们他们使用你提供的产品，则这样的销售会比较使用你提供的产品，则这样的销售会比较容易容易早期市场的买入主流市场需要卖出销售给实用主义者20Selling Behavior Make pre

51、sentations Offer opinions Relationship focused Gravitate toward users Rely on product Compete to keep busy Attempt to sell by:Convincing/persuading Handling objections Overcoming resistance Converse situationally Ask relevant questions Solution focused Target business people Relate product usage Com

52、pete to win Empower buyers to:Achieve goals Solve problems Satisfy needsTraditionalCustomer-Centric*Provides artificial intelligence and requires patience.Without process,they dont do it on purpose!Who puts the puzzle pieces together?How?ProductUsageKnowledgeMarketKnowledgeCustomerCentric Selling Sk

53、illsCompetency Components提供人工智能，需要耐心提供人工智能，需要耐心没有程序，他们则做事漫无目的没有程序，他们则做事漫无目的!销售行为 做演讲 提供想法 注重人际关系 倾向于用户 依赖于产品 需要管理 尝试通过下列手段销售：使其信服/说服 处理反对意见 克服阻力 视情熟识 问相关的问题 注重解决方案 目标瞄准商务人员 关联产品的用途 驾驭他们的经理 使买主能够:达到目标 解决问题 满足需求传统的传统的围绕客户的围绕客户的*21谁完成该拼图谁完成该拼图?怎么拼怎么拼?产品产品使用使用知识知识市场市场知识知识CustomerCentric Selling 技巧技巧能力的组

54、成22Understanding Your Market(s)Industries served Pharma,Automotive,Food&Bev Key Players Plant Manager,Maintenance Manager,VP Ops Key goals&objectives Reduce downtime Decrease manufacturing costs Increase production efficiency Your offering Integrated ArchitectureRACS target account characteristics(e

55、xample)Workshop Prospect Profile -Eastman Chemical:Voridian ProjectEastman Chemical Company(NYSE:EMN)is a global company headquartered in Kingsport,Tennessee,U.S.A.The companys two divisions(Caspi&Voridian)touch the lives of people around the world everyday by manufacturing and marketing more than 1

56、,200 chemicals,fibers and plastics products.The Voridian division is recognized as being the leader in the container plastics industry.Originally centered around alternative packaging for the soft drink industry,today they offer a broad portfolio that includes packaging Solutions for beer,water,milk

57、,carbonated soft drinks and other beverages,food,cosmetics,and pharmaceutical packaging.Presently,the Voridian division maintains a market leadership position which enables them to address market demands,however,the 1970 pricing structure used by this division freezes their profit levels.This forces

58、 Eastman Chemicals need to increase the efficiency of their high volume Voridian division business.Their short-term goal is to improve the production efficiency of their manufacturing operations.Currently,Voridian produces 5,000 metric tons of plastics with 85%plant efficiency and generates$3.2B in

59、annual revenue.The operations are currently at 100%capacity and they have difficulty monitoring their production system.This affects aspects of their manufacturing process to increase profitability by reducing operating costs.The need for integration of data is limiting their ability to plan effecti

60、vely for downtime and decrease recovery time on failures.Because of multiple platforms the team has difficulty managing the technologies to correctly identify,diagnose,and correct critical problems.Increasing overall operational efficiencies through people skill set improvement and integration of pl

61、anning data will allow them to run at a higher efficiency rate and meet market demands.了解你的市场RACS目标客户特征目标客户特征(例子例子)所服务的行业所服务的行业 药品，汽车，食品 和 饮料 关键人物关键人物 工厂经理，生产副总裁，运营副总裁 关键目的和目标关键目的和目标 减少停工时间减少生产成本 提高生产率 你的产品你的产品 合成结构23Eastman Chemical(EMN)是一家跨国公司，总部设在美国田纳西州Kingsport。公司的两个分部（Caspi&Voridian)每天生产和销售超过12

62、00件化学、纤维和塑料产品而影响着世界各地人们的生活。Voridian 分部是集装箱塑料工业的领头羊。原先以软饮料工业的alternative包装为主，现在则为啤酒、饮用水、牛奶、碳酸软饮料和其他饮品、食品、化妆品和药品等提供广泛的包装解决方案。目前，Voridian 分部仍保持市场领先者的地位，他们可以满足市场的需求。然而，1970年代采用的价格结构限制了他们的盈利水平。这样，他们必须提高Voridian大量业务的效率。他们的短期目标是提高他们生产运营的生产效率。目前,Voridian塑料生产产能是5,000吨,生产效率达85%。年销售额达$3.2B。目前的运营能力是100%。他们在监控生产

63、系统方面遇到了困难，影响了他们的生产程序,尤其在以降低运营成本来增加利润能力方面。整合数据的需求限制了有效的计划停工时间的能力,并增加了排障时间。多重平台影响了团队管理技术,诊断,纠正问题的能力。通过提高员工技能来全面提升运营效率,整合计划数据将使他们以更高效率运行并达到市场需求。研讨会潜在客户概况 -Eastman Chemical:Voridian 项目7Lab:Case Study Prospect ProfileStep 1:Break into Case Study GroupsStep 2:Identify Case Study ProspectStep 3:Begin prosp

64、ect profile(name,size,location,business)Step 4:Current Situation/IssuesTitleGoalWhat potential conversations will Rockwell Automation salespeople need to have to sell,fund and implement capabilities?Goals must be measurable,staffed,have a plan to accomplish the goal and clear milestones to indicate

65、progress is occurring as planned.”Improving time to Profit:Customer Focused Strategies for Marketing and Sales(2002)-Kobi JamesIncrease profitabilityImprove operational efficiency Reduce operating costsIncrease production efficiency Reduce cost of manufacturing Reduce downtime Reduce unscheduled dow

66、ntimeDecrease recovery time Sample Targeted Conversation List VP FinanceVP Operations VP Production Plant Manager Maintenance Manager研究室研究室:个案潜在客户概况个案潜在客户概况第1步:分成案例研究小组第2步:确定潜在客户前景第3步:开始描述潜在客户概况(名字、规模、地点、业务)第4步:目前状况/问题职务职务目标目标罗克韦尔自动化销售人员需要进行怎样的潜在对话潜在对话以销售、积累和执行能力？“目标必须是可度量的、配备人员，有完成目标的计划和清晰的里程碑以指示进程正在按计划进行。”提高赢利速度:在市场和销售上采取以客户为主的战略(2002)-Kobi James增加盈利能力提高运营效率减少运营成本提高生产效率减少生产成本减少停工期减少非计划性的停工期增加修复时间简单目的的对话列表简单目的的对话列表财务副总裁财务副总裁运营副总裁运营副总裁 生产副总裁生产副总裁 工厂经理工厂经理 维修经理维修经理“Rockwell Automation solutions w