非常好的解決方案銷售培訓(xùn)資料.ppt

1、1,Solution Selling1,A Powerful Tool for Salespeople Who is Selling a Combination of Products, Services and Concepts,天馬行空官方博客：http:/ ；QQ:1318241189；QQ群：175569632,2,A new approach to generate prospects and new business. A behaviorally-correct technique for developing buyer needs, specific to your prod

2、uct, service and concept. An integrated buyer-qualification model which targets access to power, committee decisions, and the negotiation of the sales cycle. A prototype for developing sales tools, specific to your products and markets, which enables sales people to succeed immediately while they ga

3、in the expertise they will need long term. A set of tools which enables management to manage pipeline, assign prospecting activity, control the cost of sales, and predict future business more accurately.,Sales Training Components,天馬行空官方博客：http:/ ；QQ:1318241189；QQ群：175569632,3,Diagnostics and Power B

4、ased Selling,Both are sales models which integrate with and expand Sales Training. Diagnostics selling helps in the area of needs processing and decision management. Power Base Selling helps establish a political influence strategy and a competitive sales strategy.,4,THE TRADITIONAL PROCESS,THE DIAG

5、NOSTIC PROCESS,UNSTABLE RELATIONSHIP,STABLE RELATIONSHIP,Close,Presentation,Problem Solving,Qualifying,45%,35%,15%,5%,5%,10%,35%,50%,Agreement,Presentation,Design Solutions Problem Solving,Diagnosis,Traditional vs. Diagnostic,5,Sales Process Overview,Target potential opportunities Pre-call planning

6、and research Create curiosity and hope Rapport, credibility, credentials Develop buyer and user needs determine pain, critical issues diagnose reasons with bias toward offerings determine impacts across the organization - who, how, financial create, participate in, reengineer buyer visions clarify e

7、xpectations and ownership Agree on evaluation criteria,6,Determine capabilities needed to meet buyer vision Present offerings Buyer acceptance of offerings Mutually agree on ROI Negotiate a win/win profitable agreement Implement as agreed, measure success criteria Continue to develop relationship Us

8、e success to leverage other opportunities,Sales Process Overview (cont),7,High Difficulty Selling,Conceptual/intangible Difficult to learn and explain Perceived as expensive Perceived as complex Requires major change by buyer Sold to committees Small organization selling to large,8,Superior Seller,S

9、ituational Fluency-Align with your buyer,9,Basic Principles,No PAIN, no Change Diagnose before you prescribe Three levels of Buyer PAIN People buy from people Power buys from power “Product” = Buyer VISUALIZATION You cant sell to someone who cant buy,10,Latent Pain Vs. Pain,LATENT,PAIN,PAIN,CURRENTA

10、CTIVE EVALUATIONS,11,Three Levels of Buyer Pain,Level One: LATENT PAIN,Level Two: PAIN,Level Three: VISUALIZATION,12,Definition of Needs,Level One: Latent Pain Potential needs for a product or service in the mind of the seller. Latent needs are usually either ignorance or rationalizations. A potenti

11、al buyer is unaware that a potential solution exists or has previously attempted to find a solution and was unsuccessful. It is/was “too expensive” or “too complicated” or “too risky”, etc. Level Two: Pain Complaint statements by the buyer about problems, difficulties or dissatisfaction with the exi

12、sting situation, ie pain. Complaint statements indicate that the buyer knows he/she has a problem, but does not know how to solve the problem. Level Three: Vision of a Solution Capability statements by the buyer indicating that the buyer accepts responsibility for solving the problem and specifying

13、the precise capabilities needed to deal with the problem. The seller must participate personally in the development of the need in order for it to be a qualified need.,13,Definition of Needs (cont),Vision of a Solution NOTE: When a buyer has a vision of a solution, he does not expect the seller to s

14、olve the problem, but can now “see” himself solving the problem in his mind. He is enabled.,14,Examples of Needs,Level One: Latent Needs People standing in line for transactions on their lunch hour at the bank. Inventory build-up due to obsolete parts. People manually re-keying data from unlike fina

15、ncial systems. An entrepreneur with no disability insurance. Level Two: Pain “We are losing customers because people hate standing in long lines”. “Our inventory is much too high.” “The re-keying errors are killing us”. “Im worried about what will happen to my business if I get sick.” Level Three: V

16、ision of a Solution “We need to be able to handle the average banking transaction in under 60 seconds”. “I need to be able to sort my inventory by date of last use.” “We need the ability to consolidate data from unlike systems without re-keying.” “I need the ability to generate X dollars of income e

17、ven if I am disabled”.,15,Types of Approval,Sponsor Beneficiaries Adversaries Legal/Technical/Administrative Financial Power Sponsor POWER,16,Components of a Sale,PAIN + POWER + VISION + MOMENTUM + PROCESS = SALE,17,How People Buy,Latent Pain Pain Visualization Match Vision Cost Justify Overcome Fea

18、r of Risk Price Justify Take Action,18,Alignment of Buying how do you get the news? Who is looking to you to fix this problem?,“Tell me about it, what is causing you to have this . . . (repeat pain)?”,“Besides yourself, who in your organization is impacted by this (repeat pain) and how are thy impac

19、ted?”,“What is it going to take for YOU to be able to solve this (repeat pain)?” “Could I try a few ideas on you?,“Is it because . . .?”,“Is this (pain) causing . . .?” If so, wouldnt (title) be concerned. . . ?”,“What if there were a way for you to . . ., would that help? What if you were also able

20、 to . . .?”,“So, the reasons for your (repeat pain) are . . .?”,“From what I just heard, if you had the ability to . . . (repeat vision capabilities) Could you solve your (repeat pain)? What would it worth . . .?”,“From what I just heard, (repeat the who and how) it sounds like this is not just your

21、 problem, but a _ problem!”,Vision Processing Model,PAIN,Diagnose Reasons,Explore Impact,Visualize Capabilties,Open,Control,Confirm,VISION OF A SOLUTION,45,The Power Base,Finding the People with Influence,Influential Authoritarians,Non-Influential Authoritarians,Influential Non-Authoritarians,Non-In

22、fluential Non-Authoritarians,46,The Power Base,Power Base: Finding the People with influence,We are not fit to lead an army unless we are familiar with the face of the country. Sun Tzu,47,The Power Base,Vice President Marketing,Director Western Region,Director Central Region,Director Eastern Region,

23、Mgr. Sales,Mgr. Support,Mgr. Sales,Mgr. Sales,Mgr. Support,Mgr. Support,48,Pre-Call Planning,Company: _Date/Time: _ Location: _Revenue: _ Telephone:_Industry: _ Potential Sponsors: 1. _ 2. _ Recent press: _ Call Objective: Reference Story: Potential Pains: Situation Questions: Typical areas of conce

24、rn:,49,Vision Reengineering,Participate in existing vision Add your bias to existing vision Confirm they dont currently have capabilities today. Diagnose current method with bias and measurement Discover/confirm pain Explore impact of pain on others. Reconfirm vision & probe for value. State benefit

25、. Qualify buying process.,Vision Processing Prompter - Reengineering,Pain,Diagnose Reasons,Explore Impact,Visualize Capabilties,Open,Control,Confirm,Reengineered Vision,What is the impact on your business of doing it this way?,Original Vision,51,Tag Team Role Play,R1,I1,C1,R2,I2,C2,R3,I3,C3,Diagnose

26、 Reasons,Explore Impact,Visualize Capabilities,Open,Control,Confirm,* Seller has ultimate responsibility for all 9 boxes.,SELLER,GURU*,GURU*,GURU*,SELLER,SELLER,SELLER,SELLER,SELLER,52,Proof of Vision,Is it possible? Has it been done before? Can you do it? Have you done it before? Proof Variables? Y

27、our personally Your product Your technology Your methodology Your market Your company,53,Enhancing the Buyers Vision Vision Processing,Emotion clarify/intensify pain with $/emotion questions add emotion to control questions confirm in emotional order Value add measurement to control questions confir

28、m value to buyer in Box C3 Action create action vision with control capability questions when,who,what, via specific capability confirm desire,Transition to Buyer Qualification,Tactical Decision Table - This Table will guide you in the process of buyer qualification after vision processing:,IF . . .

29、,THEN . . .,55,Next Five,Decision Management vs. “Sales Cycle” management Plan letters - Options Re-Qualification - Things Change! Keeping Momentum from Status C to W Closing,56,Key Thoughts on Decision Management,Changing terminology to decision cycle puts the prospect in control All prospects go t

30、hrough a “decision cycle” and will not buy until theyve completed it. (Steps may be moved, but rarely changed.) People need help developing their “decision cycle”. They go through one every 5 years - we do it daily When youre feeling pressure . . . typically youll be thinking “sales cycle” not “deci

31、sion cycle”.,57,Call Debriefing,What was the persons pain? What were the reasons for the pain? What is the impact on the organization? What is the persons vision of a solution? What is the path to power? What is the next step?Consistency is the key!,58,Utilizing Plan Letters,Why Plan Letters? Set st

32、eps for evaluation Completes the process and forces sales person and prospect to think “Path to Decision”. Creates mutual commitment Begins “agreement” relationship,59,Utilizing Plan Letters,Dangers of Plan Letter: Too complex for small guy: (ie. too much commitment too soon.) If not managed to, it

33、lessens creditability of salesperson and “process”. Timings change (this is the nature of the beast). Dont lose site of the goal.,60,Re-Qualification,Basic Qualification Points Why do they need/want a new system? Who will decide? How will they buy and fund the procurement? What is their decision pro

34、cess? Who will compete? What is the “driving force” behind the decision date? Verify these points with Multiple People Verify these points by using your “Title”,61,Key Thoughts on Keeping Momentum,Professionals dont do anything without knowing Why What happens next He/She wants that to happen, so he

35、/she does it! Avoid “mutual mystification”: If you dont understand where a prospect is, ask him to HELP you! (The words you are most familiar with are the ones that you wont clarify, ie. decision.),62,Key Thoughts on Keeping Momentum,If you cant answer these questions, you are not in control. Why do

36、 they want Symix? Why do they need Symix? Who will decide? What are the steps to buy ($ commitment)? Sanity check sources: RSM, ASM, VP Symix customers used as reference sites Multiple sources in the prospect,63,Key Thoughts on Keeping Momentum,Must be prepared not to be prepared Role play alternati

37、ves/outlines of phone calls, meetings, etc. Dont play phone tag: leave a message that demands action.,64,Examples of “Stuff” to Keep Momentum,“Hot 5” calls Where have we been together? Why partner with Symix? Symix Differentiators When to send it? Who to send it to? Why send it?,Who can help you ver

38、ify via phone Executive Management Symix Reference Site Leasing Company Symix Pre-sales Consultants,65,Recap the road map for Power Executives need all information to make a decision If youve established why they need Symix, it should be fun If you feel tension, BACK OFF Negotiations are a “Two-Way

39、Street” We all have “higher authority” for approval.,66,Negotiating,Knowledge is power. Plan before you begin. Know your bottom line before you begin. Dont give without getting, and not until you have withstood three “squeezes” by the buyer. Give reluctantly and slowly Be patient. Be willing to walk

40、 away today. Seller must overcome their emotional hurdle first. Buyer must believe they are getting the best deal. Use a win-win approach.,67,Closing Worksheet,Is it closeable today?,Power to buy? Pay back agreed to? L/T/A approvals? Plan complete? Known cost since,Stand 1: _ Stand 2: _ Stand 3: _,“

41、The only way I could do something for you is if you could do something for me? Buyer should ask: “l(fā)ike what?”,Your condition: _ If buyer accepts your condition, Your offer: _,68,Closing Worksheet,Is it closeable today?,Power to buy? Pay back agreed to? L/T/A approvals? Plan complete? Known cost for

42、4 months,x,x,x,x,x,Stand 1: “I dont understand, you have known the cost for 4 months and personally approved the ROI”. Stand 2: Im a businessperson, youre a businessperson, I dont resent your profits, you shouldnt resent mine . . .” Stand 3: “The cost of our system is a fraction of what you are spen

43、ding to turn the company around”,“The only way I could do something for you is if you could do something for me? Buyer should ask: “l(fā)ike what?”,Your condition: Move Phase I & II together, decide now so hardware can ship this quarter. If buyer accepts your condition, Your offer: 200 extra on-site sup

44、port hours,69,Stand Examples,Plan Stand: “I dont understand, we covered these numbers in detail at both the implementation meeting and the day we determined the pay back period.” Value Stand: “The day we calculated the pay back you told me that the return was higher than you anticipated. You told me that entire project would pay for itself within the first year.” Pain Stand: “The reason we have spent the last four months together is your customer base erosion. That problem is not going to go away until you gain these new capabilities.” Vision Stand: “You told me that your cus