重点客户如何销售（英文）

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1、Welcome toTarget Account Selling 2022年年2月月9日星期日星期三三Program ObjectivesDeveloping and testing a comprehensive plan for your sales opportunityEnabling you to communicate more effectively with your teamShifting your sales focus from tactical to strategicHelp you win by.Focusing on the right issues with

2、the right peopleat the right timeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Program MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Re

3、lationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Sales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitive Ti

4、me and $TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. VersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveTAS.STD.OTE.070.

5、01.120597.060100.pptSiebel Systems, Inc. All rights reserved. DevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsTAS

6、.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Not in ControlSalesPersonalControl is providing business value for the customer whileforcing the competition to operate in react mode.It is difficult to control external events unless you arein control. Unreturned phone calls

7、 No access to information Criteria slanted Criteria constantly changes Delays Budget goes away Questioning by customers probing your weaknesses Players change Meetings cancelled Meetings delegated Preoccupied with price No inside support Not knowing youre winning Always 5 minutes late Too many hours

8、 Too much telephone time Continual crisis Not having funTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. PurposeProvide you with a structured, repeatable methodology for analyzing a sales opportunityBenefits Qualify opportunities faster and more effectively by analyzing

9、them from the most critical customer, business and competitive perspectives Invest time, energy and resources on the opportunities you are most likely to win Communicate the key issues more effectively using a common languageOutput Comprehensive assessment of your current sales opportunityOpportunit

10、y AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.7TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Introduction+ABCPage 2

11、.8Current: good win ratePotential Z = 1 Z = 0 A C Compromised X & Y Lost Z = -1XYZTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Four Key Questions - The 4 Principles of Selling Is there an opportunity? Can we compete? Can we win? Is it worth winning?Page 2.9TAS.STD.OT

12、E.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Is There An Opportunity?Page 2.10#1Customers Application or Project What are the customers requirements? What are the customers key issues and objectives for the project? Who initiated the project? Wholl be working on the project? H

13、ow does this project fit into the customers business strategy?#2Customers Business Profile#3CustomersFinancial Condition#4Access to Funds What are the customers products and services? What are their key markets? Who are their key customers and competitors? What is driving the customers business inte

14、rnally and externally? What are their revenue and profit trends? How do their financials compare to similar companies? What is their financial outlook? What are the customers key performance metrics? What is the budget for this project? What is the customers budgeting process? What is the priority o

15、f this project compared to others? What are the customers alternative uses of capital?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. #5 Compelling EventWhy does the customer have to act?What is the deadline for the customer to make a decision?What are the consequences

16、if this project is delayed?What is the payback for the customer if the project is completed on time?What will be the measurable impact on the customers business?BusinessInitiativesBusiness DriversBusiness ProfilePage 2.11CompellingEventConsequencesPaybackProblemsOpportunitiesTAS.STD.OTE.070.01.12059

17、7.060100.pptSiebel Systems, Inc. All rights reserved. Can We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current Relationship What are the customers decision criteria? What is the formal decision process? Which decision criteria are most important? Why? Who formulate

18、d the decision criteria?Page 2.12 How well does our solution solve the customers problem? What does the customer think? What modifications or enhancements will be required? What external resources do we need to meet the customers requirements? How much time will the sales team need to invest on this

19、 opportunity? What additional internal or external resources will you need to winthis opportunity? What is the projected cost of sales? What is the opportunity cost? What is the status of your relationship with the customer? What is the status of each competitors relationship with the customer? Whos

20、e relationship provides competitive advantage for this opportunity? How do you and each of your competitors compare to the customers view of the ideal relationship?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. #10 Unique Business ValueWhat is the specific or measurabl

21、e business result that wewill deliver?How does the customer define value? How will they measure it?How have we quantified this value in the customers terms?Has the customer confirmed their understanding of the value we will deliver?How does this value differentiate us from our competitors?BusinessPr

22、ofileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.13CompellingEventsUniqueBusinessValueTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Answer the questions . . . Whats the issue? How is it affecting the customer? What are the consequence

23、s or payback? How can you help?Developing Your Value PropositionPage 1.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. IncreaseCosts/ConsequencesValue = Benefits - Costs/Risks/ConsequencesPage 3.9 Revenue Market share Customer satisfaction Inventory turns Load factor S

24、hareholder value Customer base Order fulfillment time Expenses Rejects/returns Waste Administrative costs Number of days supply (of inventory) Time to close an order Cycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisition CostsSet-up and insta

25、llationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffect existing businessesAwaken their competitionModifications to existing processesOpportunity Costs (Risks & Consequences)TAS.STD.OTE.070

26、.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Value Proposition TemplatesYou will be able to _ resulting in _ by implementing our _. We delivered similar results at _ which resulted in _.By changing from _ to _, you will affect _ which means _. We will track the value delivered by _

27、 and report it back to you _.We can help you address _ by installing _ which will result in _. We will ensure your return on investment by _.business initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific

28、or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Sample Value Propositions You will be able to reduce the number of repeat cu

29、stomer service calls by 15% resulting in an estimated monthly savings of $3.4M by implementing our Siebel Call Center Application. We delivered similar results at United Telecom, which achieved a 25% improvement in first contact call resolution. By changing from a patchwork of home grown solutions t

30、o Siebels eBusiness suite, you will reduce your total cost of ownership by $100M, which represents a 40% increase in Earnings Per Share. We will establish a metrics score card to assist you in evaluating program performance and report it back to you at six month intervals.(business initiative)(measu

31、rable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking system)(frequency / time)Page 3.13aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Can We Win?#11InsideSupport#12Executive

32、Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignment Who in the customers organization wants us to win? What have they done to indicate their support? Are they willing and able to act on your behalf? Do they have credibility within their own organization?Page 2.8 Whic

33、h executive(s) will affect or be affected by this decision? How have you established trust and credibility with them? How will you gain access to those executives? What is your plan to gain return access to them? What is the customers culture? How does this compare with our company? What is the cust

34、omers philosophy towards vendors and suppliers? Can we adjust or adapt? Do we want to? How will the decision really be made? What intangible, subjective factors could affect this decision? What are the unstated issues? Whose private opinions do we know? Which ones count? Who are the most powerful pe

35、ople involved in this decision? Do they want us to win? Why? Are they able to influence or change the decision criteria? Can they create a sense of urgency? How have they demonstrated this in the past?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Is It Worth Winning?#

36、16Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic Value What is the order amount? Does it exceed our threshold? $ _ When will it close? Is it within our time frame? _ days What is the potential for future business within the next year? Within the next three years? Doe

37、s it exceed our thresholds? How is this project or application linked to future revenue? How will you ensure customer promises become commitments? What is the projected profit on this sales opportunity? Does it exceed our profit threshold? What impact will discounts have on profitability? How can we

38、 improve the profitability on this opportunity? How could we cause our solution to fail? What are the critical dependencies in delivering value to the customer? How could the customer cause our solution to fail? What is the impact on our business if the solution fails? What is the value of this oppo

39、rtunity to us beyond the revenue? How does this opportunity fit in our business plan? How can we leverage this opportunity into revenue from other companies or markets? How will this opportunity help us improve our product or service?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. A

40、ll rights reserved. Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM

41、REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDE

42、FINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserve

43、d. Individual Exercise: Current OpportunityStep 1 Use your current sales opportunity and complete the Opportunity Assessment on page 2.11 Identify your primary competitorStep 2 Rate your position against each criterion:(+) if it is accurate, known and favorable() if it is unfavorable(?) if it is unk

44、nownStep 3 In the shaded column, rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FINISH BY:Page 2.10a2000 Siebel S y stems, Inc. A ll rights reserved. TAS .STD.O TE.070 .01.120 597.060 100.pptPage 1.33Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UND

45、EFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19

46、HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTI

47、ON FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUST

48、OMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Wor

49、th Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLO

50、WUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Business PartnersProviding you with access to new markets or customersLeveraging existing relationships with k

51、ey players in your customers organizationProviding new levels of expertise in specific industry segmentsExpanding your ability to deliver a “whole product” or complete solutionReducing the risks associated with the implementation of complex solutionsBusiness Partners can help you advance your sales

52、campaign byPage 1.20TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. The Partners Role in Your Value ChainSolutionsMarketingSales Implementa-tionPost-Sales Service and SupportSolutionsMarketingSalesImplementationPost-Sales What solutions are available from your business

53、partner that could enhance your ability to compete? What competitors does this partner work with? What market share objectives does your partner have for this market or industry segment? What specific resources have they dedicated to this market segment? How effective is the business partners salesp

54、erson or sales team associated with your joint business? Has the partner assigned the appropriate resources? Is there an agreed-to engagement process? How are your partners implementation services structured? What specific implementation services can be applied to your joint business? What services

55、are available to support the implementation on a long-term basis? How do your companys offerings complement those of your business partners?Page 1.21TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Partner Assessment WorksheetIs there an opportunity?(#1-5) Understanding

56、the customers application or project Providing a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of the customers formal decision crit

57、eria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yours Access and credibility at the executive level Understanding of the customers culture Knowledge of the customers informal decisi

58、on process Access to the most influential people in the customers organization Understanding the linkage of the project to future revenue Reducing the risks associated with the projects implementation Developing a solution that provides significant strategic valueExamplesYour OpportunityHow can your

59、 business partner help you withPage 1.22TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. Team Activity: Analyze Your Business PartnersStep 1 Review the examples shown next to each of the four key questions Step 2 Identify the specific areas where your business partner ca

60、n help advance your team opportunity Cite the specific criteria (e.g., #5, #10, etc.)Step 3 Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.Page 1.23Purpose2000 Siebel S y stems, Inc. A ll rights reserved. TA

61、S .STD.O TE.070 .01.120 597.060 100.pptPage 1.41Partner Assessment WorksheetIs there anopportunity?(#1-5) Understanding the customers application or project Providing a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncovering a compelling

62、eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of the customers formal decision criteria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yours Access

63、and credibility at the executive level Understanding of the customers culture Knowledge of the customers informal decision process Access to the most influential people in the customers organization Understanding the linkage of the project to future revenue Reducing the risks associated with the pro

64、jects implementation Developing a solution that provides significant strategic valueExamplesYour OpportunityHow can your business partner help you withPage 1.22TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. PurposeProvide you with a framework for developing a winning s

65、trategyBenefits Align your sales objectives with the customers business objectives so you can communicate your unique business value Select a competitive sales strategy that enables you to close the sales opportunityOutput Analysis of your position for this opportunity Competitive strategy to win yo

66、ur sales opportunityStrategyAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 3.27TAS.STD.OTE.070.03.120597.060100.pptTAS Planning Methodology Page 2.28 Describes the general approach The route to the objective Connected to the strategy Individual, style-dependent Flexible, dynamic Tied to the actions Identifies the specific people, programs and money required Lo