整體方案銷售技巧(Solution-selling)PPT課件

1、Solution Selling Version 2001 2001 Sales Performance International All rights reserved1Solution Selling Version 2001 2001 Sales Performance International All rights reserved2Trademark Notice: This is a current non-exclusive listing of trademarks owned or licensed by Sales Performance International,

2、Inc. Any questions concerning the use of these trademarks: whether a name that does not appear on this list is in fact a trademark of Sales Performance International, or comments concerning this manual, workshop or presentation should be referred to Sales Performance International, Inc. in the Unite

3、d States at the following address:Sales Performance International, Inc.6230 Fairview Road, Suite 200Charlotte, North Carolina 28210 USAPhone: 704.364.9298 FAX 704.364.8114ISolution Selling is a registered trademark of Solution Selling, Inc., a Provant Company, used under license to Sales Performance

4、 International; Solution Selling Sales Management Program, Solution Selling Automation, Solution Selling Financial Services, Situational Fluency Prompter, 9 Block Vision Processing Model, Pain Chain, Pipeline Milestone Worksheet are trademarks and service marks of Solution Selling, Inc., a Provant C

5、ompany, used under license to Sales Performance International. All other referenced marks are those of their respective owners.This document may not be reproduced in whole or in part without the prior written consent of Sales Performance International, Inc.Credit and CopyrightiiSolution Selling Vers

6、ion 2001 2001 Sales Performance International All rights reservedSolution Selling Version 2001 2001 Sales Performance International All rights reserved3PrefaceAs part of the worldwide Integrated Solution Selling initiative, Microsoft is implementing a new approach to selling Microsoft products and s

7、olutions called Microsoft Solution Selling (MSS). Because Business Partners play an important part in the sale of Microsofts products and solutions, MSS is now being offered to Microsoft Business Partners.This presentation is intended to create an awareness within the Microsoft Business Partner comm

8、unity of MSS for Partners as well as a desire to engage. It is intended to be an Overview and it is not intended to be a form of training.Solution Selling Version 2001 2001 Sales Performance International All rights reserved4 Customers and competitors demand we change: Customers want trusted advisor

9、s, not vendors Many competitors fill that role We need to sell more to Lines of Business Execs-they have the money and drive most new IT acquisitions LOB Execs buy solutions to their business problems, not technologyWe are successful, why change?Solution Selling Version 2001 2001 Sales Performance I

10、nternational All rights reserved5Buyers tell me our services cost too much and they couldnt cost justify them.”They wouldnt let me in at the right level.”The consultant didnt do a good job.”I lose control of our prospects at the end of the sell cycle.”We got in too late.”The prospect didnt know what

11、 they wanted.”We missed the needs of certain committee members.”I get an opportunity started and our resellers drop the ball.”My manager tells me what to do, NOT how to do it.”My competition sells face-to-face while my manager forces me to sell over the phone.”Management demands detailed written sal

12、es forecasts - do they want me to sell or fill out forms?”Prospects can buy the same capabilities from someone else, so I have to outsell my competition to win the business.”“Selling DifficultiesCan you relate?Solution Selling Version 2001 2001 Sales Performance International All rights reserved6It

13、is becoming increasingly difficult to predict revenue.”My salespeople are comfortable calling technical and end users but are ineffective with executive management.”We lose to no decision more than to any single competitor.”O(jiān)nly a few of my new hires develop into top producers.” Salespeople need tec

14、hnical people with them on too many calls.”Marketing efforts are out of synch with our sales efforts.”Salespeople blame losses on the product.”As soon as the pipeline looks good, prospecting stops.”It is difficult to find new opportunities, so we end up responding to RFPs wired for our competition.”

15、By the time I get asked to get involved the rep is already losing.”My salespeople dont know when to disqualify (or qualify out).”We sell technology that buyers dont fully understand to help them address problems they dont know how to solve.”“Managing DifficultiesCan you relate?Solution Selling Versi

16、on 2001 2001 Sales Performance International All rights reserved7Objectives of MSS for PartnersTo enable Microsoft and Microsoft Business Partners to increase sales productivity.Specifically, MSS for Partners is a sales process designed to help:and appear as one sales team.Solution Selling Version 2

17、001 2001 Sales Performance International All rights reserved8MSS for Partners PositioningThis process is built on how buyers buy, which differentiates it from other sales methods.It is applicable for selling products, services, and intangibles.The process is designed to help differentiate you from y

18、our competitors by the way you sell.In the MSS for Partners workshop, participants learn and practice concepts and job aids immediately applicable to their job.MSS for Partners is the Field Sales Execution Model to drive Microsoft Integrated Solution Selling (ISS).Solution Selling Version 2001 2001

19、Sales Performance International All rights reserved9The following slides are taken from the MSS for Partners workshopSolution Selling Version 2001 2001 Sales Performance International All rights reserved10“Talent Assessment”80%20%KEY TO SUCCESS IS PROCESSEAGLESJOURNEYMENSolution Selling Version 2001

20、 2001 Sales Performance International All rights reserved11Integration of Knowledge and Skills by the Seller for “Eagle” PerformanceWHAT BUYERS SHOULD EXPECT FROM SELLERSSITUATIONALKNOWLEDGECAPABILITYKNOWLEDGEPEOPLESKILLSSELLINGSKILLSHOW DO WE INTEGRATE?Situational FluencySolution Selling Version 20

21、01 2001 Sales Performance International All rights reserved12CURRENTACTIVEREAL EVALUATIONS*Power Person drivenBusiness issues definedRequirements on paperEvaluation team in place*Not LookingLookingHOW MANY SHOULD BE LOOKING?Conceptual Sales TerritorySolution Selling Version 2001 2001 Sales Performan

22、ce International All rights reserved13Requirements Vendor A Vendor B Vendor CHow Organizations BuySolution Selling Version 2001 2001 Sales Performance International All rights reserved14Sales Process FlowchartStarting PointsYesNoNoYesAt Power?Develop / manage Evaluation Plan(sample plan steps)- Summ

23、arize findings- Proof of Microsoft capabilities- Implementation plan- Develop initial value proposition - Determine success criteria- Legal / technical / admin. approval- Review rough draft proposalYesPre-call planning / researchStimulate interestSales call to define “Pains” or Critical Business Iss

24、uesDiagnose and create vision of Microsoft biased solutionReach final agreementIdentify opportunitiesMeasure success criteriaLeverage new opportunitiesAccess to powerActive opportunitiesOpportunity assessment / competitive strategiesReengineer vision with Microsoft differentiatorsGo?NoOVERVIEWActive

25、LatentSolution Selling Version 2001 2001 Sales Performance International All rights reserved15Buying PhasesT I M E Needs CostProof Risk Needs Price Proof Risk(PHASEI)DEFINENEEDS (PHASE II)EVALUATESOLUTIONS(PHASE III)EVALUATE RISKL E V E L O F C O N C E R NShifting Buyer ConcernsSolution Selling Vers

26、ion 2001 2001 Sales Performance International All rights reserved16PHASE IIPHASE 1PHASE IIIDetermine needsDo I need to change?What do I need?How much will it cost?Evaluate solutionsIs there really a solution?Which one meets my needs?How do we justify it?Take actionShould I do it?What are the consequ

27、ences?Am I getting the best price?BUYER:Develop needsCreate or reengineerbuying vision with biasQualify buying processProveDemonstrate how capabilities meet buyer visionFacilitate value justificationComplete the saleWhy now? Why us?Help buyer deal with fear of consequencesSELLER:Alignment of Buying

28、and Selling PhasesSolution Selling Version 2001 2001 Sales Performance International All rights reserved17ProspectingNeed DevelopmentProof ManagementBuying Process QualificationBuying Process ControlNegotiatingClosingALIGNMENTDISQUALIFICATION Vision Creation Vision ReengineeringKey Selling SkillsSol

29、ution Selling Version 2001 2001 Sales Performance International All rights reserved18MSS Sales Process FlowchartStarting PointsYesNoNoYesAt Power?Develop / manage Evaluation Plan- Summarize findings- Proof of Microsoft capabilities- Implementation plan- Refine initial value proposition - Determine s

30、uccess criteria- Legal / technical / admin. approval- Review rough draft proposalYesPre-call planning / researchStimulate interestSales call to define “Pains” or Critical Business IssuesDiagnose and create vision of Microsoft biased solutionReach final agreementIdentify opportunitiesMeasure success

31、criteriaLeverage new opportunitiesAccess to powerActive opportunitiesOpportunity assessment / competitive strategiesReengineer vision with Microsoft differentiatorsGo?NoMSS WITH JOB AIDSActiveLatentNoYesBPBPBPBPBPBPKey points to determine Business Partner involvement=Key Player ListReference StoryPa

32、in ChainPain SheetReference StoryInterest Creating St Initial Value PropKey Players ListReference StoryKey Players ListPain Chain9 Block VC ModelPain SheetDebrief PQWNegotiating WorksheetCall Plan9 Block VR ModelPain Sheet Differentiation ListAnxiety QuestionsDebrief PQWPower LetterEvaluation PlanCa

33、ll PlanOpportunity Assessment WorksheetSponsor Letter Pain ChainCall PlanSuccess CriteriaReference StorySolution Selling Version 2001 2001 Sales Performance International All rights reserved19Microsoft provided:Him with these capabilities.Result:Capability needed: (when, who, what)He told us he need

34、ed a way that . . .Reasons:Critical issue:Job Title & Industry:As a result, resellers decreased overstocking costs by 12% and increasing overall sell thru rates thus increasing profits by 7%.when overstocking occursresellerscould rapidly analyze the movement of products and reallocate inventory from

35、 low to high sales volume stores.Inventory levels increased at the reseller level with corresponding cost-to-carry and sales volumes were decreasing.Decrease in reseller profitsCFO, General BusinessReference Story - General Business ExampleSolution Selling Version 2001 2001 Sales Performance Interna

36、tional All rights reserved20TIMEPERFORMANCEP = PerformanceM = MoralePMSales Performance Over TimeSolution Selling Version 2001 2001 Sales Performance International All rights reserved21OpenControlConfirmDiagnose ReasonsVisualize CapabilitiesExplore ImpactPAINBUYING VISIONR1(1)I1(4)C1(7)R2(2)I2(5)C2(

37、8)R3(3)I3(6)C3(9)“From what I just heard, if you had the ability to (summarize capability vision) could you (achieve goal)?”“What if there were a waywhen, who, what. would that help?”“What if you were also able to?”“What is it going to take for YOU to be able to (achieve goal)?”“Could I try a few id

38、eas on you?”“From what I just heard (repeat the who and how), it sounds like this is not just your problem, but a _ problem!”“Is this (pain) causing?” “If so, wouldnt (title) also be concerned?”“Besides yourself, who in your organization is impacted by this (repeat pain) and how are they impacted?”“

39、So, the reasons for your (repeat pain) are?”“Is it because?”1.2.3.“Tell me about it, what is causing you to have this (repeat pain)?”9-Block Vision Processing Model - Vision CreationSolution Selling Version 2001 2001 Sales Performance International All rights reserved22there are long delays between

40、running promotions and measuring the results? How long does it take to get the results of a promotion? How often are promotions run? How long does a typical promotion run? What are the costs involved in running a promotion? What % are considered successful? the diversity of potential customers and d

41、istribution channels adds complexity in developing marketing campaigns? How many potential customers/distributors do you have? How many different market segments do they represent? How many of those segments are you able to reach with a customized message? What is the difference in return between a

42、broad campaign versus a targeted campaign? there is difficulty in effectively creating the right promotion for the right audience? How often are promotions run? How often are promotions changed? To what extent are you able to customize a promotion? Do all stores have the same product mix? How many s

43、tores? What types of markets? Pain:Job Title & Industry:Our Capability:ReasonsImpactCapabilitiesIs it because; Today?Is this pain causing.What if; Would it help if?Unable to attract new customers / distribution channelsVP Marketing, General BusinessBusiness Intelligence1. missed growth rates? %? rev

44、enue streams to erode? #?, %?, $?Is the VP Sales concerned? revenue streams to erode? #?, %?, $? erosion of profits? #?, %?, $? Is the CFO concerned? image of the firm to decline? eroding share value? #?, %?, $?Is the CEO concerned?2.3.When:Who:What:When:Who:What:When:Who:What:1.during promotions yo

45、uhad a way to analyze results, measure the effectiveness of a promotion on a daily basis and make adjustments in time to improve results for your distributors?developing campaignsyouhad a way to target types of distributors or customers, combine these groupings based on seasonal trends, geographical

46、 location, inventory levels, buying habits (etc.) to use as a basis for more effective campaigns?planning promotionsyouhad a way to model a promotions effectiveness before launching in order to execute campaigns with the highest potential for return by customer or distributor type?2.3.Pain SheetSolu

47、tion Selling Version 2001 2001 Sales Performance International All rights reserved23Jan 7 CompleteJan 7 CompleteJan 14Jan 21Jan 28Feb 4Feb 11Feb 11Feb 11Feb 18Feb 25Feb 25March 4March 18March 25April 10OngoingMr. Jim SmithPage 2DRAFTAs you notice, we will stop and mutually decide to proceed seven ti

48、mes (at each *) in this proposed evaluation plan. Phone interview Steve Jones (VP Marketing)Phone interview Jim Smith (VP Sales)Phone interview John Watkins (IT Director)Summarize findings to top management teamIntroduce Microsoft Business Partner and prove Microsoft capabilities to top management t

49、eamPerform detailed survey of current system environment and high level budget estimateSend Microsoft license agreement to legalImplementation plan approval by IT DepartmentDevelop detailed proof of capabilitiesPresent preliminary solution and cost estimatePresent refined (initial) value proposition

50、Agree on success criteriaGain legal approval (Terms & Conditions)Review proposal “rough draft”Present proposal for approvalImplementation (Deployment) kickoffMeasure Success Criteria*EventWeek of Go/No GoBillableYes*YesProposed Evaluation Plan - ExampleSolution Selling Version 2001 2001 Sales Perfor

51、mance International All rights reserved24Sales Process FlowchartStarting PointsYesNoNoYesAt Power?Develop / manage Evaluation Plan- Summarise findings- Proof of Microsoft capabilities- Implementation plan- Refine initial value proposition - Determine success criteria- Legal / technical / admin. appr

52、oval- Review rough draft proposalYesPre-call planning / researchStimulate interestSales call to define “Pains” or Critical Business IssuesDiagnose and create vision of Microsoft biased solutionReach final agreementIdentify opportunitiesMeasure success criteriaLeverage new opportunitiesAccess to powe

53、rActive opportunitiesOpportunity assessment / competitive strategiesReengineer vision with Microsoft differentiatorsGo?NoOVERVIEWActiveLatentNoYesBPBPBPBPBPBPKey points to determine Business Partner involvement=20%Develop40%Solution60%Proof80%Close100%Deploy10%QualifyQualify out and revisit MSPQuali

54、fy out and revisit MSP10%QualifySolution Selling Version 2001 2001 Sales Performance International All rights reserved25Opportunity Debrief GuideSponsor Name / Title _Pain _Reasons _Vision _Value _Power Name / Title _Pain _Reasons _Vision _Value _Items to inspect for verificationCompetitive Strategy

55、: _ReasonsValue and measurementProspect agreed to visionImpact exploredSponsor Communication sentOpportunity AssessmentValue and measurementProspect agreed to visionImpact exploredPower Sponsor Communication sent with Evaluation PlanUpdated Evaluation PlanPreliminary SolutionNegotiating Worksheet co

56、nstructed*Customer EvidenceStep Completion Communication In assigned territory Meets marketing criteria Potential Sponsor identified* Pain admitted by sponsorSponsor has a buying vision Sponsor agreed to explore Access to power negotiated Access to power person Pain admitted by power person Power pe

57、rson has a buying vision Power person agreed to explore Evaluation Plan proposed Evaluation Plan underway Pre-proposal review conducted Asked for the business Contract negotiation in process Implement DevelopProspectQualifySolutionProofDeployMSSP Step MSS ActivitiesCloseWho? What agreed upon? Sponso

58、r communication agreed upon* Evaluation Plan agreed upon*Preliminary solution agreed upon* Evaluation Plan completed Proposal issued, decision dueVerbal approval received* Signed documents*(40%)(60%)(20%)(10%)(0%)(80%)Signed documentsSolution Selling Version 2001 2001 Sales Performance International

59、 All rights reserved26PowerVisionValueControlPainThe Successful Sales FormulaSolution Selling Version 2001 2001 Sales Performance International All rights reserved27Better communication among sales team- Microsoft & PartnerCommon terminologyBetter qualification/disqualification of opportunitiesBette

60、r predictability of revenueCustomer view - unified sales teamMore effective handoff between MS & PartnerEarlier identification of resources neededMore effective deployment of expertiseShorter sell cyclesGreater credibility with customerMSSP Benefits for Business PartnersSolution Selling Version 2001