麦肯锡：大客户营销谋略

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1、http:/大客户销售谋略大客户销售谋略2003.10-11-10-12Objective 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+

2、Reduce selling costs through more effective sales strategies+Increase sales per employee- Develop expected relationship with the customers. Eg. Strategic Partnership etc.AgendaDay 1+How the Customer Make Decisions+SPIN Question Strategy+Account Entry Strategy+Understand Your Customer & Their Busines

3、s+How to Make Your Customers Need YouDay 2+Influence the customers choice+Differentiation & Vulnerability+Overcoming Final Fears+Sales Negotiation+How to Ensure Continued Successhttp:/客户是如何做决策的客户是如何做决策的How Customer Make DecisionsThe Research BaseThe Customer Decision ProcessAccount Strategy in the R

4、ecognition of Needs PhaseAccount Strategy in the Evaluation of Options PhaseAccount Strategy in the Resolution of Concerns PhaseAccount Strategy in the Implementation PhaseSummary Overview of Major Account Sales Strategy Sales Strategy should be about customers and how to influence them.+Understandi

5、ng and Well Prepared are mandatory to form a effective sales strategyCustomer Behavior goes through three distinct phases in making a major purchasing decisions+Recognition of Needs+Evaluation of Options+Resolution of ConcernsA fourth phase, follow-up in implementation phases, if it is well handled,

6、 can generate significant additional 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

7、Understanding Customer BehaviorNot 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 Proc

8、ess Research BaseNeil RackhamHuthwaite+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 Purcha

9、se Decision New Purchase Request Of 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 Re

10、ad 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. 10 minutesAccount Strategy in the Recognition of Needs PhaseThe Most Effective Selling Strategy During the Phase:+To uncover dissatisfaction in the acco

11、unt and to develop that dissatisfaction until it 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 Skil

12、ls (SPIN)Account Strategy in the Evaluation of Options 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.Com

13、mon 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, for making the decision.Account Strategy in the Resolution of Concerns Phase The Most Effective Sales Strategy During the Phase+To uncover and he

14、lp resolve perceived riskLast minutes fears and concerns 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 difficul

15、t to discuss.Negotiation is key selling tool of the phase.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 relatio

16、nship with the customers?Think About How to Build Up Strategic 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

17、 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 to investigate/develop customer needsMaking product presentations too earlyEvaluation of Options-What criteria should we use in making a de

18、cision- 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 uncover customers criteriaLittle attempt to influence/change stated criteriaResolution of Concerns-What are the risks of going ahead?-What

19、 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 a decisionImplementation- Are we getting value from the decision?- How quickly will we see the resultsNew needs and dissatisfactions ariseF

20、ailure to treat implementation as a sales opportunitiesFailure to anticipate vulnerable implementation pointshttp:/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 Q

21、uestions+Questions that uncover problems, difficulties and dissatisfactions.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 lead

22、s 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 so important to you.?Would it be useful if ?Implied Needs, Explicit Needs, Benefit, Advantage, FeaturesImplied Needs+Stateme

23、nt 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.Explicit Needs+Statements of a customers wants or intentions. Eg. What I need is I want some to Benefits+Statements which sh

24、ow 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 the monthAdvantage+Statement showing how a product, product feature can be used or help the customer. Most advanta

25、ges 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+Characteristics of a product or servicesEg. This unit cost $400.This is a closed loop feedback system.SPIN FormSi

26、tuation QuestionProblem QuestionImplied NeedsExplicit NeedsImplication QuestionNeed-Payoff QuestionBenefitsAdvantageFeatureNormal Sales Call Planning FormSituation:The background information I need before probing for the problem:-ProblemsThe difficulties the customerhas that I could solve.-Implicati

27、ons“Knock on” effects for each problem stated-PayOfThe Value to the customer of solving these problems.-SPIN Questioning StrategySituation QuestionProblemQuestionImplication QuestionNeed Pay Off Question Achieve fact finding objectives Have low selling impact Useful at focus of receptivity Achieve u

28、ncovering 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 dissatisfaction and focus of power Achieve objectives of rehearsing and selectively channeling cu

29、stomer attention Have high selling impact Useful at focus of dissatisfaction and focus of powerhttp:/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 PerformanceFuture ProspectsTimingOrganizationTop management cadreUnderstanding Your Customers : Organisat

30、ion 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 the clients organisation for improved relationship management+Develop relationships w

31、ith the right people who can provide insight and directionKey Components of Understanding Customers OrganisationMacroFormal StructurePolitical StructureInner CircleInfluence NetworksMicroCoverageStatusDecision OrientationInnovation / ChangeMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteem

32、Self-ActualisationCharacter ProfileMaslowAdaptabilityDecision OrientationLevels of ContactYour PositionChen YuanCEO#%BVEMaslows Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelf-Actualisation SA : Self ActualisationE : EsteemB : BelongingS : SafetyP : PhysiologicalMapping NeedsSA : Self Actua

33、lisationE : EsteemB : BelongingCEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBAdaptability to Change - Technology Adoption LifecycleInnovatorsVisionariesPragmatistsConservativesLaggardsAdaptability to Chan

34、geInnovatorsVisionariesPragmatistsConservativesLaggardsStatus QuoReference SitesWhat They WantWhat They BuyYour Value PropositionNot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the artTrialsTestsCustomised SolutionTotal SolutionsIndustry standards at low price with no risk

35、Enhancement of existing servicesProduct excellenceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInvestment protectionMapping Adaptability to ChangeI : InnovatorV : VisionaryP : PragmatistC : ConservativeL : LaggardCEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarket

36、ing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCDecision Orientation“On what factors does our client base their decision on ?”Financial$Technical TRelationshipRBusinessBMapping Decision OrientationB : BusinessR : RelationshipF : FinancialT : Technical CEOSenior

37、 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 ?” Mapping Contact Coverage ! : No Contac

38、t% : 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 client ?” MentorMMapping

39、Our PositionX : Enemy : SupporterM: MentorCEOSenior VPSales & MarketingSenior VPCFOVP FieldOperationsMarketing DirectorDirector ofR&DDirector ofMfg.Directorof ITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!%!# Gate Keeper - Influencer - Decision MakerHardest way to allocate purchase channel for a new

40、 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 sponsorsThe focus

41、 on receptivityThe focus on dissatisfactionThe focus on powerWhere is decision maker Exercise +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 Individu

42、al 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

43、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 focus of receptivity:the point in an account where there were receptive people who were prepared to listen symp

44、athetically+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 Strateg

45、y ModelFocus 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 a

46、rea 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 penetration+The reason why they want to listen Objective of sales to focus on receptivity+Find out inform

47、ation+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 distraction Danger of misinterpretation Danger of presentationMoving From Receptivity to Dissatisfactio

48、n 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 areas- Less successful sales concentrated on impressing the receptive person.- Focus of Receptivity

49、, 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 Questioning SkillsInfluence the focus of dissatisfactionThe objective of influence the focus of dissa

50、tisfaction1.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 your sponsor to sell on your behalf.SPIN Call Planning FormMoving to the Focus of Power Ide

51、ntify 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 driven+ConfidenceDanger of selling at the focus of power:+Failure to do homework+Failure to t

52、ake control+Premature meeting+Inappropriate 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

53、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 customer take the phone call+When you have the customer on the phone, suggest a meeting

54、, 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 precious appointment over 90 percent of the time.Develop Your Account Entry StrategyF

55、irst, 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 meetingLocate the focus of dissatisfaction, setup the meeting, prepare a question list which youll ask

56、to uncover potential dissatisfactionConduct 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 the phase is to develop satisfactionDevelop a sponsor at the focus of dissat

57、isfaction 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 Exchange listed company opened a new factory in your territory in 2002, you get i

58、nformation 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 project.http:/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

59、for the Recognitions of Needs PhaseUncovering DissatisfactionSetting 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

60、 Your Sponsor+Need payoff QuestionsThe 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 Objectives:1. Uncover dissatisfaction2. Develop dissatisfaction3. Select

61、ive 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 will increase to a level of severity that causes the account to make

62、 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 uncover dissatisfaction?Ask Questions to customer.Pre-step of asking qu

63、estion: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 focus people2)Collect the specific information which can help you

64、 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 system or lease it?2)Problem QuestionQuestions that probe for proble

65、ms, 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 effective way to fulfill your call objectives.Asking Situation Ques

66、tionDo your homework+Annual Report, Media to get basic informationUse 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 try to ask all your situational question one timeEarn 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 i