销售培训之目标解释销售

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1、Welcome toWelcome toWelcome toWelcome toTarget Account Target Account Target Account Target Account SellingSellingSellingSelling 2024/5/52024/5/5Program ObjectivesProgram ObjectivesDevelopingDeveloping and testing a comprehensive plan for your sales opportunityEnablingEnabling you to communicate mor

2、e 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 timeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060

3、100.pptSiebel Systems,Inc.All rights reserved.*Program MapProgram MapOpportunity Opportunity AssessmentAssessmentStrategyStrategyPoliticsPoliticsAlignmentAlignmentPlanningPlanningTestingTestingImplementationImplementationProgram ModulesProgram ModulesAssess the Assess the OpportunityOpportunitySet t

4、he Competitive Set the Competitive 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 ProcessProcessTar

5、get Account Selling ProcessTarget Account Selling Process1 12 23 34 45 56 67 7TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*VersatilityVersatilityLevel 1Level 1Level 2Level 2Level 3Level 3FocusF

6、ocusOrientationOrientationRepertoireRepertoireFinanceFinanceRelationshipsRelationshipsEventEventProduct/ServiceProduct/ServiceTechnologyTechnologyPricePriceOperationsOperationsProcessProcessBusinessBusinessServicesServicesCostCostManagementManagementOutcomeOutcomePoliticalPoliticalSolutionSolutionVa

7、lueValueExecutiveExecutiveTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*DevelopmentDevelopmentStatusStatusModeModePoliticsPoliticsResourcesResourcesPerformancePerformanceConsideredConsideredReac

8、tiveReactiveAwareAwarePremature orPremature orExcessiveExcessiveInconsistentInconsistentLevel 1Level 1Level 2Level 2Level 3Level 3PreferredPreferredResponsiveResponsiveAgileAgileTimely&JudiciousTimely&JudiciousConsistentlyConsistentlyAchievesAchievesDominantDominantProactiveProactiveAstuteAstuteHigh

9、 ROIHigh ROIReliably ExceedsReliably ExceedsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Not in ControlNot in ControlSalesSalesPersonalPersonalControl is providing business value for the custom

10、er 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 events unless you areIt is difficult to control external events unless you arein control.in control.

11、Unreturned phone callsUnreturned phone callsNo access to informationNo access to informationCriteria slantedCriteria slantedCriteria constantly changesCriteria constantly changesDelaysDelaysBudget goes awayBudget goes awayQuestioning by customers Questioning by customers probing your weaknessesprobi

12、ng your weaknessesPlayers changePlayers changeMeetings cancelledMeetings cancelledMeetings delegatedMeetings delegatedPreoccupied with pricePreoccupied with priceNo inside supportNo inside supportNot knowing youre Not knowing youre winningwinningAlways 5 minutes lateAlways 5 minutes lateToo many hou

13、rsToo many hoursToo much telephone timeToo much telephone timeContinual crisisContinual crisisNot having funNot having funTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*PurposePurposeProvide you

14、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 and more effectively by analyzing them from t

15、he 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 most likely to winopportunities you are most lik

16、ely 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 opportunitysales opportunityOpportunity AssessmentOpport

17、unity 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 ActionsInto ActionsTest and ImproveTest and Imp

18、rovethe Planthe PlanImplement the Implement the ProcessProcess1 12 23 34 45 56 67 7Page 2.Page 2.7 7TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*IntroductionIntroduction+A AB BC C Page 2.Page 2

19、.8 8Current:Current:good win rategood win ratePotentialPotentialZ=1Z=1Z=0Z=0A C CompromisedA C CompromisedX&Y LostX&Y LostZ=-1Z=-1X XY YZ ZTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Four Key

20、Questions-The 4 Principles of SellingFour Key Questions-The 4 Principles 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 9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All r

21、ights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Is There An Opportunity?Is 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?Wh

22、at are the customers key issues and objectives for the project?What are the customers key issues and objectives for the project?Who initiated the project?Wholl be working on the project?Who initiated the project?Wholl be working on the project?How does this project fit into the customers business st

23、rategy?How does this project fit into the customers business strategy?#2#2Customers Customers Business ProfileBusiness Profile#3#3CustomersCustomersFinancial ConditionFinancial Condition#4#4Access to FundsAccess to FundsWhat are the customers products and services?What are the customers products and

24、 services?What are their key markets?What are their key markets?Who are their key customers and competitors?Who are their 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 rev

25、enue and profit trends?What are their revenue and profit trends?How do their financials compare to similar companies?How 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 custom

26、ers key performance metrics?What is the budget for this project?What is the budget for this project?What is the customers 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

27、 the customers alternative uses of capital?What are the customers alternative uses of capital?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*#5 Compelling Event#5 Compelling EventWhy does the cus

28、tomer 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 are the consequences if this project is delayed?What are the consequences if this project is delayed?What is the payback for the

29、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 What will be the measurable impact on the customers business?business?BusinessBusinessInitiativesInitiativesBusiness Business Driv

30、ersDriversBusiness Business ProfileProfilePage 2.Page 2.1111CompellingCompellingEventEventConsequencesConsequencesPaybackPaybackProblemsProblemsOpportunitiesOpportunitiesTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc

31、.All rights reserved.*Can We Compete?Can We Compete?#6#6Formal DecisionFormal DecisionCriteriaCriteria#7#7Solution FitSolution Fit#8#8Sales ResourceSales ResourceRequirementsRequirements#9#9Current Current RelationshipRelationshipWhat are the customers decision criteria?What are the customers decisi

32、on 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 formulated the decision criteria?Page 2.Page 2.1212How well does our solution sol

33、ve 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 will be required?What external resources do we need to meet the customers r

34、equirements?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 additional internal or external resources will you need to winWhat addition

35、al 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 the status of your relationship with the customer?What is the status of yo

36、ur 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 for this opportunity?Whose relationship provides competitive advantage for t

37、his 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?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.

38、01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*#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 value?How will they

39、 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 their understanding

40、 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 SolutionSolutionDiffere

41、n-Differen-tiationtiationPage 2.Page 2.1313CompellingCompellingEventsEventsUniqueUniqueBusinessBusinessValueValueTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Answer the questions.Answer the que

42、stions.Whats the issue?How is it affecting the customer?What are the consequences or payback?How can you help?Developing Your Value PropositionDeveloping Your Value PropositionPage 1.9Page 1.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100

43、.pptSiebel Systems,Inc.All rights reserved.*IncreaseCosts/ConsequencesValue=Benefits-Costs/Risks/ConsequencesValue=Benefits-Costs/Risks/ConsequencesPage 3.9Page 3.9RevenueRevenueMarket shareMarket shareCustomer satisfactionCustomer satisfactionInventory turnsInventory turnsLoad factorLoad factorShar

44、eholder valueShareholder valueCustomer baseCustomer baseOrder fulfillment timeOrder fulfillment timeExpensesExpensesRejects/returnsRejects/returnsWasteWasteAdministrative costsAdministrative costsNumber of days supply Number of days supply(of inventory)(of inventory)Time to close an orderTime to clo

45、se an orderCycle timeCycle timeDecreaseEvaluation processEvaluation processPurchase pricePurchase priceOrder processingOrder processingExpediting costsExpediting costsCorrecting mistakesCorrecting mistakesAcquisition CostsAcquisition CostsSet-up and installationSet-up and installationTaxes and insur

46、anceTaxes and insuranceAdministrative costsAdministrative costsFinance chargesFinance chargesPossession CostsPossession CostsTrainingTrainingSupportSupportMaintenanceMaintenanceDepreciationDepreciationDisposalDisposalInterface to other systemsInterface to other systemsUsage CostsUsage CostsAffect ex

47、isting businessesAffect existing businessesAwaken their competitionAwaken their competitionModifications to existing processesModifications to existing processesOpportunity Costs(Risks&Consequences)Opportunity Costs(Risks&Consequences)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights

48、 reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Value Proposition TemplatesValue Proposition TemplatesYou will be able to _ resulting in _ by You will be able to _ resulting in _ by implementing our _.We delivered similar results at implementing our _.We delive

49、red 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 track the value _ which means _.We will track the value delivered by _ and report it back to you _.delivered by _ and report it b

50、ack 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 on investment by _.will ensure your return on investment by _.business initiativebusiness initiativespecific or measurable outc

51、omespecific or measurable outcomesolutionsolutionsimilar situation or customersimilar situation or customerpast value deliveredpast value deliveredcurrent situationcurrent situationour solutionour solutionbusiness driverbusiness driverspecific or measurable outcomespecific or measurable outcomevalue

52、 tracking systemvalue tracking systemfrequency/timefrequency/timecompelling eventcompelling eventsolutionsolutionspecific or measurable outcomespecific or measurable outcomeshared risk/reward strategyshared risk/reward strategyPage 1.10Page 1.10TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.

53、All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Sample Value PropositionsSample Value PropositionsYou will be able to You will be able to reduce the number of repeat customer service calls byreduce the number of repeat customer service calls by 15%15%

54、resulting in an estimated resulting in an estimated monthly savings of$3.4Mmonthly savings of$3.4M by implementing our by implementing our Siebel Siebel Call Center ApplicationCall Center Application.We delivered similar results at.We delivered similar results at UnitedUnited TelecomTelecom,which,wh

55、ich achieved a achieved a 2525%improvement in first contact callimprovement in first contact call resolutionresolution.By changing from By changing from a patchwork of home grown solutions to Siebelsa patchwork of home grown solutions to Siebels eBusinesseBusiness suitesuite,you will,you will reduce

56、 your total cost of ownership by$100Mreduce your total cost of ownership by$100M,which represents,which represents a a 40%increase in Earnings Per Share40%increase in Earnings Per Share.We will establish a.We will establish a metrics score cardmetrics score card to assist you in evaluating program p

57、erformance and report it back to you at to assist you in evaluating program performance and report it back to you at six six month intervalsmonth intervals.(business initiative)business initiative)(measurable outcome)measurable outcome)(solution)solution)(similar customer)similar customer)(measurabl

58、e results)measurable results)(current situation)current situation)(solution)solution)(measurable outcome)measurable outcome)(measurable outcome)measurable outcome)(value tracking system)value tracking system)(frequency/time)frequency/time)Page 3.13aPage 3.13aTAS.STD.OTE.070.01.120597.060100.pptSiebe

59、l Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Can We Win?Can We Win?#11#11InsideInsideSupportSupport#12#12Executive Executive CredibilityCredibility#13#13CulturalCulturalCompatibilityCompatibility#14#14Informal DecisionInformal Decisio

60、nCriteriaCriteria#15#15PoliticalPoliticalAlignmentAlignmentWho in the customers organization wants us to win?Who in the customers organization wants us to win?What have they done to indicate their support?What have they done to indicate their support?Are they willing and able to act on your behalf?A

61、re they willing and able to act on your behalf?Do they have credibility within their own organization?Do they have credibility within their own organization?Page 2.8Page 2.8Which executive(s)will affect or be affected by this decision?Which executive(s)will affect or be affected by this decision?How

62、 have you established trust and credibility with them?How have you established trust and credibility with them?How will you gain access to those executives?How will you gain access to those executives?What is your plan to gain return access to them?What is your plan to gain return access to them?Wha

63、t is the customers culture?What is the customers culture?How does this compare with our company?How does this compare with our company?What is the customers philosophy towards vendors and suppliers?What is the customers philosophy towards vendors and suppliers?Can we adjust or adapt?Do we want to?Ca

64、n we adjust or adapt?Do we want to?How will the decision really be made?How will the decision really be made?What intangible,subjective factors could affect this decision?What intangible,subjective factors could affect this decision?What are the unstated issues?What are the unstated issues?Whose pri

65、vate opinions do we know?Which ones count?Whose private opinions do we know?Which ones count?Who are the most powerful people involved in this decision?Who are the most powerful people involved in this decision?Do they want us to win?Why?Do they want us to win?Why?Are they able to influence or chang

66、e the decision criteria?Are they able to influence or change the decision criteria?Can they create a sense of urgency?How have they demonstrated this in the Can they create a sense of urgency?How have they demonstrated this in the past?past?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.*Is It Worth Winning?Is It Worth Winning?#16#16Short-TermShort-TermRevenueRevenue#17#17Future RevenueFuture