最新大客户销售技巧英文版教学课件

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1、大客户销售技巧英文版大客户销售技巧英文版Objective of WorkshopUnderstand 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 cos

2、ts through more effective sales strategies+Increase sales per employee-Develop expected relationship with the customers.Eg.Strategic Partnership etc.Customer Decision Process Research BaseNeil RackhamHuthwaite+35,000 sales calls in 27 countries+10,000 sales+SPIN (Situation,Problem,Implication,Need P

3、ay-off)DecisionI:Recognition OfNeeds VChange OverTimeIVImplementationIIIResolution OfConcernsIIEvaluation OfOptionsBuyer CycleCustomer Decision ProcessA Typical Purchase DecisionNew Purchase Request Of Procurement DepartmentWhat A Procurement Manager Say:+Problem,Dissatisfaction,can not solve with e

4、xisting equipment or supplies+Spec.;Objective;Must&Wants;Vendor Selection+If decision is big;carefully resolve all concern.Exercise 1.Procurement ProcessRead Appendix A:Procurement Process Do you know it before,and how you know which phase you are in while you bid,and your strategies on each phase.1

5、0 minutesAccount Strategy in the Recognition of Needs PhaseThe Most Effective Selling Strategy During the Phase:+To uncover dissatisfaction in the account and to develop that dissatisfaction until it reaches the critical mass.When dissatisfaction reaches a sufficient level of intensity or urgency,th

6、e 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 Options PhaseThe Most Effective Selling Strategy During the Phase:+To Centralize On Understanding,Influe

7、ncing,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 that a shift has taken place in customer concerns.Not try to uncover customer guideline,or criteria,f

8、or making the decision.Account Strategy in the Resolution of Concerns PhaseThe Most Effective Sales Strategy During the Phase+To uncover and help resolve perceived riskLast minutes fears and concerns arises that can block the decision or cause customers to re-open discussions with competitors.A succ

9、essful 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.Account Strategy in the Implementation PhaseMost Effective Strategy of the Phase+Follow-up after post

10、 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 Strategic Relationship with the Customer?Customer Decision PhasesDecision PhaseTypical Customer Concerns Du

11、ring 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 accepts that the problem is severe enough to justify changed and therefore decides to take actionsFailure

12、 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 has a clear decision mechanism in place and has used it to select 1 or more final contenders Failure to

13、 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 the purchasing decisions Ignoring concerns in the hope theyll go away.Pressuring the customer to make

14、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 opportunitiesFailure 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 Qu

15、estions+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 dissatisfactions.E.g:Are you happy with existing ERP system?Does the existing ERP system has reliability problems

16、.?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.Need-payoff Questions+Questions that explore the value or usefulness of solving a problemEg.Why is it

17、so important to you.?Would it be useful if?Implied Needs,Explicit Needs,Benefit,Advantage,FeaturesImplied Needs+Statement by the customers about problems,difficulties or dissatisfactions with the existing situation.Eg.I always get behind schedule.We have been lost a lot of money in this area.Explici

18、t Needs+Statements of a customers wants or intentions.Eg.What I need is I want some to Benefits+Statements which show how a product,a product feature or advantage meet explicit need which has been stated by the customer.Eg.You have said you need fast turnaround,we can give it to you by the end of th

19、e monthAdvantage+Statement 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 finance module,you can get.Our new model can save additional 8%material cost.Features+Characteristi

20、cs of a product or servicesEg.This unit cost$400.This is a closed loop feedback system.SPIN FormSituation QuestionProblem QuestionImplied NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefitsAdvantageFeatureNormal Sales Call Planning FormSituation:The background information I need befo

21、re 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.-SPIN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question

22、 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 dissatisfactionAchieve Objective s of developing and channel satisfaction Have high selling impact Useful at focus of

23、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售工具理解你的客户理解你的客户准备Account FundamentalOwnership LocationCorporation ActionsFinancial PerformanceFut

24、ure ProspectsTimingOrganizationTop management cadreUnderstanding Your Customers:Organisation Structure&DynamicsObjectivesPurpose+Provide a framework for better understanding of the clients organisation and how they make decisionsOutput+Organisation Map&People ProfilesBenefits+Improve your view into

25、the clients organisation for improved relationship management+Develop relationships with the right people who can provide insight and directionKey Components of Understanding Customers OrganisationMacroFormal StructurePolitical StructureInner CircleInfluence NetworksMicroCoverageStatusDecision Orien

26、tationInnovation/ChangeMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationCharacter ProfileMaslowAdaptabilityDecision OrientationLevels of ContactYour PositionChen YuanCEO#%BVEMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA:Self Actualisat

27、ionE:EsteemB:BelongingS:SafetyP:PhysiologicalMapping NeedsSA:Self ActualisationE:EsteemB:BelongingCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBAdaptability to Change-Technology Adoption LifecycleInnovators

28、VisionariesPragmatistsConservativesLaggardsAdaptability to ChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatus QuoReference SitesWhat They WantWhat They BuyYour Value PropositionNot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised Solu

29、tionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excellenceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInvestment protectionMapping Adaptability to ChangeI :InnovatorV:VisionaryP:PragmatistC:ConservativeL :LaggardCEOSenior

30、VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCDecision Orientation“On what factors does our client base their decision on?”Financial$Technical TRelationshipRBusinessBMapping Decision OrientationB:BusinessR:

31、RelationshipF:FinancialT:Technical CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTRLevel of ContactNo Contact!Brief Contact%Multiple Contacts*In-Depth“How often do we meet with our client?

32、”Mapping Contact Coverage!:No Contact%:Brief Contact*:Multiple Coverage:In-Depth*CEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!%Your Position EnemyXNon-Supporter“Where are we with the

33、 client?”MentorMMapping Our PositionX:Enemy :SupporterM:MentorCEOSenior VPSales&MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!#Gate Keeper-Influencer-Decision MakerHardest way to allocate purchase chan

34、nel for a new innovative products and services in Selling Cycles E.G.Mfg.Barcode Printing Outsourcing SolutionSuccess sales normally find a focus(sponsor)within account helping him move towards a point from which they should begin developing needs.3 focus model for successful people to find sponsors

35、The focus on receptivityThe focus on dissatisfactionThe focus on power Where is decision makerExercise+Who is the decision maker for ERP project bid.CEOCFOCTO or others.What is your passing experience to connect to decision maker?Entry Strategies Successful people tended to seek a sponsor+SponsorAn

36、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 or area of an account as sponsor.Focus+FocusA“Focus”Within Account a person,a committee or a department who would h

37、elp 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 focus of receptivity:the point in an account where there were receptive people who were prepared to listen sympath

38、etically+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 where there were people able to make decision.Especially for account,no purchasing channel existed.Entry Strategy Mode

39、lFocus of ReceptivityFocus of DissatisfactionFocus of PowerLeads you toLeads you toThe Individual,functional area or location most likely to-Listen receptively-Provide you with informationThe Individual,functional area or location most likely to-Perceive problems and dissatisfaction in an area where

40、 you can help.The Individual,functional area or location most likely to-Approve action-Prevent action-Influence actionThe Focus of ReceptivityEasiest starting point for your account penetration+The reason why they want to listenObjective of sales to focus on receptivity+Find out information+Gain acc

41、ess to focus of dissatisfactionDanger of Focus of ReceptivityDo not misinterpreted the interest as progress+Remember your strategic objective is“Information”&“Access”Danger of distractionDanger of misinterpretationDanger of presentationMoving From Receptivity to DissatisfactionObjective of Focus on

42、Receptivity+Gain access to person or function who probably not satisfiedUse SPIN Situational questionE.G Do you know anybody in your company whos experiencing problems in this areas-Less successful sales concentrated on impressing the receptive person.-Focus of Receptivity,Focus of Dissatisfaction a

43、nd Focus of Power may be same person.Identify the Focus of DissatisfactionMindset to set your product in problem-solving terms to allocate focus of dissatisfaction.SPIN Questioning SkillsInfluence the focus of dissatisfactionThe objective of influence the focus of dissatisfaction1.Uncover dissatisfa

44、ction 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 your sponsor to sell on your behalf.SPIN Call Planning FormMoving to the Focus of PowerIdentify the focus of PowerDirect o

45、r indirect interface with focus of PowerSelling at the Focus of PowerWhats typical characteristics of executive or high level manager+Normally busy+Objective oriented,value driven+ConfidenceDanger of selling at the focus of power:+Failure to do homework+Failure to take control+Premature meeting+Inap

46、propriate expectations“Well Prepared&Understanding your customer is KEY”Experience Sharing:How to make an appointment with VIPSet appointment with decision maker is difficultHow to get the face to face opportunities+Homework,dollarize the reason why the customer should do the business with you.+Send

47、 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 customer take the phone call+When you have the customer on the phone,suggest a meeting,then ask“is Tuesday at three OK”“How

48、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 precious appointment over 90 percent of the time.Develop Your Account Entry StrategyFirst,Decide who is likely to be most receptive

49、 to product or services like yours.Approach receptivity and ask for meeting and ease receptivity fears on hard selling.Uncover information during the meetingLocate the focus of dissatisfaction,setup the meeting,prepare a question list which youll ask to uncover potential dissatisfactionConduct sever

50、al 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 the phase is to develop satisfactionDevelop a sponsor at the focus of dissatisfaction either introduce you or represent you at

51、 the focus of power.Case Study:How to penetrate to a medical account to sell you finance softwareAssume you are sales rep.in a finance s/w company,a Shanghai Stock Exchange listed company opened a new factory in your territory in 2002,you get information that the factory will have a new project to s

52、tandardize 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 project.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AgendaObjectives for the Recognitions of Needs PhaseUncovering DissatisfactionSett

53、ing Your ObjectivesPlanning Your QuestionsAsking Situation QuestionsAsking Problem QuestionsHow Problems Are DevelopedSelling to the Focus of DissatisfactionGaining Access to Decision MakersSelling Indirectly to Decision Makers+Prepare Your Sponsor+Need payoff QuestionsThe SPIN Questioning Strategy认

54、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 Objectives:1.Uncover dissatisfaction2.Develop dissatisfaction3.Selective channel dissatisfactionObjectives for the Recognition of Needs Phase

55、1.Uncover dissatisfaction-Because without dissatisfaction there is no reason for the account to buy.2.Develop dissatisfaction-The dissatisfaction you uncover will increase to a level of severity that causes the account to make a decision to act.3.Selective channel dissatisfaction-The people in the a

56、ccount selectively feel dissatisfaction in those areas where your products and services provide them with the best solutionsUncover DissatisfactionHow to uncover dissatisfaction?Ask Questions to customer.Pre-step of asking question:1)What problem your product can solve customers problem.Not only tec

57、hnical 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 focus people2)Collect the specific information which can help you moving forward.Objective should be specific and moving forwardPlan Your Que

58、stionsTwo types of Questions 1)Situation QuestionQuestions that collect effects about the account and individual within it.Typical Question:Do you own the system or lease it?2)Problem QuestionQuestions that probe for problems,difficulties,or dissatisfaction.Typical Question:What part of operation gi

59、ve you the most difficulty.From Psychology point,the customer get more motivated when you ask problem questions.Planning more problem questions is more effective way to fulfill your call objectives.Asking Situation QuestionDo your homework+Annual Report,Media to get basic informationUse the focus of

60、 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 try to ask all your situational question one timeEarn the right to ask situation question+The motivation of customer answering your situation q

61、uestion 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 QuestionsSmall sale situation the sale can be finished within a single call.Strategic Objective:To uncover t

62、he problem with problem questioning skillsLarge sales situation the sale are more complicated.Strategic Objective:To develop the problems after you uncover them.How Problem Are DevelopedAfter you uncover dissatisfaction with situation question and problem question,before you show where you product c

63、an solve or alleviate the problem,you need to develop the problem.The tool is implication question:Implication question:+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.Selli

64、ng to the Focus of DissatisfactionUncover the problem and develop the problem to the points where the customer want to take action Implication question is strong toolGain access to the decision maker.+Direct+Indirect Selling Indirect to the Decision Maker(I)Prepare Your SponsorIf you can not get dir

65、ect selling opportunity to the decision maker,you should use your sponsor at focus of dissatisfaction to sell to the decision maker on your behalf.Prepare your sponsorWhat will go wrong for your sponsor facing decision maker1.People will not remember all theyve been told.2.People will never give som

66、ebody else message as convincingly as they would give their own Rehearsal&Their Own LanguageSelling Indirect to the Decision Maker(II)Need-Payoff Question Effective way to rehearsal of your sponsorwhile your sponsor facing decision maker on your behalf.Need-Payoff Question!+Questions that explore the value or usefulness of solving a problemEg.Why is it so important to you.?Would it be useful if?SPIN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Ac