MKX：大客户营销谋略

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1、大客户销售谋略大客户销售谋略 Objective of Workshop Understand Characteristics of Major Account Selling Strategies in Whole Lifecycle,thus to Shorten bid-to-win ratio Shorten selling cycles Minimize discounts and negotiated concessions Establish clear,unique business value with the customers Reduce selling costs t

2、hrough more effective sales strategies Increase sales per employee-Develop expected relationship with the customers.Eg.Strategic Partnership etc.Agenda Day 1 How the Customer Make Decisions SPIN Question Strategy Account Entry Strategy Understand Your Customer&Their Business How to Make Your Custome

3、rs Need You Day 2 Influence the customers choice Differentiation&Vulnerability Overcoming Final Fears Sales Negotiation How to Ensure Continued Success客户是如何做决策的客户是如何做决策的How Customer Make Decisions The Research Base The Customer Decision Process Account Strategy in the Recognition of Needs Phase Acco

4、unt Strategy in the Evaluation of Options Phase Account Strategy in the Resolution of Concerns Phase Account Strategy in the Implementation Phase Summary Overview of Major Account Sales Strategy Sales Strategy should be about customers and how to influence them.Understanding and Well Prepared are ma

5、ndatory to form a effective sales strategy Customer Behavior goes through three distinct phases in making a major purchasing decisions Recognition of Needs Evaluation of Options Resolution of Concerns A fourth phase,follow-up in implementation phases,if it is well handled,can generate significant ad

6、ditional sales opportunities.Each of four phases required a different set of strategies and skills.What is Sales Strategy&What is Major Account Sales Strategy A way of thinking and directing your actions to effectively influence customer purchasing decisions.Focus on Understanding Customer Behavior

7、Not Procedure or technique Major Accounts 20/80 rules New Customers Potential CustomersExercise:A Typical ERP Deal Lifecycles What is typical ERP Deal Selling Cycles Customer Decision Process Who is Major Account of ERP S/W Traditional Mfg OthersCustomer Decision Process Research Base Neil RackhamHu

8、thwaite 35,000 sales calls in 27 countries 10,000 sales SPIN (Situation,Problem,Implication,Need Pay-off)DecisionI:Recognition OfNeeds VChange OverTimeIVImplementationIIIResolution OfConcernsIIEvaluation OfOptionsBuyer CycleCustomer Decision ProcessA Typical Purchase Decision New Purchase Request Of

9、 Procurement Department What A Procurement Manager Say:Problem,Dissatisfaction,can not solve with existing equipment or supplies Spec.;Objective;Must&Wants;Vendor Selection If decision is big;carefully resolve all concern.Exercise 1.Procurement Process Read Appendix A:Procurement Process Do you know

10、 it before,and how you know which phase you are in while you bid,and your strategies on each phase.10 minutesAccount Strategy in the Recognition of Needs Phase The Most Effective Selling Strategy During the Phase:To uncover dissatisfaction in the account and to develop that dissatisfaction until it

11、reaches the critical mass.When dissatisfaction reaches a sufficient level of intensity or urgency,the account makes a decision to change.Success sales asks a lot of questions during sales calls than do their less successful colleaguesQuestioning Skills(SPIN)Account Strategy in the Evaluation of Opti

12、ons Phase The Most Effective Selling Strategy During the Phase:To Centralize On Understanding,Influencing,and Responding to Customer Decision Criteria.Differentiate your solution with your competitors is one of your effective selling strategy.Common Faults during the period is failure to recognize t

13、hat a shift has taken place in customer concerns.Not try to uncover customer guideline,or criteria,for making the decision.Account Strategy in the Resolution of Concerns Phase The Most Effective Sales Strategy During the Phase To uncover and help resolve perceived risk Last minutes fears and concern

14、s arises that can block the decision or cause customers to re-open discussions with competitors.A successful sales normally works to uncover and resolve issues that are troubling the customer,even if these issues are uncomfortable and difficult to discuss.Negotiation is key selling tool of the phase

15、.Account Strategy in the Implementation Phase Most Effective Strategy of the Phase Follow-up after post implementation leads to continued success.Very Few major sales stop when the customer signs the contract.How to build up long term relationship with the customers?Think About How to Build Up Strat

16、egic Relationship with the Customer?Customer Decision PhasesDecision PhaseTypical Customer Concerns During the PhaseSign that the Phase is Over and the next phase are startingCommon Strategies errors in this phaseRecognition of Needs-How we a problem-How big is it-Does it justify actionsCustomer acc

17、epts that the problem is severe enough to justify changed and therefore decides to take actionsFailure to investigate/develop customer needsMaking product presentations too earlyEvaluation of Options-What criteria should we use in making a decision-Which competitor best meets our criteria?Customer h

18、as a clear decision mechanism in place and has used it to select 1 or more final contenders Failure to uncover customers criteriaLittle attempt to influence/change stated criteriaResolution of Concerns-What are the risks of going ahead?-What if it goes wrong?-Can we trust these people?Customer make

19、the purchasing decisions Ignoring concerns in the hope theyll go away.Pressuring the customer to make a decisionImplementation-Are we getting value from the decision?-How quickly will we see the resultsNew needs and dissatisfactions ariseFailure to treat implementation as a sales opportunitiesFailur

20、e to anticipate vulnerable implementation points强大的销售工具强大的销售工具 提问策略提问策略准备SPIN Questioning Situation Questions Questions that gather data and background facts.E.g:How many people do you employ?Whats your present ERP system?Problem Questions Questions that uncover problems,difficulties and dissatisfac

21、tions.E.g:Are you happy with existing ERP system?Does the existing ERP system has reliability problems.?Implication Questions Questions that explore the consequences or implications of customers problemE.g.Does this problem leads to increased costsAs a result of the problem,do we get more down time.

22、Need-payoff Questions Questions that explore the value or usefulness of solving a problemEg.Why is it so important to you.?Would it be useful if?Implied Needs,Explicit Needs,Benefit,Advantage,FeaturesImplied NeedsStatement by the customers about problems,difficulties or dissatisfactions with the exi

23、sting situation.Eg.I always get behind schedule.We have been lost a lot of money in this area.Explicit NeedsStatements of a customers wants or intentions.Eg.What I need is I want some to BenefitsStatements which show how a product,a product feature or advantage meet explicit need which has been stat

24、ed by the customer.Eg.You have said you need fast turnaround,we can give it to you by the end of the monthAdvantageStatement showing how a product,product feature can be used or help the customer.Most advantages can be expressed in the form:because of feature,you can.”Eg.Because of our ERP product f

25、inance module,you can get.Our new model can save additional 8%material cost.FeaturesCharacteristics of a product or servicesEg.This unit cost$400.This is a closed loop feedback system.SPIN FormSituation QuestionProblem QuestionImplied NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefi

26、tsAdvantageFeatureNormal Sales Call Planning FormSituation:The background information I need before probing for the problem:-ProblemsThe difficulties the customerhas that I could solve.-Implications“Knock on”effects for each problem stated-PayOfThe Value to the customer of solving these problems.-SP

27、IN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Achieve fact finding objectives Have low selling impact Useful at focus of receptivity Achieve uncovering dissatisfaction objectives Have moderate selling impact Useful at focus of dissatisfactionAchiev

28、e Objective s of developing and channel satisfaction Have high selling impact Useful at focus of dissatisfaction and focus of power Achieve objectives of rehearsing and selectively channeling customer attention Have high selling impact Useful at focus of dissatisfaction and focus of power强大的销售工具强大的销

29、售工具理解你的客户理解你的客户准备Account Fundamental Ownership Location Corporation Actions Financial Performance Future Prospects Timing Organization Top management cadreUnderstanding Your Customers:Organisation Structure&DynamicsObjectives Purpose Provide a framework for better understanding of the clients organi

30、sation and how they make decisions Output Organisation Map&People Profiles Benefits Improve your view into the clients organisation for improved relationship management Develop relationships with the right people who can provide insight and directionKey Components of Understanding Customers Organisa

31、tionMacroFormal StructurePolitical StructureInner CircleInfluence NetworksMicroCoverageStatusDecision OrientationInnovation/ChangeMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationCharacter ProfileMaslowAdaptabilityDecision OrientationLevels of ContactYour PositionChen Yu

32、anCEO#%BVEMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA:Self ActualisationE:EsteemB:BelongingS:SafetyP:PhysiologicalMapping NeedsSA:Self ActualisationE:EsteemB:BelongingCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirect

33、or ofMfg.Directorof ITControllerSAESABBSAEEBBAdaptability to Change-Technology Adoption LifecycleInnovatorsVisionariesPragmatistsConservativesLaggardsAdaptability to ChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatus QuoReference SitesWhat They WantWhat They BuyYour Value PropositionN

34、ot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised SolutionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excellenceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInvestment pr

35、otectionMapping Adaptability to ChangeI :InnovatorV:VisionaryP:PragmatistC:ConservativeL :LaggardCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCDecision Orientation“On what factors does our client

36、base their decision on?”Financial$Technical TRelationshipRBusinessBMapping Decision OrientationB:BusinessR:RelationshipF:FinancialT:Technical CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFF

37、TRLevel of ContactNo Contact!Brief Contact%Multiple Contacts*In-Depthx“How often do we meet with our client?”Mapping Contact Coverage!:No Contact%:Brief Contact*:Multiple Coveragex:In-Depth*CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Direct

38、orof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!%Your Position EnemyXNon-Supporter“Where are we with the client?”MentorMMapping Our PositionX:Enemy :SupporterM:MentorCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSA

39、ESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!#Gate Keeper-Influencer-Decision Maker Hardest way to allocate purchase channel for a new innovative products and services in Selling Cycles E.G.Mfg.Barcode Printing Outsourcing Solution Success sales normally find a focus(sponsor)within account helping him move tow

40、ards a point from which they should begin developing needs.3 focus model for successful people to find sponsors The focus on receptivity The focus on dissatisfaction The focus on powerWhere is decision maker Exercise Who is the decision maker for ERP project bid.CEO CFO CTO or others.What is your pa

41、ssing experience to connect to decision maker?Entry Strategies Successful people tended to seek a sponsor SponsorAn Individual within the account who helped them,advised them,and if necessary,represented them in place where they could not gain accessNot only individual,But more a particular function

42、 or area of an account as sponsor.Focus FocusA“Focus”Within Account a person,a committee or a department who would help them move toward a point from which they could begin developing needsThe Three Focus Points of An Entry Strategy(I)Sales People normally could find sponsors from 3 focus points:The

43、 focus of receptivity:the point in an account where there were receptive people who were prepared to listen sympathetically The focus of dissatisfaction:the point in an account where there were people unhappy with the present system or supplier.The focus of power:the elusive point in an account wher

44、e there were people able to make decision.Especially for account,no purchasing channel existed.Entry Strategy ModelFocus of ReceptivityFocus of DissatisfactionFocus of PowerLeads you toLeads you toThe Individual,functional area or location most likely to-Listen receptively-Provide you with informati

45、onThe Individual,functional area or location most likely to-Perceive problems and dissatisfaction in an area where you can help.The Individual,functional area or location most likely to-Approve action-Prevent action-Influence actionThe Focus of Receptivity Easiest starting point for your account pen

46、etration The reason why they want to listen Objective of sales to focus on receptivity Find out information Gain access to focus of dissatisfactionDanger of Focus of Receptivity Do not misinterpreted the interest as progress Remember your strategic objective is“Information”&“Access”Danger of distrac

47、tion Danger of misinterpretation Danger of presentationMoving From Receptivity to Dissatisfaction Objective of Focus on Receptivity Gain access to person or function who probably not satisfied Use SPIN Situational questionE.G Do you know anybody in your company whos experiencing problems in this are

48、as-Less successful sales concentrated on impressing the receptive person.-Focus of Receptivity,Focus of Dissatisfaction and Focus of Power may be same person.Identify the Focus of Dissatisfaction Mindset to set your product in problem-solving terms to allocate focus of dissatisfaction.SPIN Questioni

49、ng SkillsInfluence the focus of dissatisfactionThe objective of influence the focus of dissatisfaction1.Uncover dissatisfaction and develop it to a point where the customer wants to take action2.Use the dissatisfaction youve developed to gain access to the decision maker,either directly or by using

50、your sponsor to sell on your behalf.SPIN Call Planning FormMoving to the Focus of Power Identify the focus of Power Direct or indirect interface with focus of PowerSelling at the Focus of PowerWhats typical characteristics of executive or high level manager Normally busy Objective oriented,value dri

51、ven Confidence Danger of selling at the focus of power:Failure to do homework Failure to take control Premature meeting Inappropriate expectations“Well Prepared&Understanding your customer is KEY”Experience Sharing:How to make an appointment with VIP Set appointment with decision maker is difficult

52、How to get the face to face opportunities Homework,dollarize the reason why the customer should do the business with you.Send a four or five sentence letter to the customer detailing the dollarized bebefit of the product and promising a follow-up phone call.The objective of the letter is to let the

53、customer take the phone call When you have the customer on the phone,suggest a meeting,then ask“is Tuesday at three OK”“How about next Friday at three”“OK,great,the meeting will take about twenty minutes.See you at three,thanks”This is typical a killer sales question because it leads to that preciou

54、s appointment over 90 percent of the time.Develop Your Account Entry Strategy First,Decide who is likely to be most receptive to product or services like yours.Approach receptivity and ask for meeting and ease receptivity fears on hard selling.Uncover information during the meeting Locate the focus

55、of dissatisfaction,setup the meeting,prepare a question list which youll ask to uncover potential dissatisfaction Conduct several meeting with your contact at the focus of dissatisfaction.Youll need to meet other individuals in order to justify involving people at the focus of power.The objective of

56、 the phase is to develop satisfaction Develop a sponsor at the focus of dissatisfaction either introduce you or represent you at the focus of power.Case Study:How to penetrate to a medical account to sell you finance software Assume you are sales rep.in a finance s/w company,a Shanghai Stock Exchang

57、e listed company opened a new factory in your territory in 2002,you get information that the factory will have a new project to standardize its finance operation,you company are one of 2 top players in the area.Develop you account penetration strategies.The objective is to gain bid right for the pro

58、ject.如何让你的客户需要你如何让你的客户需要你认识需求阶段策略认识需求阶段策略认识需求阶段Agenda Objectives for the Recognitions of Needs Phase Uncovering Dissatisfaction Setting Your Objectives Planning Your Questions Asking Situation Questions Asking Problem Questions How Problems Are Developed Selling to the Focus of Dissatisfaction Gaini

59、ng Access to Decision Makers Selling Indirectly to Decision Makers Prepare Your Sponsor Need payoff Questions The SPIN Questioning Strategy认识需求认识需求客户意识到有新的购买需求。策略目标：1.发现不满2.扩大不满3.根据客户的不满提供解决方案Recognition of NeedsThe account recognizes that a need exists which justifiesa purchasing action.Strategic O

60、bjectives:1.Uncover dissatisfaction2.Develop dissatisfaction3.Selective channel dissatisfactionObjectives for the Recognition of Needs Phase1.Uncover dissatisfaction-Because without dissatisfaction there is no reason for the account to buy.2.Develop dissatisfaction-The dissatisfaction you uncover wi

61、ll increase to a level of severity that causes the account to make a decision to act.3.Selective channel dissatisfaction-The people in the account selectively feel dissatisfaction in those areas where your products and services provide them with the best solutionsUncover DissatisfactionHow to uncove

62、r dissatisfaction?Ask Questions to customer.Pre-step of asking question:1)What problem your product can solve customers problem.Not only technical feature of your product,think about business part of your product can help the customer.2)Set your call objectives1)Build up relationship with specific f

63、ocus people2)Collect the specific information which can help you moving forward.Objective should be specific and moving forwardPlan Your QuestionsTwo types of Questions 1)Situation QuestionQuestions that collect effects about the account and individual within it.Typical Question:Do you own the syste

64、m or lease it?2)Problem QuestionQuestions that probe for problems,difficulties,or dissatisfaction.Typical Question:What part of operation give you the most difficulty.From Psychology point,the customer get more motivated when you ask problem questions.Planning more problem questions is more effectiv

65、e way to fulfill your call objectives.Asking Situation Question Do your homework Annual Report,Media to get basic information Use the focus of receptivity Ask situation question of people at focus of receptivity,thus not waste time in asking basic fact-finding questions.Spread the questions Do not t

66、ry to ask all your situational question one time Earn the right to ask situation question The motivation of customer answering your situation question is you can help customer to solve the problem.So make it clear your questions are motivated by an interest in the buyers problems and out of a desire to help solve them Asking Problem Questions Small sale situation the sale can be finished within a single call.Strategic Objective:To uncover the problem with problem questioning skills Large sales s