SIEBEL重點(diǎn)客戶銷售-lw7898課件

1、Welcome toTarget Account Selling 10 十月 2022Welcome toTarget Account SellProgram 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 t

2、he right issues with the right peopleat the right timeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Program ObjectivesDeveloping aProgram MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Compe

3、titive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Program MapOpportunity AssessSales Return on I

4、nvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitiveTime and $TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Sales Return on InvestmentLeveVersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTech

5、nologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *VersatilityLevel 1Level 2LevelDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature orExcessiveIn

6、consistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *DevelopmentStatusModePoliticsRNot in ControlSalesPersonalControl is providing bus

7、iness 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 callsNo access to informationCriteria slantedCriteria constantly changesDelaysBudget goes awayQuestioning by customers probing your

8、weaknessesPlayers changeMeetings cancelledMeetings delegatedPreoccupied with priceNo inside supportNot knowing youre winningAlways 5 minutes lateToo many hoursToo much telephone timeContinual crisisNot having funTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Not in Co

9、ntrolSalesPersonalConPurposeProvide you with a structured, repeatable methodology for analyzing a sales opportunityBenefitsQualify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectivesInvest time, energy and resources on th

10、e opportunities you are most likely to winCommunicate the key issues more effectively using a common languageOutputComprehensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship Strateg

11、yTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.7TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *PurposeOpportunity AssessmentAIntroduction+ABCPage 2.8Current: good win ratePotentialZ = 1Z = 0A C CompromisedX & Y LostZ = -1XYZTAS.STD.O

12、TE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Introduction+ABCPage 2.8CurreFour Key Questions - The 4 Principles of SellingIs there an opportunity?Can we compete?Can we win?Is it worth winning?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserve

13、d. *Four Key Questions - The 4 PriIs There An Opportunity?Page 2.10#1Customers Application or ProjectWhat 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?How does this project fit into the cust

14、omers business strategy?#2Customers Business Profile#3CustomersFinancial Condition#4Access to FundsWhat are the customers products and services?What are their key markets?Who are their key customers and competitors?What is driving the customers business internally and externally?What are their reven

15、ue 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 of this project compared to others?What are the cu

16、stomers alternative uses of capital?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Is There An Opportunity?Page 2#5 Compelling EventWhy does the customer have to act?What is the deadline for the customer to make a decision?What are the consequences if this project is

17、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.070.01.120597.060100.pptSiebel

18、Systems, Inc. All rights reserved. *#5 Compelling EventWhy does Can We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current RelationshipWhat are the customers decision criteria?What is the formal decision process?Which decision criteria are most important? Why?Who for

19、mulated the decision criteria?Page 2.12How 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 thi

20、s 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?Whose rel

21、ationship 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. *Can We Compete?#6#7#8#9What ar#10 Unique Business ValueWhat is

22、the specific or measurable 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 o

23、ur competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.13CompellingEventsUniqueBusinessValueTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *#10 Unique Business ValueWhaAnswer the questions . . . Whats the issue?How i

24、s it affecting the customer?What are the consequences or payback?How can you help?Developing Your Value PropositionPage 1.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Answer the questions . . . DeIncreaseCosts/ConsequencesValue = Benefits - Costs/Risks/Consequences

25、Page 3.9RevenueMarket shareCustomer satisfactionInventory turnsLoad factorShareholder valueCustomer baseOrder fulfillment timeExpensesRejects/returnsWasteAdministrative costsNumber of days supply (of inventory)Time to close an orderCycle timeDecreaseEvaluation processPurchase priceOrder processingEx

26、pediting costsCorrecting mistakesAcquisition CostsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffect existing businessesAwaken their competitionModifications to existin

27、g processesOpportunity Costs (Risks & Consequences)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *IncreaseCosts/ConsequencesValuValue Proposition TemplatesYou will be able to _ resulting in _ by implementing our _. We delivered similar results at _ which resulted in _

28、.By changing from _ to _, you will affect _ which means _. We will track the value delivered by _ 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 outcomesolutionsimil

29、ar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc.

30、All rights reserved. *Value Proposition TemplatesYouSample Value PropositionsYou will be able to reduce the number of repeat customer 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 Tel

31、ecom, which achieved a 25% improvement in first contact call resolution.By changing from a patchwork of home grown solutions to 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 car

32、d to assist you in evaluating program performance and report it back to you at six month intervals.(business initiative)(measurable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking system)(frequency / time)Pa

33、ge 3.13aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Sample Value PropositionsYou wCan We Win?#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignmentWho in the customers organization wants us to win?What have

34、 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 2.8Which 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 thos

35、e 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 customers philosophy towards vendors and suppliers?Can we adjust or adapt? Do we want to?How will the decision really be made?What intangible, subjective fact

36、ors could affect this decision?What are the unstated issues?Whose private opinions do we know? Which ones count?Who are the most powerful people 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 ha

37、ve they demonstrated this in the past?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Can We Win?#11#12#13#14#15Who Is It Worth Winning?#16Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic ValueWhat is the order amount?Does it exceed our t

38、hreshold? $ _When will it close?Is it within our time frame? _ daysWhat is the potential for future business within the next year? Within the next three years?Does it exceed our thresholds?How is this project or application linked to future revenue?How will you ensure customer promises become commit

39、ments?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 improve the profitability on this opportunity?How could we cause our solution to fail?What are the critical dependencies in delivering value to

40、 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 opportunity to us beyond the revenue?How does this opportunity fit in our business plan?How can we leverage this opportunity into revenue from other comp

41、anies 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. All rights reserved. *Is It Worth Winning?#16#17#18#Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BU

42、SINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winni

43、ng?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE

44、BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Opportunity AssessmentCriteriaIndividual Exercise: Current OpportunityStep 1Use your current sales opportunity and co

45、mplete the Opportunity Assessment on page 2.11Identify your primary competitorStep 2Rate your position against each criterion:(+)if it is accurate, known and favorable()if it is unfavorable(?)if it is unknownStep 3In the shaded column, rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X

46、-Sys+-?FINISH BY:Page 2.10aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Individual Exercise: Current Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRON

47、GCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CRE

48、DIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We

49、 Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Opportunity AssessmentCriteriaBusiness PartnersProviding you with access to new markets or customersLeveraging existing relationships with key players in your customers organization

50、Providing 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 campaign byPage 1.20TAS.STD.OTE.070.01.12

51、0597.060100.pptSiebel Systems, Inc. All rights reserved. *Business PartnersBusiness PartThe Partners Role in Your Value ChainSolutionsMarketingSales Implementa-tionPost-Sales Service and SupportSolutionsMarketingSalesImplementationPost-SalesWhat solutions are available from your business partner tha

52、t 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 salesperson or sales

53、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 are available to sup

54、port 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. *The Partners Role in Your ValPartner Assessment WorksheetIs there an opportunity?(#1-5)Unders

55、tanding the customers application or projectProviding a perspective on the customers financial conditionUnderstanding the customers budgeting processCreating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20)Knowledge of the customers formal decision

56、criteriaProviding solutions that lead to whole products or complete solutionsUnique sales resourcesExisting relationships with key playersUnique business value beyond yoursAccess and credibility at the executive levelUnderstanding of the customers cultureKnowledge of the customers informal decision

57、processAccess to the most influential people in the customers organizationUnderstanding the linkage of the project to future revenueReducing the risks associated with the projects implementationDeveloping a solution that provides significant strategic valueExamplesYour OpportunityHow can your busine

58、ss partner help you withPage 1.22TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *Partner Assessment WorksheetIsTeam Activity: Analyze Your Business PartnersStep 1Review the examples shown next to each of the four key questions Step 2Identify the specific areas where yo

59、ur business partner can help advance your team opportunityCite the specific criteria (e.g., #5, #10, etc.)Step 3Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.Page 1.23PurposeTAS.STD.OTE.070.01.120597.060100

60、.pptSiebel Systems, Inc. All rights reserved. *Team Activity: Analyze Your BuPurposeProvide you with a framework for developing a winning strategyBenefitsAlign your sales objectives with the customers business objectives so you can communicate your unique business valueSelect a competitive sales str