某咨詢大客戶營(yíng)銷謀略課件

大客戶銷售謀略2003.10-11-10-12大客戶銷售謀略2003.10-11-10-12ObjectiveofWorkshopUnderstandCharacteristicsofMajorAccountSellingStrategiesinWholeLifecycle,thustoShortenbid-to-winratioShortensellingcyclesMinimizediscountsandnegotiatedconcessionsEstablishclear,uniquebusinessvaluewiththecustomersReducesellingcoststhroughmoreeffectivesalesstrategiesIncreasesalesperemployee-Developexpectedrelationshipwiththecustomers.Eg.StrategicPartnershipetc.ObjectiveofWorkshopUnderstanAgendaDay1HowtheCustomerMakeDecisionsSPINQuestionStrategyAccountEntryStrategyUnderstandYourCustomer&TheirBusinessHowtoMakeYourCustomersNeedYouDay2Influencethecustomer’schoiceDifferentiation&VulnerabilityOvercomingFinalFearsSalesNegotiationHowtoEnsureContinuedSuccessAgendaDay1客戶是如何做決策的客戶是如何做決策的HowCustomerMakeDecisionsTheResearchBaseTheCustomerDecisionProcessAccountStrategyintheRecognitionofNeedsPhaseAccountStrategyintheEvaluationofOptionsPhaseAccountStrategyintheResolutionofConcernsPhaseAccountStrategyintheImplementationPhaseSummaryHowCustomerMakeDecisionsTheOverviewofMajorAccountSalesStrategySalesStrategyshouldbeaboutcustomersandhowtoinfluencethem.UnderstandingandWellPreparedaremandatorytoformaeffectivesalesstrategyCustomerBehaviorgoesthroughthreedistinctphasesinmakingamajorpurchasingdecisionsRecognitionofNeedsEvaluationofOptionsResolutionofConcernsAfourthphase,follow-upinimplementationphases,ifitiswellhandled,cangeneratesignificantadditionalsalesopportunities.Eachoffourphasesrequiredadifferentsetofstrategiesandskills.OverviewofMajorAccountSaleWhatisSalesStrategy&WhatisMajorAccountSalesStrategyAwayofthinkinganddirectingyouractionstoeffectivelyinfluencecustomerpurchasingdecisions.FocusonUnderstandingCustomerBehaviorNotProcedureortechnique

MajorAccounts20/80rulesNewCustomersPotentialCustomersWhatisSalesStrategy&WhatExercise:ATypicalERPDealLifecyclesWhatistypicalERPDealSellingCyclesCustomerDecisionProcessWhoisMajorAccountofERPS/WTraditionalMfgOthersExercise:ATypicalERPDealLCustomerDecisionProcessResearchBaseNeilRackham Huthwaite35,000salescallsin27countries10,000salesSPIN(Situation,Problem,Implication,NeedPay-off)DecisionI:RecognitionOf

Needs

V

ChangeOver

TimeIVImplementationIII

ResolutionOf

ConcernsII

EvaluationOf

OptionsBuyer

CycleCustomerDecisionProcessCustomerDecisionProcessReseATypicalPurchaseDecisionNewPurchaseRequestOfProcurementDepartmentWhatAProcurementManagerSay:Problem,Dissatisfaction,cannotsolvewithexistingequipmentorsuppliesSpec.;Objective;Must&Wants;VendorSelectionIfdecisionisbig;carefullyresolveallconcern.ATypicalPurchaseDecisionNewExercise1.ProcurementProcessReadAppendixA:ProcurementProcessDoyouknowitbefore,andhowyouknowwhichphaseyouareinwhileyoubid,andyourstrategiesoneachphase.10minutesExercise1.ProcurementProcesAccountStrategyintheRecognitionofNeedsPhaseTheMostEffectiveSellingStrategyDuringthePhase:Touncoverdissatisfactionintheaccountandtodevelopthatdissatisfactionuntilitreachesthecriticalmass.Whendissatisfactionreachesasufficientlevelofintensityorurgency,theaccountmakesadecisiontochange.SuccesssalesasksalotofquestionsduringsalescallsthandotheirlesssuccessfulcolleaguesQuestioningSkills(SPIN)AccountStrategyintheRecognAccountStrategyintheEvaluationofOptionsPhaseTheMostEffectiveSellingStrategyDuringthePhase:ToCentralizeOnUnderstanding,Influencing,andRespondingtoCustomerDecisionCriteria.Differentiateyoursolutionwithyourcompetitorsisoneofyoureffectivesellingstrategy.CommonFaultsduringtheperiodisfailuretorecognizethatashifthastakenplaceincustomerconcerns.

Nottrytouncovercustomerguideline,orcriteria,formakingthedecision.AccountStrategyintheEvaluaAccountStrategyintheResolutionofConcernsPhaseTheMostEffectiveSalesStrategyDuringthePhaseTouncoverandhelpresolveperceivedriskLastminutesfearsandconcernsarisesthatcanblockthedecisionorcausecustomerstore-opendiscussionswithcompetitors.Asuccessfulsalesnormallyworkstouncoverandresolveissuesthataretroublingthecustomer,eveniftheseissuesareuncomfortableanddifficulttodiscuss.Negotiationiskeysellingtoolofthephase.AccountStrategyintheResoluAccountStrategyintheImplementationPhaseMostEffectiveStrategyofthePhaseFollow-upafterpostimplementationleadstocontinuedsuccess.VeryFewmajorsalesstopwhenthecustomersignsthecontract.Howtobuilduplongtermrelationshipwiththecustomers?ThinkAboutHowtoBuildUpStrategicRelationshipwiththeCustomer?AccountStrategyintheImplemCustomerDecisionPhasesDecisionPhaseTypicalCustomerConcernsDuringthePhaseSignthatthePhaseisOverandthenextphasearestartingCommonStrategieserrorsinthisphaseRecognitionofNeedsHowweaproblemHowbigisitDoesitjustifyactionsCustomeracceptsthattheproblemissevereenoughtojustifychangedandthereforedecidestotakeactionsFailuretoinvestigate/developcustomerneedsMakingproductpresentationstooearlyEvaluationofOptionsWhatcriteriashouldweuseinmakingadecisionWhichcompetitorbestmeetsourcriteria?Customerhasacleardecisionmechanisminplaceandhasusedittoselect1ormorefinalcontendersFailuretouncovercustomer’scriteriaLittleattempttoinfluence/changestatedcriteriaResolutionofConcernsWhataretherisksofgoingahead?Whatifitgoeswrong?Canwetrustthesepeople?CustomermakethepurchasingdecisionsIgnoringconcernsinthehopethey’llgoaway.PressuringthecustomertomakeadecisionImplementation-Arewegettingvaluefromthedecision?-HowquicklywillweseetheresultsNewneedsanddissatisfactionsariseFailuretotreatimplementationasasalesopportunitiesFailuretoanticipatevulnerableimplementationpointsCustomerDecisionPhasesDecisi強(qiáng)大的銷售工具

——提問(wèn)策略準(zhǔn)備強(qiáng)大的銷售工具

——提SPINQuestioningSituationQuestionsQuestionsthatgatherdataandbackgroundfacts.E.g: Howmanypeopledoyouemploy?

What’syourpresentERPsystem?

ProblemQuestionsQuestionsthatuncoverproblems,difficultiesanddissatisfactions.E.g: AreyouhappywithexistingERPsystem?

DoestheexistingERPsystemhasreliabilityproblems.?

ImplicationQuestionsQuestionsthatexploretheconsequencesorimplicationsofcustomer’sproblemE.g. Doesthisproblemleadstoincreasedcosts Asaresultoftheproblem,dowegetmoredowntime.

Need-payoffQuestionsQuestionsthatexplorethevalueorusefulnessofsolvingaproblemEg. Whyisitsoimportanttoyou….? Woulditbeusefulif…?SPINQuestioningSituationQueImpliedNeeds,ExplicitNeeds,Benefit,Advantage,FeaturesImpliedNeedsStatementbythecustomersaboutproblems,difficultiesordissatisfactionswiththeexistingsituation.Eg. Ialwaysgetbehindschedule. Wehavebeenlostalotofmoneyinthisarea.

ExplicitNeedsStatementsofacustomer’swantsorintentions.

Eg. WhatIneedis…

Iwantsometo…BenefitsStatementswhichshowhowaproduct,aproductfeatureoradvantagemeetexplicitneedwhichhasbeenstatedbythecustomer.Eg.Youhavesaidyouneedfastturnaround,wecangiveittoyoubytheendofthemonth

AdvantageStatementshowinghowaproduct,productfeaturecanbeusedorhelpthecustomer.Mostadvantagescanbeexpressedintheform:becauseof…feature,youcan..”Eg.BecauseofourERPproductfinancemodule,youcanget….

Ournewmodelcansaveadditional8%materialcost.

FeaturesCharacteristicsofaproductorservicesEg.Thisunitcost$400. Thisisaclosedloopfeedbacksystem.ImpliedNeeds,ExplicitNeeds,SPINFormSituationQuestionProblemQuestionImpliedNeedsExplicitNeedsImplicationQuestionNeed-PayoffQuestionBenefitsAdvantageFeatureSPINFormSituationQuestionProNormalSalesCallPlanningFormSituation:ThebackgroundinformationIneedbeforeprobingfortheproblem:------------------------------------------------------------------------------------------------------------------------------------------------------------ProblemsThedifficultiesthecustomer

hasthatIcouldsolve.------------------------------------------------------------------------------------------------------------------------------------------------------------Implications“Knockon”effectsforeach

problemstated------------------------------------------------------------------------------------------------------------------------------------------------------------PayOfTheValuetothecustomerofsolvingtheseproblems.----------------------------------------------------------------------------------NormalSalesCallPlanningForSPINQuestioningStrategySituation

QuestionProblem

QuestionImplication

QuestionNeedPayOff

QuestionAchievefactfindingobjectivesHavelowsellingimpactUsefulatfocusofreceptivityAchieveuncoveringdissatisfactionobjectivesHavemoderatesellingimpactUsefulatfocusofdissatisfactionAchieveObjectivesofdevelopingandchannelsatisfactionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpowerAchieveobjectivesofrehearsingandselectivelychanneling

customerattentionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpowerSPINQuestioningStrategySitua強(qiáng)大的銷售工具

理解你的客戶準(zhǔn)備強(qiáng)大的銷售工具

理解你的客戶準(zhǔn)備AccountFundamentalOwnershipLocationCorporationActionsFinancialPerformanceFutureProspectsTimingOrganizationTopmanagementcadreAccountFundamentalOwnershipUnderstandingYourCustomers:

OrganisationStructure&DynamicsUnderstandingYourCustomers:ObjectivesPurposeProvideaframeworkforbetterunderstandingoftheclient’sorganisationandhowtheymakedecisionsOutputOrganisationMap&PeopleProfilesBenefitsImproveyourviewintotheclient’sorganisationforimprovedrelationshipmanagementDeveloprelationshipswiththerightpeoplewhocanprovideinsightanddirectionObjectivesPurposeKeyComponentsofUnderstandingCustomer’sOrganisationMacroFormalStructurePoliticalStructureInnerCircleInfluenceNetworksMicroCoverageStatusDecisionOrientationInnovation/ChangeKeyComponentsofUnderstandinMaslow’sHierarchyofNeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationMaslow’sHierarchyofNeedsPhyCharacterProfileMaslowAdaptabilityDecisionOrientationLevelsofContactYourPositionChenYuanCEO#%BVECharacterProfileMaslowAdaptabMaslow’sHierarchyofNeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationSA:SelfActualisationE:EsteemB:BelongingS:SafetyP:PhysiologicalMaslow’sHierarchyofNeedsPhyMappingNeedsSA:SelfActualisationE:EsteemB:BelongingCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBMappingNeedsSA:SelfActualiAdaptabilitytoChange-TechnologyAdoptionLifecycleInnovatorsVisionariesPragmatistsConservativesLaggardsAdaptabilitytoChange-TechnAdaptabilitytoChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatusQuoReferenceSitesWhatTheyWantWhatTheyBuyYourValuePropositionNottobeleftbehindEvolutionSolveProblemsRevolutionRecognitionStateoftheartTrialsTestsCustomisedSolutionTotalSolutionsIndustrystandardsatlowpricewithnoriskEnhancementofexistingservicesProductexcellenceInnovationFutureCompetitiveAdvantageReturnonInvestmentGuaranteesInvestmentprotectionAdaptabilitytoChangeInnovatoMappingAdaptabilitytoChangeI:InnovatorV:VisionaryP:PragmatistC:ConservativeL:LaggardCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCMappingAdaptabilitytoChangeDecisionOrientation“Onwhatfactorsdoesourclientbasetheirdecisionon?”Financial$TechnicalTRelationshipRBusinessBDecisionOrientation“OnwhatfMappingDecisionOrientationB:BusinessR:RelationshipF:FinancialT:Technical

CEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTRMappingDecisionOrientationBLevelofContactNoContact!BriefContact%MultipleContacts*In-Depth@“Howoftendowemeetwithourclient?”LevelofContactNoBriefMultiMappingContactCoverage!:NoContact%:BriefContact*:MultipleCoverage@:In-Depth

*CEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!%MappingContactCoverage!:YourPositionEnemyXNon-Supporter<Neutral#Supporter>“Wherearewewiththeclient?”MentorMYourPositionEnemyNon-NeutralMappingOurPositionX:Enemy<:Non-Supporter#:Neutral>:SupporterM:MentorCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!#><#XM##MM%MappingOurPositionX:EnemyCPositioninOrganisation&InfluenceInnerCirclePoliticalStructureInfluenceStructurePhysicalStructurePositionInfluencePositioninOrganisation&InMappingTheInformalStructureCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!#><#XM##MMYou%MappingTheInformalStructureInnerCircleandPoliticalStructureInnerCirclePoliticalStructureBusinessValueDefinetheorganisation’sbusinessobjectivesandstrategyResponsibleforexecutingtheobjectivesandstrategyPhilosophyDefinedorganisation’sculturebasedontheirphilosophyandvaluesUnderstandandassimilateintotheorganisation’scultureViewpolicyandproceduresasaguidelineRecognisedasconsistentlysuccessfulinthepastandsoughtoutbyothersforadviceRecentsuccessfulperformanceinstilsconfidenceintheirabilitytohandlenew,highlyvisibleprojectsPartnersCentreoftheorganisation’sinformalcommunicationsnetworkEndnodesoftheinformalcommunicationnetworkcollectionandprovidinginformationtotheinnercircleTrackRecordInnerCircleandPoliticalStrTrust&InfluenceNetworksCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!YouCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!XM##MM%Trust&InfluenceNetworksCEOSExerciseIII:MappingTheOrganisation

Take20minutestoanalyseyourcustomer.ExerciseIII:MappingTheOrgMappingYourClientsStep1:DefinetheformalOrganisationStructure

Foreachindividual:Step2:IdentifytheirneedslevelStep3:IdentifytheiradaptabilitytochangeStep4:IdentifytheirDecisionOrientationStep5:IdentifyyourlevelofcontactStep6:IdentifyyourpositionStep7:PresentyourmaptoyouraccountteamMappingYourClientsStep1:D強(qiáng)大的銷售工具

——了解你的客戶的業(yè)務(wù)準(zhǔn)備強(qiáng)大的銷售工具

——了解ObjectivesTobuildanoverviewawarenessofcustomersbusinessactivitiesToknowhowtotrackcustomerinformationToknowwheretofindcustomerinformationToknowhowtouseframeworkstokeeptrackofcustomer’sbusinessUnderstandingYourCustomer’sBusinessObjectivesUnderstandingYourCUnderstandingYourCustomer’sBusinessUnderstandingYourCustomer’sUnderstandingYourCustomer’sBusinessBusinessPerformanceFactors:Political,Economical,Social,TechnicalCustomerBusinessStructureMap:Systems,Style,Staff,Strategy,Skills,StaffandSharedVision7sModelUnderstandingYourCustomer’sSummaryUnderstandhowtotrackcustomer’sbusinessinformationUsePEST&7SmodelKnowwheretogetcustomerinformationUnderstandingYourCustomer’sBusinessSummaryUnderstandingYourCust進(jìn)入客戶策略

——追根溯源投標(biāo)前階段進(jìn)入客戶策略

——AccountEntryStrategy:GettingtoWhereItcomesThePurchaseChannelWhereistheDecisionMakerEntryStrategyTheThreeFocusPointsofanEntryStrategyTheFocusofReceptivityTheDangerofReceptivityMovingFromReceptivitytoDissatisfactionIdentifyingtheFocusofDissatisfactionInfluencingtheFocusofDissatisfactionMovingtotheFocusofPowerSellingattheFocusofPowerWhentheFocusofPowerChangesDevelopingEntryStrategiesAccountEntryStrategy:GettinThePurchasingChannelRoutineAccountPenetrationChannelSales->GateKeeper->Influencer->DecisionMaker

HardestwaytoallocatepurchasechannelforanewinnovativeproductsandservicesinSellingCycles

E.G. Mfg.BarcodePrintingOutsourcingSolution

Successsalesnormallyfindafocus(sponsor)withinaccounthelpinghimmovetowardsapointfromwhichtheyshouldbegindevelopingneeds.

3focusmodelforsuccessfulpeopletofindsponsorsThefocusonreceptivityThefocusondissatisfactionThefocusonpower

ThePurchasingChannelRoutineWhereisdecisionmakerExerciseWhoisthedecisionmakerforERPprojectbid.CEOCFOCTOorothers.Whatisyourpassingexperiencetoconnecttodecisionmaker?WhereisdecisionmakerExercisEntryStrategiesSuccessfulpeopletendedtoseekasponsorSponsorAnIndividualwithintheaccountwhohelpedthem,advisedthem,andifnecessary,representedtheminplacewheretheycouldnotgainaccessNotonlyindividual,Butmoreaparticularfunctionorareaofanaccountassponsor.FocusFocusA“Focus”WithinAccount–aperson,acommitteeoradepartmentwhowouldhelpthemmovetowardapointfromwhichtheycouldbegindevelopingneedsEntryStrategiesSuccessfulpeTheThreeFocusPointsofAnEntryStrategy(I)SalesPeoplenormallycouldfindsponsorsfrom3focuspoints:Thefocusofreceptivity: thepointinanaccountwheretherewerereceptivepeoplewhowerepreparedtolistensympatheticallyThefocusofdissatisfaction:thepointinanaccountwheretherewerepeopleunhappywiththepresentsystemorsupplier.Thefocusofpower:theelusivepointinanaccountwheretherewerepeopleabletomakedecision.Especiallyforaccount,nopurchasingchannelexisted.TheThreeFocusPointsofAnEEntryStrategyModelFocusofReceptivityFocusofDissatisfactionFocusofPowerLeadsyou

toLeadsyou

toTheIndividual,functionalareaorlocationmostlikelytoListenreceptivelyProvideyouwithinformationTheIndividual,

functionalareaorlocationmostlikelytoPerceiveproblemsanddissatisfactionin

anareawhereyoucanhelp.TheIndividual,

functionalareaorlocationmostlikelytoApproveactionPreventactionInfluenceactionEntryStrategyModelFocusofRTheFocusofReceptivityEasieststartingpointforyouraccountpenetrationThereasonwhytheywanttolistenObjectiveofsalestofocusonreceptivityFindoutinformationGainaccesstofocusofdissatisfactionTheFocusofReceptivityEasiesDangerofFocusofReceptivityDonotmisinterpretedtheinterestasprogressRememberyourstrategicobjectiveis“Information”&“Access”DangerofdistractionDangerofmisinterpretationDangerofpresentationDangerofFocusofReceptivityMovingFromReceptivitytoDissatisfactionObjectiveofFocusonReceptivityGainaccesstopersonorfunctionwhoprobablynotsatisfiedUseSPINSituationalquestionE.GDoyouknowanybodyinyourcompanywho’sexperiencingproblemsinthisareas…Lesssuccessfulsalesconcentratedonimpressingthereceptiveperson.FocusofReceptivity,FocusofDissatisfactionandFocusofPowermaybesameperson.MovingFromReceptivitytoDisIdentifytheFocusofDissatisfactionMindsettosetyourproductinproblem-solvingtermstoallocatefocusofdissatisfaction.SPINQuestioningSkillsIdentifytheFocusofDissatisInfluencethefocusofdissatisfactionTheobjectiveofinfluencethefocusofdissatisfactionUncoverdissatisfactionanddevelopittoapointwherethecustomerwantstotakeactionUsethedissatisfactionyou’vedevelopedtogainaccesstothedecisionmaker,eitherdirectlyorbyusingyoursponsortosellonyourbehalf.SPINCallPlanningFormInfluencethefocusofdissatiMovingtotheFocusofPowerIdentifythefocusofPowerDirectorindirectinterfacewithfocusofPowerMovingtotheFocusofPowerIdSellingattheFocusofPowerWhat’stypicalcharacteristicsofexecutiveorhighlevelmanagerNormallybusyObjectiveoriented,valuedrivenConfidenceDangerofsellingatthefocusofpower:FailuretodohomeworkFailuretotakecontrolPrematuremeetingInappropriateexpectations“WellPrepared&UnderstandingyourcustomerisKEY”SellingattheFocusofPowerWExperienceSharing:

HowtomakeanappointmentwithVIPSetappointmentwithdecisionmakerisdifficultHowtogetthefacetofaceopportunitiesHomework,dollarizethereasonwhythecustomershoulddothebusinesswithyou.Sendafourorfivesentencelettertothecustomerdetailingthedollarizedbebefitoftheproductandpromisingafollow-upphonecall.TheobjectiveoftheletteristoletthecustomertakethephonecallWhenyouhavethecustomeronthephone,suggestameeting,thenask“isTuesdayatthreeOK”

“HowaboutnextFridayatthree”

“OK,great,themeetingwilltakeabouttwentyminutes.Seeyouatthree,thanks”Thisistypicalakillersalesquestionbecauseitleadstothatpreciousappointmentover90percentofthetime.ExperienceSharing:

HowtomakDevelopYourAccountEntryStrategyFirst,Decidewhoislikelytobemostreceptivetoproductorserviceslikeyours.Approachreceptivityandaskformeetingandeasereceptivityfearsonhardselling.UncoverinformationduringthemeetingLocatethefocusofdissatisfaction,setupthemeeting,prepareaquestionlistwhichyou’llasktouncoverpotentialdissatisfactionConductseveralmeetingwithyourcontactatthefocusofdissatisfaction.

You’llneedtomeetotherindividualsinordertojustifyinvolvingpeopleatthefocusofpower.

TheobjectiveofthephaseistodevelopsatisfactionDevelopasponsoratthefocusofdissatisfactioneitherintroduceyouorrepresentyouatthefocusofpower.DevelopYourAccountEntryStrCaseStudy:HowtopenetratetoamedicalaccounttosellyoufinancesoftwareAssumeyouaresalesrep.inafinances/wcompany,aShanghaiStockExchangelistedcompanyopenedanewfactoryinyourterritoryin2002,yougetinformationthatthefactorywillhaveanewprojecttostandardizeitsfinanceoperation,youcompanyareoneof2topplayersinthearea.Developyouaccountpenetrationstrategies.Theobjectiveistogainbidrightfortheproject.CaseStudy:Howtopenetratet如何讓你的客戶需要你

認(rèn)識(shí)需求階段策略認(rèn)識(shí)需求階段如何讓你的客戶需要你

認(rèn)識(shí)需求階段策略認(rèn)識(shí)需求階段AgendaObjectivesfortheRecognitionsofNeedsPhaseUncoveringDissatisfactionSettingYourObjectivesPlanningYourQuestionsAskingSituationQuestionsAskingProblemQuestionsHowProblemsAreDevelopedSellingtotheFocusofDissatisfactionGainingAccesstoDecisionMakersSellingIndirectlytoDecisionMakersPrepareYourSponsorNeedpayoffQuestionsTheSPINQuestioningStrategyAgendaObjectivesfortheRecog認(rèn)識(shí)需求客戶意識(shí)到有新的購(gòu)買需求。策略目標(biāo)：發(fā)現(xiàn)不滿擴(kuò)大不滿根據(jù)客戶的不滿提供解決方案認(rèn)識(shí)需求客戶意識(shí)到有新的購(gòu)買需求。策略目標(biāo)：RecognitionofNeedsTheaccountrecognizesthataneedexistswhichjustifies

apurchasingaction.StrategicObjectives:

UncoverdissatisfactionDevelopdissatisfactionSelectivechanneldissatisfactionRecognitionofNeedsTheaccounObjectivesfortheRecognitionofNeedsPhaseUncoverdissatisfaction-Becausewithoutdissatisfactionthereisnoreasonfortheaccounttobuy.

Developdissatisfaction-Thedissatisfactionyouuncoverwillincreasetoalevelofseveritythatcausestheaccounttomakeadecisiontoact.

Selectivechanneldissatisfaction-ThepeopleintheaccountselectivelyfeeldissatisfactioninthoseareaswhereyourproductsandservicesprovidethemwiththebestsolutionsObjectivesfortheRecognitionUncoverDissatisfactionHowtouncoverdissatisfaction?

AskQuestionstocustomer.

Pre-stepofaskingquestion:Whatproblemyourproductcansolvecustomer’sproblem.

Notonlytechnicalfeatureofyourproduct,thinkaboutbusinesspartofyourproductcanhelpthecustomer.

SetyourcallobjectivesBuilduprelationshipwithspecificfocuspeopleCollectthespecificinformationwhichcanhelpyoumovingforward.ObjectiveshouldbespecificandmovingforwardUncoverDissatisfactionHowtoPlanYourQuestionsTwotypesofQuestionsSituationQuestionQuestionsthatcollecteffectsabouttheaccountandindividualwithinit.

TypicalQuestion:Doyouownthesystemorleaseit?

ProblemQuestionQuestionsthatprobeforproblems,difficulties,ordissatisfaction.TypicalQuestion:Whatpartofoperationgiveyouthemost difficulty.FromPsychologypoint,thecustomergetmoremotivatedwhenyouaskproblemquestions.Planningmoreproblemquestionsismoreeffectivewaytofulfillyourcallobjectives.PlanYourQuestionsTwotypesoAskingSituationQuestionDoyourhomeworkAnnualReport,Mediatogetbasicinformation

UsethefocusofreceptivityAsksituationquestionofpeopleatfocusofreceptivity,thusnotwastetimeinaskingbasicfact-findingquestions.

SpreadthequestionsDonottrytoaskallyoursituationalquestiononetime

EarntherighttoasksituationquestionThemotivationofcustomeransweringyoursituationquestionisyoucanhelpcustomertosolvetheproblem.Somakeitclearyourquestionsaremotivatedbyaninterestinthebuyer’sproblemsandoutofadesiretoh