非常好的解決方案銷售培訓(xùn)資料課件

SolutionSelling1APowerfulToolforSalespeopleWhoisSellingaCombinationofProducts,ServicesandConcepts1SolutionSelling1APowerfulToAnewapproachtogenerateprospectsandnewbusiness.Abehaviorally-correcttechniquefordevelopingbuyerneeds,specifictoyourproduct,serviceandconcept.Anintegratedbuyer-qualificationmodelwhichtargetsaccesstopower,committeedecisions,andthenegotiationofthesalescycle.Aprototypefordevelopingsalestools,specifictoyourproductsandmarkets,whichenablessalespeopletosucceedimmediatelywhiletheygaintheexpertisetheywillneedlongterm.Asetoftoolswhichenablesmanagementtomanagepipeline,assignprospectingactivity,controlthecostofsales,andpredictfuturebusinessmoreaccurately.SalesTrainingComponents2AnewapproachtogenerateproDiagnosticsandPowerBasedSellingBotharesalesmodelswhichintegratewithandexpandSalesTraining.

Diagnosticssellinghelpsintheareaofneedsprocessinganddecisionmanagement.

PowerBaseSellinghelpsestablishapoliticalinfluencestrategyandacompetitivesalesstrategy.3DiagnosticsandPowerBasedSeTHETRADITIONALPROCESSTHEDIAGNOSTICPROCESSUNSTABLERELATIONSHIPSTABLERELATIONSHIPClosePresentationProblemSolvingQualifying45%35%15%5%5%10%35%50%AgreementPresentationDesignSolutionsProblemSolvingDiagnosisTraditionalvs.Diagnostic4THETRADITIONALTHEDIAGNOSTICSalesProcessOverviewTargetpotentialopportunitiesPre-callplanningandresearchCreatecuriosityandhopeRapport,credibility,credentialsDevelopbuyeranduserneedsdeterminepain,criticalissuesdiagnosereasonswithbiastowardofferingsdetermineimpactsacrosstheorganization-who,how,financialcreate,participatein,reengineerbuyervisionsclarifyexpectationsandownershipAgreeonevaluationcriteria5SalesProcessOverviewTargetpDeterminecapabilitiesneededtomeetbuyervisionPresentofferingsBuyeracceptanceofofferingsMutuallyagreeonROINegotiateawin/winprofitableagreementImplementasagreed,measuresuccesscriteriaContinuetodeveloprelationshipUsesuccesstoleverageotheropportunitiesSalesProcessOverview(con’t)6DeterminecapabilitiesneededHighDifficultySellingConceptual/intangibleDifficulttolearnandexplainPerceivedasexpensivePerceivedascomplexRequiresmajorchangebybuyerSoldtocommitteesSmallorganizationsellingtolarge7HighDifficultySellingConceptSuperiorSellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkillsSituationalFluency-Alignwithyourbuyer8SuperiorSellerSituationCapabiBasicPrinciplesNoPAIN,noChangeDiagnosebeforeyouprescribeThreelevelsofBuyerPAINPeoplebuyfrompeoplePowerbuysfrompower“Product”=BuyerVISUALIZATIONYoucan’tselltosomeonewhocan’tbuy9BasicPrinciplesNoPAIN,noChLatentPainVs.PainLATENTPAINPAINCURRENT

ACTIVE

EVALUATIONS10LatentPainVs.PainLATENTPAIThreeLevelsofBuyerPainLevelOne:LATENTPAINLevelTwo:PAINLevelThree:VISUALIZATION11ThreeLevelsofBuyerPainLevDefinitionofNeedsLevelOne:LatentPainPotentialneedsforaproductorserviceinthemindoftheseller.Latentneedsareusuallyeitherignoranceorrationalizations.Apotentialbuyerisunawarethatapotentialsolutionexistsorhaspreviouslyattemptedtofindasolutionandwasunsuccessful.Itis/was“tooexpensive”or“toocomplicated”or“toorisky”,etc.LevelTwo:PainComplaintstatementsbythebuyeraboutproblems,difficultiesordissatisfactionwiththeexistingsituation,iepain.Complaintstatementsindicatethatthebuyerknowshe/shehasaproblem,butdoesnotknowhowtosolvetheproblem.LevelThree:VisionofaSolutionCapabilitystatementsbythebuyerindicatingthatthebuyeracceptsresponsibilityforsolvingtheproblemandspecifyingtheprecisecapabilitiesneededtodealwiththeproblem.Thesellermustparticipatepersonallyinthedevelopmentoftheneedinorderforittobeaqualifiedneed.12DefinitionofNeedsLevelOne:DefinitionofNeeds(con’t)VisionofaSolutionNOTE:Whenabuyerhasavisionofasolution,hedoesnotexpectthesellertosolvetheproblem,butcannow“see”himselfsolvingtheprobleminhismind.Heisenabled.13DefinitionofNeeds(con’t)VisExamplesofNeedsLevelOne:LatentNeedsPeoplestandinginlinefortransactionsontheirlunchhouratthebank.Inventorybuild-upduetoobsoleteparts.Peoplemanuallyre-keyingdatafromunlikefinancialsystems.Anentrepreneurwithnodisabilityinsurance.LevelTwo:Pain“Wearelosingcustomersbecausepeoplehatestandinginlonglines”.“Ourinventoryismuchtoohigh.”“There-keyingerrorsarekillingus”.“I’mworriedaboutwhatwillhappentomybusinessifIgetsick.”LevelThree:VisionofaSolution“Weneedtobeabletohandletheaveragebankingtransactioninunder60seconds”.“Ineedtobeabletosortmyinventorybydateoflastuse.”“Weneedtheabilitytoconsolidatedatafromunlikesystemswithoutre-keying.”“IneedtheabilitytogenerateXdollarsofincomeevenifIamdisabled”.14ExamplesofNeedsLevelOne:TypesofApprovalSponsorBeneficiariesAdversariesLegal/Technical/AdministrativeFinancialPowerSponsorPOWER15TypesofApprovalSponsor15ComponentsofaSalePAIN+POWER+VISION+MOMENTUM+PROCESS=

SALE16ComponentsofaSalePAIN+16HowPeopleBuyLatentPainPainVisualizationMatchVisionCostJustifyOvercomeFearofRiskPriceJustifyTakeAction17HowPeopleBuyLatentPain17AlignmentofBuying&SellingPhasesPhaseI PhaseII PhaseIIINeedDefinition EvaluateAlternatives TakeAction

Howmuchdoesitcost?DoIneedtochange?WhatdoIneed?

Isthereasolution?Whichonemeetsmyneeds?CanIaffordit?

ShouldIdoit?Consequences?Isittherightprice?

Definetheirneedswithourproductbias.Qualifybuyingprocess.

Demonstratehowproductmeetsdefinedneeds.

Whyus?Whynow?BUYER:SELLER:NeedDevelopment Proof ClosetheSale18AlignmentofBuying&SellingBuyingPhasesTimePhaseI PhaseII PhaseIIISolutionRiskNeedsCostLevelofConcern19BuyingPhasesTimePhaseI PhasRiskObjectionsSmile(toyourself)EmpathizeAnswer(ifappropriate)RecallpainRecallreasonsRecallvisionRecallproofNudge20RiskObjectionsSmile(toyoursPainSheetPain:Situation:OurProduct:PotentialReasonsImpactCapabilitiesIsitbecause...(reasonsforthepainthatalignwithyourproductorservicecapabilities)Isthiscausing...(impactonotherareas,depts.,people,whoisimpacted/concerned)Whatiftherewereawayforyouto...(productcapabilitieslinkedwithreasons)21PainSheetPain:PotentialReasPainSheetPain: FailuretomeetshipmentscheduleJobTitle: VPMfg.,GenMfr.(SIC35)OurProduct: SymixMfg.SoftwarePotentialReasonsImpactCapabilitiesIsitbecause...Salesisquotingunrealistic

deliverydatesExcessivematerialshortageYouareplanningproduction

youdon’thavethecapacity

tomeetFrequentschedulechanges

frommktg.Servicepartsforecastsare

notrecognizedwhen

planningIsthiscausing...missedrevenuetargetslowerprofitsinabilitytoaccurately

predictrevenueIstheVPFinance

concerned?

losingcustomerorderslosingcustomercredibilitylosingmarketshareIstheVPSalesimpacted?Whatiftherewereawayforyouto...givesalesaccesstomfg.

scheduleswhiletheyenter

ordersnotifyplanners/buyersin

advanceofpotentialshortagesestimatebottleneckresource

loadsbeforefinalizingscheduleshowmarketingtheeffectofa

proposedschedulechangeincludemarketing’sservicepart

forecastinproductionplanning22PainSheetPain: FailuretomPainSheetPain: InventoryInvestmentistooHighJobTitle: VPFinance,GenMfr.(SIC35)OurProduct: SymixMfg.SoftwarePotentialReasonsImpactCapabilitiesIsitbecause...

Excessiveobsoleteinventory

InaccuratestoresandWIPinventoryManufacturingisbuildingthingsitnolongerneedsPurchasingbuyslongleadtimematerialsbasedontheirownforecastsIsthiscausing...excessiveWIPinventorypressuretoreduceproductioncostspressuretocustbackproductionpressuretoreducepurchasesshortageswhichimpactshipmentsIstheVPMfg.impacted?missedcustomerdeliverydatespressuretosellwhatyouhaveinabilitytomeetsalesgoalsIstheVPSalesaffected?Whatiftherewereawayforyouto...Easilyidentify,locateandquantifyobsoleteinventoryEasilyauditandverifyinventorylevelsReevaluateproductionplansdailyFindallPossupplyingunneededmaterial23PainSheetPain: InventoryInJobTitle:CEOPain:ErodingProfitsReasons:MissedShipmentsWeavingthePainChainJobTitle:VPManufacturingPain:MissedShipmentsReasons:ShortagesJobTitle:MaterialsMgr.Pain:ShortagesReasons:Inaccurateinventory Orderchanges UncontrolledECNs24JobTitle:CEOWeavingtheOrganizational“PainChain”Example

CEOPain:StockpriceisdownR1:ProfitsaredownR2:Customererosion

CFOPain:ProfitsaredownR1:RevenuedownR2:CostofMfg.up

VPMARKETINGPain:CustomererosionR1:Can’tfillordersR2:Can’tsellsubstituteproductstocustomers

VPMANUFACTURINGPain:CostofMfg.upR1:Ordersforproductstheydon’thaveR2:Notsellingproductstheydohave

VPSALESPain:Notmeetingrevenue

goalsR1:Salespeopletakingorderstheycan’tfulfillR2:Can’toffersubstitutes

tocustomers

DIRECTOROFMISPain:UnhappylineVPsR1:Can’tdeliverneededapplicationsontime

MGR.APPLIC.DEVELOP.Pain:Can’tdeliverneededapplications

ontimeR1:LegacyapplicationsstillonmainframeR2:Applicationsarenotflexibleto

changewithbusinessSpecificcapabilitiesofseller’sproductsandserviceswillenablethispersontodealwiththeseissues,thuseffectinga“beneficiarychain”uptothetopoftheorganization.25Organizational“PainChain”ExCaseStudy“PainChain”Title:Pain:R1:R2:Foryourfictiousprospectorganization,createa“painchain”betweenaminimumoffourjobtitles.Oneofthemshouldbeadecisionmakerandaminimumofoneofthemadirectuserofyourproductsorservices.Alignaminimumoftwospecificcapabilitiesofyourofferingwiththereasonsofthedirectuser(s).Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:26CaseStudy“PainChain”Title:FReferenceStoryFormatSITUATIONThesituationmustincludetheperson’sjobtitleandindustryCRITICALISSUE

Thecriticalissueisthepainofthepersonabove.(Anxietywordsandphrasesareverypowerfulhere.)REASONSThebusinessreasonsforthecriticalissuearebiasedtoyourproduct.VISIONInthewordsofyourcustomerthecapabilitieshe/she/theyneededtosolvetheirproblem-“He/She/Theytoldustheyneeded...”__PROVIDEDIfthe“solution”isdescribedproperlyabove,allwehavetodohereissaythatwe(ourproduct/company)gavethemthosecapabilities.RESULTSpecificmeasurementisbest!27ReferenceStoryFormatSITUATIOReferenceStorySITUATIONMaterialsManager,panyCRITICALISSUEDifficultycontrollingshortagesREASONSFrequentengineeringchangesandtwodifferentbillsofmaterial(oneforengineeringandoneformanufacturing)VISIONHetoldusheneededtobethecontrolpointforimplementingengineeringchanges.Thiswouldallowhimtosimulatetheimpactinadvanceofthechange.Healsoneededbothengrg.andmfg.tooperatefromthesamebillofmaterial.__PROVIDEDWeprovidedhimwiththosecapabilitiesRESULTOverthreeyearshehashadnomorethan18partsshortatonetimeoutof3500parts.28ReferenceStorySITUATION28What’sItWorthtoReduceInventory?Cash-InventoryrequiresandtiesupcashCashneedlesslytiedupininventoryreducescash

reservesorrequiresadditionaldebt.Profit-CarryingcostsreduceprofitsCarryingcostsincreaseoperatingcosts,whichreduceprofits.Carryingcostsinclude:StoragefacilitycostsStaffingandhandlingcostsInsuranceTaxesPilferageDamageObsolescence...andmore.Inventorycarryingcostsareusuallyatleast25%29What’sItWorthtoReduceInveWhat’sItWorthtoReduceReceivables?Cash!Itgeneratescash.Receivablesaresimplyno-interestloanstoyour

customersCashyoucouldusetofundyourbusinessDaysinexcessoftermsraiseyourcostsandincreaseyourriskofcashloss.Youhavetoborrowless(usually)Interestexpenseisreducedandmostliquidityratiosarestrengthened.Receivablescanbecontrolledbysettinga“DaysofReceivables”goalandmonitoringperformancetoachieveit.30What’sItWorthtoReduceReceValueMeasurementElementsWhatwillbemeasured?Whoisresponsible?Howmuchispossible?Whatcapabilitieswillbeneeded?Whenwillthisinvestmentpayforitself?31ValueMeasurementElementsWhatPowerSponsorakathe“VicePresidentofChange”TypicallyaninnovatororearlyadapterEnoughclouttogetitiftheywantit,regardlessofjobtitleWillingtointroduceyoutoanyoneyouneedtotalktoWillingandabletonegotiateanevaluationplan32PowerSponsorakathe“VicePreWhyChange?ERODING:profits,marketshare,service,quality,growthrate,etc.

INCREASING:costs,competition,errors,returns,employeeturn-over,etc.

GOVERNMENT:EPA,FTC,FCC,OSHA,IATA,FDA,etc.

COMPANYIMAGE33WhyChange?ERODING:profits,InterdependenceLow HighBowlingTeam Orchestra Business34InterdependenceLow HighOrganizationalInterdependence20thCenturyOrganization$$PresidentVPMarketingVPSalesVPMfg.VPFinanceDistributionManagerPlantManagerDirectorMISMaterialsManagerAppl.Dev.Manager35OrganizationalInterdependenceTransitiontoVisionProcessingPotentialBuyerResponses...enoughaboutme/us,tellmeaboutyouandyoursituation.FourPotentialBuyerResponses:.SellerAction:1..6TransitiontoVisionProcessinTransitiontoVisionProcessingGettingBuyertoAdmitPainEnoughaboutme...Pain?TalkingFreely?SituationQuestionsPain?MenuofPainBranchtoDoorPain?NoYesNoNoYesYesYes$/EmotionNoR1I1C1R2I2C2R3I3C337TransitiontoVisionProcessinTransitiontoVisionProcessing

TransitionQuestionExamplesSituationQuestions:Describeyourcurrentarchitecture?Howdoeseveryonegetthenewswhenachangeoccursinthemiddleofthedesigncycle?Howdoyougatheruserfeedback?Howareyoudealingwithdistributeddevelopment?38TransitiontoVisionProcessinTransitiontoVisionProcessing

TransitionQuestionExamplesMultipleChoice“Menu”Approach:ThetopthreedifficultieswearehearingfromCIO’sthesedaysinclude:inabilitytodeliverclient/serverapplicationsontime,applicationsthatfailtomeetuserexpectations,difficultymeetingtheROIrequirementsoftheorganization...areyoufacinganyoftheseissuestoday?39TransitiontoVisionProcessinTransitiontoVisionProcessing

TransitionQuestionExamples$/EmotionQuestions:Howdoyougetthenews?Howdoesthisimpactyoupersonally?Whoelseisawareofthissituation?Aretheylookingtoyoutofixit?40TransitiontoVisionProcessinNavigatingtheThreeLevelsofNeedLevelThree:

VisionofaSolutionLevelTwo: PainLevelOne: Latent9BlockVisionProcessingModelReferenceStory41NavigatingtheThreeLevelsofThreeLevelsofNeedCreatingaSpecificNeedforaSpecificFeatureLEVELTHREEFeaturebecomesabenefit!

VisionofaSolutionLEVELTWOCapabilityQuestion

PainLEVELONEAnxietyQuestion

Latent42ThreeLevelsofNeedCreatingaVisionProcessingPrompter-VisionCreationPAINR1(1)I1(4)C1(7)R2(2)I2(5)C2(8)R3(3)I3(6)C3(9)DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVISIONOFASOLUTIONHowdoesthisaffectyouas...;howdoyougetthenews?Whoislookingtoyoutofixthisproblem?“Tellmeaboutit,whatiscausingyoutohavethis...(repeatpain)?”“Besidesyourself,whoinyourorganizationisimpactedbythis(repeatpain)andhowarethyimpacted?”“WhatisitgoingtotakeforYOUtobeabletosolvethis(repeatpain)?”“CouldItryafewideason

you?“Isitbecause...?”“Isthis(pain)causing...?”Ifso,wouldn’t(title)beconcerned...?”“Whatiftherewereawayforyouto...,wouldthathelp?Whatifyouwerealsoableto...?”“So,thereasonsforyour(repeatpain)are...?”“FromwhatIjustheard,ifyouhadtheabilityto...(repeatvisioncapabilities)Couldyousolveyour(repeatpain)?Whatwoulditworth...?”“FromwhatIjustheard,(repeatthewhoandhow)itsoundslikethisisnotjustyourproblem,buta__problem!”43VisionProcessingPrompter-VVisionProcessingModelPAINR1I1C1R2I2C2R3I3C3DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVISIONOFASOLUTION44VisionProcessingModelPAINR1IThePowerBaseFindingthePeoplewithInfluenceInfluentialAuthoritariansNon-InfluentialAuthoritariansInfluentialNon-AuthoritariansNon-InfluentialNon-Authoritarians45ThePowerBaseFindingthePeopThePowerBasePowerBase:FindingthePeoplewithinfluenceWearenotfittoleadanarmyunlesswearefamiliarwiththefaceofthecountry.

SunTzu46ThePowerBasePowerBase:WearThePowerBaseVicePresidentMarketingDirectorWesternRegionDirectorCentralRegionDirectorEasternRegionMgr.SalesMgr.SupportMgr.SalesMgr.SalesMgr.SupportMgr.Support47ThePowerBaseVicePresidentDPre-CallPlanningCompany:______________ Date/Time:_______________Location:______________ Revenue:_______________Telephone:______________ Industry:_______________PotentialSponsors:1.______________2.________________Recentpress:_________________________________________CallObjective:ReferenceStory:PotentialPains:SituationQuestions:Typicalareasofconcern:48Pre-CallPlanningCompany:____VisionReengineeringParticipateinexistingvisionAddyourbiastoexistingvisionConfirmtheydon’tcurrentlyhavecapabilitiestoday.DiagnosecurrentmethodwithbiasandmeasurementDiscover/confirmpainExploreimpactofpainonothers.Reconfirmvision&probeforvalue.Statebenefit.Qualifybuyingprocess.49VisionReengineeringParticipatVisionProcessingPrompter-ReengineeringPainDiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmReengineeredVisionWhatistheimpactonyourbusinessofdoingitthisway?R1(3)I1(6)C1(1)R2(4)I2(7)C2(2)R3(5)I3(8)C3(9)Howdoyoudoittoday?Besidesyourself,WHOelseisimpactedbythis(repeatpain)andHOWaretheyimpacted?Howdoyouseeyourselfusingthis(repeatbuyerinitialvision)...?Today,...?Isthis(repeatpain)alsocausing...?Ifso,wouldn’t(title)alsobeconcerned?Areyoualsolookingforawayto...?Wouldithelpifyoualsohadawayto...?Sothewayyoudoittodayis...?andyouarelookingata...togiveyoutheabilityto(repeatcapabilities).Ifyouhad...couldyousolve...(repeatpain)?Whatwoulditbeworthtoyou?FromwhatIjustheard,(repeatwhoandhow)thisisn’tjustyourproblembuta____problem?OriginalVision50VisionProcessingPrompter-RTagTeamRolePlayR1I1C1R2I2C2R3I3C3DiagnoseReasonsExploreImpactVisualizeCapabilitiesOpenControlConfirm*Sellerhasultimateresponsibilityforall9boxes.SELLERGURU*GURU*GURU*SELLERSELLERSELLERSELLERSELLER51TagTeamRolePlayR1I1C1R2I2C2ProofofVisionIsitpossible?Hasitbeendonebefore?Canyoudoit?Haveyoudoneitbefore?ProofVariables?YourpersonallyYourproductYourtechnologyYourmethodologyYourmarketYourcompany52ProofofVisionIsitpossible?EnhancingtheBuyer’sVision

VisionProcessingEmotionclarify/intensifypainwith$/emotionquestionsaddemotiontocontrolquestionsconfirminemotionalorderValueaddmeasurementtocontrolquestionsconfirmvaluetobuyerinBoxC3Actioncreateactionvisionwithcontrolcapabilityquestionswhen,who,what,viaspecificcapabilityconfirmdesire53EnhancingtheBuyer’sVision

TransitiontoBuyerQualificationTacticalDecisionTable-ThisTablewillguideyouintheprocessofbuyerqualificationaftervisionprocessing:IF...THEN...Prospectrevealsandvolunteersaccesstopowerperson(s)ProspectdoesnotrevealorvolunteeraccesstopowerProspectrevealspowerandisNOTpowerpersonProspectdoeshavepowertobuy**Powertobuy=abilityto

getitdoneregardlessoftitleSchedulemeeting,endthecallSendconfirmationletterAskquestionstorevealabilitytobuyNegotiateforaccesstopower,getagreement,endcallpromisingSponsorLetter-Findouthowtheyevaluate-FindoutL/T/Aapproval-Setupgroundrulesforproposalandproposalreview-Endcallwithpromisetosendproposedevaluationplantodiscuss54TransitiontoBuyerQualificatNextFiveDecisionManagementvs.“SalesCycle”managementPlanletters-OptionsRe-Qualification-ThingsChange!KeepingMomentumfromStatusCtoWClosing55NextFiveDecisionManagementvKeyThoughtsonDecisionManagementChangingterminologytodecisioncycleputstheprospectincontrolAllprospectsgothrougha“decisioncycle”andwillnotbuyuntilthey’vecompletedit.(Stepsmaybemoved,butrarelychanged.)Peopleneedhelpdevelopingtheir“decisioncycle”.Theygothroughoneevery5years-wedoitdailyWhenyou’refeelingpressure...typicallyyou’llbethinking“salescycle”not“decisioncycle”.56KeyThoughtsonDecisionManagCallDebriefingWhatwastheperson’spain?Whatwerethereasonsforthepain?Whatistheimpactontheorganization?Whatistheperson’svisionofasolution?Whatisthepathtopower?Whatisthenextstep?

Consistencyisthekey!57CallDebriefingWhatwasthepeUtilizingPlanLettersWhyPlanLetters?SetstepsforevaluationCompletestheprocessandforcessalespersonandprospecttothink“PathtoDecision”.CreatesmutualcommitmentBegins“agreement”relationship58UtilizingPlanLettersWhyPlanUtilizingPlanLettersDangersofPlanLetter:Toocomplexforsmallguy:(ie.toomuchcommitmenttoosoon.)Ifnotmanagedto,itlessenscreditabilityofsalespersonand“process”.Timingschange(thisisthenatureofthebeast).Don’tlosesiteofthegoal.

59UtilizingPlanLettersDangersRe-QualificationBasicQualificationPointsWhydotheyneed/wantanewsystem?Whowilldecide?Howwilltheybuyandfundtheprocurement?Whatistheirdecisionprocess?Whowillcompete?Whatisthe“drivingforce”behindthedecisiondate?VerifythesepointswithMultiplePeopleVerifythesepointsbyusingyour“Title”

60Re-QualificationBasicQualificKeyThoughtsonKeepingMomentumProfessionalsdon’tdoanythingwithoutknowingWhyWhathappensnextHe/Shewantsthattohappen,sohe/shedoesit!Avoid“mutualmystification”:Ifyoudon’tunderstandwhereaprospectis,askhimtoHELPyou!(Thewordsyouaremostfamiliarwitharetheonesthatyouwon’tclarify,ie.decision.)61KeyThoughtsonKeepingMomentKeyThoughtsonKeepingMomentumIfyoucan’tanswerthesequestions,youarenotincontrol.WhydotheywantSymix?WhydotheyneedSymix?Whowilldecide?Whatarethestepstobuy($commitment)?Sanitychecksources:RSM,ASM,VPSymixcustomersusedasreferencesitesMultiplesourcesintheprospect62KeyThoughtsonKeepingMomentKeyThoughtsonKeepingMomentumMustbepreparednottobepreparedRoleplayalternatives/outlinesofphonecalls,meetings,etc.Don’tplayphonetag:leaveamessagethatdemandsaction.63KeyThoughtsonKeepingMomentExamplesof“Stuff”toKeepMomentum“Hot5”callsWherehavewebeentogether?WhypartnerwithSymix?SymixDifferentiatorsWhentosendit?Whotosenditto?Whysendit?WhocanhelpyouverifyviaphoneExecutiveManagementSymixReferenceSiteLeasingCompanySymixPre-salesConsultants64Examplesof“Stuff”toKeepMoRecaptheroadmapforPowerExecutivesneedallinformationtomakeadecisionIfyou’veestablishedwhytheyneedSymix,itshouldbefunIfyoufeeltension,BACKOFFNegotiationsarea“Two-WayStreet”Weallhave“higherauthority”forapproval.65RecaptheroadmapforPower65NegotiatingKnowledgeispower.Planbeforeyoubegin.Knowyourbottomlinebeforeyoubegin.Don’tgivewithoutgetting,andnotuntilyouhavewithstoodthree“squeezes”bythebuyer.GivereluctantlyandslowlyBepatient.Bewillingtowalkawaytoday.Sellermustovercometheiremotionalhurdlefirst.Buyermustbelievetheyaregettingthebestdeal.Useawin-winapproach.66NegotiatingKnowledgeispowerClosingWorksheetIsitcloseabletoday?Powertobuy?Paybackagreedto?L/T/Aapprovals?Plancomplete?KnowncostsinceStand1:___________________________________________________Stand2:___________________________________________________Stand3:___________________________________________________“TheonlywayIcoulddosomethingforyouisifyoucoulddosomethingforme?Buyershouldask:“l(fā)ikewhat?”Yourcondition:______________________________________________Ifbuyeracceptsyourcondition,Youroffer:__________________________________________________67ClosingWorksheetIsitcloseabClosingWorksheetIsitcloseabletoday?Powertobuy?Paybackagreedto?L/T/Aapprovals?Plancomplete?Knowncostfor4monthsxxxxxStand1:“Idon’tunderstand,youhaveknownthecostfor4monthsandpersonallyapproved

theROI”.Stand2:I’mabusinessperson,you’reabusinessperson,Idon’tresentyourprofits,you

shouldn’tresentmine...”Stand3:“Thecostofoursystemisafractionofwhatyouarespendingtoturnthecompany

around”“TheonlywayIcoulddosomethingforyouisifyoucoulddosomethingforme?Bu