以客户为中心的销售.ppt

Themessagedrivensalesprocess,Name:_Instructor:_Week:_Role-PlayGroup#:_CaseStudyTeam:_,信息驱动的销售过程,姓名:_讲师:_周:_角色表演小组#:_案例研究小组:_,a.Copyright2003CustomerCentricSystems,LLC(www.CustomerCentricS).b.CustomerCentricSellingisatrademarkandservicemarkofCustomerCentricSystems,LLC.c.Thismaterialisownedby,andthepropertyofCustomerCentricSystems,LLC.Thismaterialisintellectualpropertyandisconfidential.Anyreproduction,copying,orotheruseofthismaterialinanymannerwithouttheexpresswrittenpermissionoftheownerisstrictlyprohibited.d.SolutionDevelopmentPrompter,SolutionDevelopmentProcess,OpportunityQualificationRoadMap,ConversationalRoadMapareTrademarksofCustomerCentricSystems,LLC.e.SolutionDevelopmentPrompter,SolutionDevelopmentProcess,OpportunityQualificationRoadMap,ConversationalRoadMapareTrademarksofCustomerCentricSystems,LLC.ManualRev.foruseinAsiaPacific:21February2005,CustomerCentricSellingSkills,Prospecting&BusinessDevelopmentAlignment(3-Dimensional)PersonalBuyingInfluenceStartingPointHorizontalSolutionDevelopmentKeyPlayerQualificationOpportunityQualification&ControlEstablishingBusinessValueNegotiationCCSProcessManagement,MODULE1,MODULE2,MODULE3,MODULE4,MODULE6,MODULE7,MODULE8,MODULE5,a.2003版权CustomerCentricSystems,LLC(www.CustomerCentricS)。b.CustomerCentricSelling是CustomerCentricSystems,LLC的商标和服务标志。c.这份材料属CustomerCentricSystems,LLC所有财产。这份材料受知识产权保护，是保密材料。如没有所有人的书面许可，严禁复制、拷贝或用于其他用途。d.方案开发激励者、方案开发程序、机会认定路线图、对话路线图是CustomerCentricSystems,LLC的商标。e.方案开发激励者、方案开发程序、机会认定路线图、对话路线图是CustomerCentricSystems,LLC的商标。经手工修订，用于亚太地区:2005年2月21日,CustomerCentricSelling技术,潜在主顾和业务发展组合(3维)人员采购权力人起点水平线解决方案开发关键人物资质认定机会认定和控制建立商业价值谈判CCS流程管理,模块1,模块2,模块3,模块4,模块6,模块7,模块8,模块5,WorkshopOutlineDay112:00pmWorkshopbegins3:00pmBreak6:00pmEndofWorkshopBeginTeamAssignmentDay28:00amWorkshopbegins10:00amBreak12:00pmLunch3:00pmBreak5:30pmEndofWorkshopBeginTeamAssignment,Day38:00amWorkshopbegins10:00amBreak12:00pmLunch3:00pmBreak5:30pmEndofWorkshopBeginTeamAssignmentDay48:00amWorkshopbegins12:30pmWorkshopends,RulesofEngagementSpeakupifthereisaproblemTemperatureCoffeeLightingPleaseberespectfuloftheworkshopenvironment:Turncellphones&pagersoff.,NOTE:Thereare2-3hoursofteamhomeworkeachevening.Lunchisscheduleddailyfrom12:00PMto1:00PM.Therearebreaksinthemorningandafternoon.AdjournmentonDay4willbeby12:30PM.,EventKick-offWorkshopObjectivesRACSObjectivesWorkshopModulesCCSCoreConceptsRAProcessMapIntroductiontoCCSSellingIssuesManagementIssuesCompetencyComponentsMarketKnowledgeLab:CaseStudyProspectProfileProductUsageKnowledgeExercise:CreatingCapabilities(EQPAformat)Pages28-38MODULE1:CCSSkill-AlignmentPersonalStartingPointHorizontalCORECONCEPT#1:YougetdelegatedtothepeopleyoutalklikePages39-58MODULE2:CCSSkill-SolutionDevelopmentCORECONCEPT#2:PeoplearebestconvincedbyreasonstheythemselvesdiscoverCORECONCEPT#3:Nogoal,Noprospect:TheonlypersonwhocancallitaSolutionistheprospect!CORECONCEPT#4:Youcanonly“sell”tosomeonewhocan“buy”LookingVs.NotLookingInitiatingBuyingCycles,Agenda:Day1,KeyPlayerDefinitionsKeyPlayerOpportunityMapLab:CaseStudyOpportunityMapCORECONCEPT#5:TaketimetodiagnosebeforeyouofferaprescriptionQuestioningEtiquetteSolutionDevelopmentStepsSolutionDevelopmentPrompter:PlantManagerPAGE56ROLE-PLAY1:BasicSolutionDevelopment(approx.50minutes)6:00-Wrap-up&BeginEveningAssignment,12:00PM,研讨会概要第1天下午12:00研讨会开始下午3:00休息下午6:00研讨会结束开始小组任务第2天上午8:00研讨会开始上午10:00休息下午12:00午饭下午3:00休息下午5:30研讨会结束开始小组任务,第3天上午8:00研讨会开始上午10:00休息下午12:00午饭下午3:00休息下午5:30研讨会结束开始小组任务第4天上午8:00研讨会开始下午12:30研讨会结束,规定如有问题请提出温度咖啡光线请维护研讨会环境:关掉手机和呼机,注意：每天晚上有23小时的小组作业。每天午饭时间是从12:00到下午1:00。上午、下午都有休息。第4天的休会时间延长到下午12:30。,开始研讨会目的RACS目标研讨会模块CCS核心概念RA程序图介绍CCS销售问题管理问题能力构成市场知识研究室:案例研究潜在客户概况产品使用知识练习:创建能力(EQPA公式)第2838页模块1:CCS技术组合个人的起点水平线核心概念#1:你被授权为代言人第3958页模块2:CCS技术解决方案开发核心概念#2:人们最信服他们自己发现的原因核心概念#3:没有目标就是没有潜在客户，唯一能将其成为解决方案的人就是潜在客户!核心概念#4:你只能“卖”给那些能“买”的人。关注不关注启动采购周期,议程:第1天,关键人物定义关键人物机会图研究室:案例研究机会图核心概念#5:开处方前要花时间诊断提问礼节方案开发步骤方案开发激励者:工厂经理第56页角色表演1:基本解决方案开发（大约50分钟）6:00-结束并开始布置作业,12:00PM,ReviewofDay1Pages59-82MODULE2:CCSSkill-SolutionDevelopment,continuedRevisitCompetencyComponentsRAProcessMap,continuedCORECONCEPT#6:EmotionaldecisionsarejustifiedbyvalueandlogicRequirementsVs.VendorA,B,CSuccessStoryComponentsConversationalRoadMap#1:InboundContactGoalIdentificationMenuofGoals/SuccessStorySolutionDevelopment(byProxy)CurrentSituation/Capabilitiesw/ValueMeasurementGoalExpansionCORECONCEPT#7:MakeyourselfequalTHENmakeyourselfdifferentOtherwiseyouarejustdifferentSelf-GeneratedVs.CompetitiveVisionExercise:PlausibleEmergencyCreationROLE-PLAY2:EnhancedSolutionDevelopmentPages83-106MODULE3:CCSSkill-KeyPlayerQualificationRAProcessMap,continuedSalesCallDebriefQuestionsLettertoPotentialChampion(5QualificationComponents)EngagingwithOtherKeyPlayersKayPlayerQualificationMapCORECONCEPT#8:BadnewsEARLYisGOODnewsFollowUptoChampionLetterQualificationDecisionPoints,Agenda:Day2,CORECONCEPT#9:Dontgivewithoutgetting(QuidProQuo)ProofPointsCompetitiveTacticsandStrategiesROLE-PLAY3:QualifyChampionConversationalRoadMap#2:ReferralOriginatedCallCallIntroductionObjective/Background/ProgresstoDateGoalIdentificationMenuofGoals/SuccessStorySolutionDevelopmentCurrentSituation/Capabilitiesw/ValueMeasurementSolutionDevelopmentPrompter:VPofOperationsROLE-PLAY4:KeyPlayerCallPages107-130MODULE4:CCSSkill-OpportunityQualification&ControlOpportunityQualificationElementsQualifyingtheOpportunityDetermineEvaluationProcessDefineProposalProcessDiscussPre-DecisionReviewAgreeuponNextStepsSellCycleControlLetterw/ProposedSequenceofEventsCheckpointConfirmationLetterImplementationSolutionDevelopmentPrompterImplementationConcerns&CapabilitiesSummarySellCycleControlLetterw/DraftImplementationPlanLab:CaseStudyImplementationConcernsandCapabilitiesTeamSelling5:15-Wrap-up&BeginEveningAssignment,8:00AM,ReviewofDay2ROLE-PLAY5:TagTeamPages131-142MODULE5:CCSSkill-EstablishingBusinessValueWhatWillbeMeasuredBenefitSummarybyGoalCostvs.BenefitAnalysisDefineSuccessMetricsLab:CaseStudyBenefitSummarybyGoalPages143-163MODULE6:CCSSkill-NegotiationRAProcessMap,continuedCORECONCEPT#10:Dont“close”beforetheDecisionMakerisreadytobuySOEPlan:Pre-DecisionReviewMeetingBuyerFearofConsequencesExercise:PlausibleEmergencyQuestionPreparingtoNegotiateBuyerTacticsCommonSellerErrorsNegotiatingTipsLab:NegotiationWorksheet,Pages185-196MODULE8:CCSSkill-AccountManagementForecastingOpportunitiesGradingOpportunities-FunnelMilestonesOpportunityDifficultiesvs.SellerProblemsFunnelManagementFollowinguponStaleProposalsDealingWithStaleProposalsProposalWithdrawalLetterROLE-PLAY6:RefocusMeeting5:00-Wrap-up&BeginEveningAssignment,Agenda:Day3,8:00AM,Pages164-184MODULE7:CCSSkill-Prospecting&BusinessDevelopmentHandlingRFPsGainingAccesstoExecutivesInitiatingBuyingCyclesFoundationforEffectiveProspectingTelephoneProspectingComponentsSuccessStoryExampleOrganizingToProspectIssue-BasedTelephoneProspectingGoal-BasedTelephoneProspectingExercise:TelephoneProspectingScriptVoiceMail/Admin/EmailProspectingConversationalRoadMap#3:OutboundContact,回顾第一天的内容第5982页模块2:CCS技术解决方案开发，续再看能力构成RA程序图，续核心概念#6:情绪化的决定通过价值和逻辑证明要求Vs.供应商A,B,C成功故事构成对话路线图#1:回访目标认定目标/成功经验清单解决方案开发(用代理服务器)目前状况/能力w/价值衡量目标扩展核心概念#7:首先使自己相同，然后使自己不同，否则你仅仅是不同的自发的竞争驱动的练习:设想可能的紧急情况角色表演2:加强解决方案开发第83106页模块3:CCS技术关键人物认定RA程序图,续销售访问总结问题给潜在倡导者的信(5个认定部分)与其他关键人物会面关键人物认定图核心概念#8:早期的坏消息就是好消息后续给倡导者的信认定决定要点,议程:第2天,核心概念#9:没有得到就不要付出（等物交换）证据要点竞争策略和战略角色表演3:认定倡导者对话路线图#2:被推举人发起的访问访问介绍目标/背景/到目前的进展目标认定目标/成功故事菜单方案开发现状/能力w/价值衡量方案开发激励者:运营副总裁角色表演4:关键人物访问第107-130页模块4:CCS技术机会认定和控制机会认定要素认定机会确定评价程序制定协议程序讨论决定前审核就下面步骤达成一致销售周期控制信函w/提议的事件顺序检查点确认信执行方案开发激励者执行忧虑和能力总结销售周期控制信函w/执行计划草案研究室:案例研究执行忧虑和能力团队销售5:15结束，并布置晚间作业,上午8:00,回顾第二天内容角色表演5:标签组第131-142页模块5:CCS技术建立商业价值衡量什么按目标的收益总结成本收益分析定义成功标准研究室:案例研究按目标的收益总结第143-163页模块6:CCS技术谈判RA程序图,续核心概念#10:当决策者准备购买前不要放弃SOE计划:决定前评审会议采购者害怕的结果练习:可能的紧急情况问题准备谈判采购者战略一般销售员错误谈判技巧研究室:谈判工作表,第185-196页模块8:CCS技术客户管理预测机会机会分级漏斗里程碑机会困难与销售员的问题漏斗管理销售提议处理被搁置的提议提议撤销信函角色表演6:再关注会议5:00结束并布置晚间作业,议程:第3天,上午8:00,第164-184页模块7:CCS技术潜在主顾和业务发展提交RFPs获得访问行政人员的机会启动采购周期有效探访的基础电话探访构成成功经历实例为潜在客户进行的组织基于问题的电话探访基于目标的电话探访练习:电话探访手稿语音信箱/行政助理/Email探访对话路线图#3:对外联络,Agenda:Day4,8:00AM,ReviewofDay3ImplementingCustomerCentricSellingGettingStartedSalesManagersGettingStartedSalesPeopleBeginTeamPresentationsAdjournment:AwardAnnouncements12:30PMWorkshopWrap-up,Helpprospectstoachieveagoal,solveaproblem,orsatisfyaneedClearlydefinedstepsthattakeaprospectfrombeinginterested,tobecomingsuccessfulHowtohelpprospectsidentifySolutions,specifictoRockwellAutomationscapabilitiesHowtouseSalesReadyMessagingtoolsspecifictojobtitleandmarkets,tohelpsalespeopletohaveintelligentconversationswithcustomersabouttheuseoftheirproductsandservicestoachievetheirgoals,solveaproblemorsatisfyaneedAbuyerqualificationmodelthattargetsearlyaccesstoKeyPlayers,controlofcommitteedecisions,controloftheproposalprocess,andcontrolofthesellcyclewithoutovercontrollingthebuyer(s)AframeworkforensuringthatcustomerexpectationsforimplementationaresetandmetAsetofanalysistoolsformanagement(andsalespeople)todeterminesalesopportunityqualityandstrength,assignprospectingactivity,assessskilllevelsofsalespeople,provideopportunitycoaching,andforecastfuturebusinessatanopportunitylevel,WhyCustomerCentricSelling?,议程:第四天,上午8:00,回顾第三天的内容执行CustomerCentricSelling开始销售经理开始销售人员开始小组演讲延长:宣布获奖下午12:30PM研讨会结束,是一种新的取向，帮助我们的潜在主顾以达到一个目标、解决一个问题，或满足一种需求是一系列清楚定义的步骤，或最佳实践，带有从兴趣到客户成功的期望是一种在行为上正确的技术，帮助我们的潜在主顾发现针对你的产品或服务的解决方案，是一种典范，用于开发针对工作头衔和市场的销售ReadyMessaging工具，使销售人员与潜在的客户就使用其产品和服务以达到他们的目标、解决一个问题或满足一种需求而展开睿智的对话是一种合成的客户资格认证模型，目的在于尽早访问关键人物、控制委员会的决策、控制提案进程和控制销售周期，而不致于过度控制客户是一种框架，确保设立并达到客户的期望值是一套分析工具，帮助管理层（和销售人员）决定产品供应线的质量和优势、分配潜在主顾的行动、评估销售人员的技能水平、提供机会指导，和在机会水平上预测未来业务,为什么CustomerCentricSelling?,RACSBusinessObjectives,Solutions/Applications,ExistingNew,ExistingNew,Customers,Z1,Z3,Z2,Z4,TheZModel,WhenDoIUseThisProcess?,=somewhatapplicable,=truetargetdemographic,RACS业务目标,帮助公司更快提供更低成本的高品质产品优化生产过程提高工厂的工作时间减少进入市场的时间推动规章的执行实行围绕客户对话以便传递必要的知识，帮助客户可衡量地达到他们业务上的目标提供一套综合性的解决方案,销售/解决方案,现有的新的,现有的新的,客户,Z1,Z3,Z2,Z4,Z模型,我何时采用这套程序?,=某种程度上适用,=真实目标人群统计的,YougetdelegatedtopeopleyoutalklikePeoplearebestconvincedbyreasonstheythemselvesdiscoverNogoal=Noprospect.TheonlypersonwhocancallitaSolutionistheprospect!Youcanonly“sell”tosomeonewhocan“buy”TakethetimetodiagnosebeforeyouofferaprescriptionEmotionaldecisionsarejustifiedbyvalueandlogicMakeyourselfequalTHENmakeyourselfdifferentOtherwiseyouarejustdifferentBadnewsEARLYisGOODnewsDontgivewithoutgetting(QuidProQuo)Dont“close”beforetheprospectisreadytobuy,CCSCoreConcepts,Evaluating(50%)E,Champion(20%)C,Goalshared(10%)G,Active(0%)A,RockwellAutomationSalesProcessMap,PipelineStages/FunnelMilestones,SalesReadyMessagingTools(internal),CallIntroPrompterMenuofGoals/SuccessStory,PhoneScriptsProspectingPrompter,SolutionDevelopmentPrompter,CallIntroPrompterSolutionDevelopmentPrompter,OpportunityQualificationTemplate,BenefitSummarybyGoal,CustomerCorrespondence(external),SequenceofEventsPlan,ImplementationPlanCostv.BenefitSuccessMetrics,KeyPlayerLetter(5keycomponents),MeetingConfirmationemail,DiscoveryMeeting:IdentifyBusinessGoal,SolutionDevelopment:DiagnoseCurrentSituation&DevelopSolutions$%#,QualifyBuyingInfluenceChampion?ProofStep?,KeyPlayerMeetings:SolutionDevelopment$%#,QualifyOpportunity(NegotiateSequenceofEvents),Execute&ManageSOESteps,ProspectingandBusinessDevelopment,SalesProcessSteps,ChampionLetter(5keycomponents),SalesCallDebriefQuestionsKeyPlayerOppty.Chart,QualificationDecisionPrompter,LettertoConfirmKeyPlayerMeetings,NegotiatingWorksheet,Contract,NegotiationandClose,Verbal(90%)Proposal(10%)V/P/W,你被授权为代言人人们对自己发现的原因最信服没有目标=没有潜在客户。能称之为解决方案的人是潜在客户!你只能“卖”给能“买”的人提供处方前花时间诊断情绪化的决定由价值观和逻辑性证明首先使自己相同然后使自己不同否则你仅仅是不同的早期的坏消息就是好消息没有得到就不要给予(公平交换)当有希望的主顾准备购买前不要“放弃”,CCS核心概念,罗克韦尔自动化销售过程图,目标分享(10%)G,倡导者(20%)C,评估(50%)E,口头的(90%)提案(10%)V/P/W,Pipeline阶段/Funnel里程碑s,激活(0%)A,销售待命对话工具（内部）,致电提示着目标/成功案例菜单,访问手稿整理以探查提示着,解决方案开发提示着,致电提示着解决方案开发提示着,机会认证模版,依据目标的利润总结,客户对应（外部）,事件计划顺序,执行计划成本v.利润成功规律,关键人物信函(5个关键部分),会议确认邮件,举行发现性会议：认识业务目标,解决方案开发：诊断目前形势并开发解决方案$%#,采购权力人物认证拥护者?论证步骤?,关键人物会议解决方案开发$%#,机会认证（事件的谈判顺序）,执行和管理SOE步骤,潜在主顾和业务发展,销售过程步骤,优胜信函(5个关键部分),销售访问总结问题关键人物机会图,认证决策提示着,确认关键人物会议的信函,谈判工作表,合同,谈判和关闭,WhatisCustomerCentricSelling?,CustomerCentricSellingishelpingyourcustomervisualizehowtouseyourofferingto:AchieveagoalSolveaproblemSatisfyaneed,SellingIssues,“Mymanagertellsmewhattodo,he/shenevertellsmehowtoactuallydoit.”“Wehavetoomanyresourcesintheaccount.Eachpersonhastheirownagendaandwekeepsteppingoneachotherstoes.”“IcouldntgetaroundmycoachtogettotherealBuyingInfluence.”“Igavethemourstandardpresentationbuttheyjustdidntgetit.”,什么是CustomerCentricSelling?,CustomerCentricSelling是帮助你的客户想象如何利用你提供的产品来:达到目标解决一个问题满足一种需求,15,销售问题,“我的经理告诉我去做什么，他/她从不告诉我实际怎么做。”“我们有太多的资源，每个人都有他们自己的安排且我们相互牵制。”“我无法使我的教导成为实际的采购权力人物。”“我给了他们我们标准的讲解但他们就是接受不了。”,*GeoffreyMoore,InsidetheTornado,34%EarlyMajority(Pragmatists)34%LateMajority(Conservatives)12-18%Laggards(Skeptics),EarlyMarket,MainstreamMarket,AdaptabilityToChange,3-5%Innovators(TechnologyEnthusiasts)12-15%EarlyAdopters(Visionaries),“TheChasm”,“Idreadcreating(anddefending)forecasts.”“Mostofmysalesrepsdontknowwhentoorcannotwalkawayfrombadopportunities.”“Aprospectasksaquestionandmysalespeoplegrabatechnicalresourceandrunoutonasalescall.”“Itispainfultocompletesalescyclesandhaveprospectsdecidetodonothing.”“Whenadealfinallycloses,itresemblesaseriesofrandomeventstiedtogetherbyhopeandluck.”,ManagementIssues,*GeoffreyMoore,Tornado内部,34%早期大部分(实用主义者)34%后期大部分(保守主义者)12-18%落后者(怀疑论者),早期市场,主流市场,对改变的适应能力,3-5%的革新者(技术热心人)12-15%早期采纳者(空想家),“断层”,17,“我惧怕制订（并为之辩护）预测报告。”“我的大部分销售代表不知道何时或不能够逃避糟糕的机会。”“一个主顾使人迷茫，而我的销售人员抓住一种技术上的资源并在一个销售访问中便消耗殆尽。”“完成销售周期并让主顾决定要做的事是痛苦的。”“当一笔生意最终关闭时，它像是由希望和幸运捆在一起的一系列随机事件。”,管理层问题,OfAlltheProposalsYouDidintheLast12Months?,1WarrenCulpepper,TheCulpepperReport,SellingtopragmatistswillbeeasierifyoucanhelpthemunderstandWHYtheyneedandHOWtheywilluseyouroffering,TheearlymarketBUYS,ThemainstreammarketneedstobeSOLD,SellingtothePragmatist,在你前12个月所做的所有提案中?,19,如果你能帮助实用主义者理解他们为什么需要以及他们怎样使用你提供的产品，则这样的销售会比较容易,早期市场的买入,主流市场需要卖出,销售给实用主义者,20,SellingBehavior,MakepresentationsOfferopinionsRelationshipfocusedGravitatetowardusersRelyonproductCompetetokeepbusyAttempttosellby:Convincing/persuadingHandlingobjectionsOvercomingresistance,ConversesituationallyAskrelevantquestionsSolutionfocusedTargetbusinesspeopleRelateproductusageCompetetowinEmpowerbuyersto:AchievegoalsSolveproblemsSatisfyneeds,Traditional,Customer-Centric*,*Providesartificialintelligenceandrequirespatience.Withoutprocess,theydontdoitonpurpose!,Whoputsthepuzzlepiecestogether?How?,ProductUsageKnowledge,MarketKnowledge,CustomerCentricSellingSkills,CompetencyComponents,提供人工智能，需要耐心没有程序，他们则做事漫无目的!,销售行为,做演讲提供想法注重人际关系倾向于用户依赖于产品需要管理尝试通过下列手段销售：使其信服/说服处理反对意见克服阻力,视情熟识问相关的问题注重解决方案目标瞄准商务人员关联产品的用途驾驭他们的经理使买主能够:达到目标解决问题满足需求,传统的,围绕