了解客户的需求.PPT

GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,1,,,,1,,,,,,,,,,GlendinningManagementConsultants2001,Ref:f:\Work\,Unilever,KAMFoundationTraintheTrainer\,UnderstandingCustomerNeeds,,了解客戶的需求UnderstandtheNeeds,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,2,,,,,,,GlendinningManagementConsultants2001,Ref:f:\Work\,Unilever,KAMFoundationTraintheTrainer\,UnderstandingCustomerNeeds,2,,,,,,,,,,,,,銷售量,,價格,,毛利,,,,,,,,,,,,,,,,,,,,,商業,個人,,,,,,客戶的需求,,客戶,採購的個人需求,主要的商業需求,支持性商業需求,獨特的商業需求(努力取得),利潤,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,3,,,,,,,GlendinningManagementConsultants2001,Ref:f:\Work\,Unilever,KAMFoundationTraintheTrainer\,UnderstandingCustomerNeeds,3,,,,,,,,採購的個人需求,目標的達成自我實現在老闆面前表現良好充份的資訊順順利利沒有大意外好品質的簡報,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,4,,,,,,GlendinningManagementConsultants2001,Ref:f:\Work\,Unilever,KAMFoundationTraintheTrainer\,UnderstandingCustomerNeeds,3,,,,,,,,採購的個人需求,採購跟你一樣也是一個平凡人!,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,5,,,,,,,GlendinningManagementConsultants2001,Ref:f:\Work\,Unilever,KAMFoundationTraintheTrainer\,UnderstandingCustomerNeeds,5,,,,,,,,,,客戶需求階層的練習,,,20minutesworkingingroups,Feedback-5minutesdiscussion,Purpose,,,Purpose,Methodology,,,Methodology,Timings,,,Timings,建立你的客戶的需求階層,與你的客戶經理共同來完成你的客戶的需求階層(包含商業及個人需求),GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,6,,,,,,GlendinningManagementConsultants2001,Ref:f:\Work\,Unilever,KAMFoundationTraintheTrainer\,UnderstandingCustomerNeeds,6,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,客戶:____________,,客戶的需求階層表,採購的個人需求,主要的商業需求,支持性商業需求,獨特的商業需求,商業,個人,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,7,讓你可以所向披靡讓你可以不用談判就把東西賣出去,降龍六式,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,8,StructuredCommercialSelling,UnderstandtheNeeds,ReinforceKeyCommercialBenefits,TheCommercialProposition,AgreementtoProceed,SecuringtheResult,CurrentconditionsCustomerneeds-establish,create,confirmQuestioning/listeningOpportunitiesforbenefitsConfirmcontactinterestCheckunderstandingofsituation/needs,Simple,clear,concise?Doesitmeettheneeds?Doesitsuggestaction?IndicatethatthebenefitsofProposalcansatisfyneeds,Whodoeswhat,when,whereGiveassuranceit’spracticalAnticipatequestionsandobjectionsFeature-Benefit-NeedEnsureUnderstanding,Reinforcethatourideagiveshim/herwhathe/sheneedsCheckhis/herunderstandingofthekeybenefitsmatchinghis/herprincipalneeds,OfferachoiceGetadecisionSuggestsomethingwecandoUsesilence,ObjectiveSetting,S.M.A.R.T,導引需求,再次強調好處,提案,取得首肯,鞏固結果,設定目標,降龍六式,12mins30sec6mins1min30sec,9,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,訂定一個“聰明”的目標ObjectiveSetting,SMART!,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,10,為什麼要設定目標呢?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,11,知道自己想要達成什麼較有鬥志較有時間的壓力,,較容易達成目標,為什麼要設定目標?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,12,設定目標前先了解,公司目標是什麼?你的整體事業目標是什麼?產品群目標是什麼?你的客戶的目標是什麼?你的個人目標是什麼?大部份客戶的目標是什麼?目前每個目標的達成如何?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,13,目的,成功標準,方法,設定目標練習,每個人訂出一個最重要的目標-針對一個重要的客戶且在未來十二個月內需要完成的將下列事項寫在白紙上:每個人針對所負責的客戶訂出今天會議的目標針對這個客戶我想要達成什麼?五分鐘-將目標寫在白紙上,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,14,檢視“聰明”的目標,,,以明確的方式來訂定預期的成果有比較的標準不會造成誤解上司與下屬都能清楚了解有共同的標準來幫助測量,使個人發揮潛能使企業發揮潛能,所謂達成目標有明確的數量化指標化表現有助於評量,何時後續跟進回顧行動,維持動機不能太簡單與下列有所關聯公司整体產品品類客戶,S明確M可衡量A有挑戰性R實際的T及時的,,,,,,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,15,,目標的設定,重點摘要所有的目標都必需符合“聰明”的原則若不符合“聰明”原則,就不是一個目標卓越的表現是來自“聰明”目標的領導請將目標轉化為行動,SMART!,只是說說想想,16,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,,導引需求UnderstandingtheNeeds,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,17,StructuredCommercialSelling,UnderstandtheNeeds,ReinforceKeyCommercialBenefits,TheCommercialProposition,AgreementtoProceed,SecuringtheResult,CurrentconditionsCustomerneeds-establish,create,confirmQuestioning/listeningOpportunitiesforbenefitsConfirmcontactinterestCheckunderstandingofsituation/needs,Simple,clear,concise?Doesitmeettheneeds?Doesitsuggestaction?IndicatethatthebenefitsofProposalcansatisfyneeds,Whodoeswhat,when,whereGiveassuranceit’spracticalAnticipatequestionsandobjectionsFeature-Benefit-NeedEnsureUnderstanding,Reinforcethatourideagiveshim/herwhathe/sheneedsCheckhis/herunderstandingofthekeybenefitsmatchinghis/herprincipalneeds,OfferachoiceGetadecisionSuggestsomethingwecandoUsesilence,ObjectiveSetting,S.M.A.R.T,導引需求,再次強調好處,提案,取得首肯,鞏固結果,設定目標,降龍六式,12mins30sec6mins1min30sec,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,18,需求是什麼?,需求慾望,,,,主要的,支持的,LOYALTY,EFFICIENCY,IncreaseSales,ReduceCosts,Profit,CommercialNeeds,,,,,,,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,19,如何導引需求?,,,,LOYALTY,EFFICIENCY,IncreaseSales,ReduceCosts,Profit,CommercialNeeds,,,,沒有一個提案能滿足所有的需求,所以要針對提案來引導出某幾項符合的需求,傾聽,問問題,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,20,“問問題”,要靠問問題來再次確認需求,因為一段時間其需求可能已經改變要先設計好問題,並讓客戶自然回答出你已預測好的需求(答案)不要咄咄逼人,要自然一點問完問題不要插嘴,要仔細聽客戶的回答,?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,21,“問題”開放式的問題封閉式的問題探索式的問題引導式的問題,?,“問問題”的種類,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,22,開放式的問題,?,型式目的例子開放式廣泛性問題可鼓勵客戶說話什麼?何時...?為何...?如何...?何地...?誰...?哪個...?告訴我有關於...?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,23,封閉式的問題,?,型式目的例子封閉式得到明確答案和檢查事實你的店有自己的促銷活動?有誰需要核准?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,24,?,探索式的問題和引導式的問題,型式目的例子探索式用來探索一個觀點你為何這麼說?你認為呢?導引式用來彙整結論所以我們說的是...?如果我了解的沒錯...?所以我們都同意順序是...?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,25,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,確認聽到的事實,事實及需求,較深入一些的資料,一般的資訊,開放式的問題-,探索式的問題,封閉式的問題,導向結論式的問題,結論,聆聽,漸進式的“問問題”,上次On-pack促銷如何?,你覺得那是因為...,你支持在主要品牌做On-pack?,所以你說的是.....................?,聆聽,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,26,個別工作寫下主要問題和你想要的理想答案用隧道式方法來設計問題,二人或三人一組20分鐘準備,,,方法,時間,,目的,設計主要問題，這些問題是你想要用來支持提案的,練習,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,27,工作表,主要問題以確認需求,理想的回應,,提案,,,,隧道式方法以獲得回應,,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,28,OpenQuestions,?,TypePurposeExamplesOpenBroaddiagnosticquestionswhichWhat?encouragethecustomertotalkWhen...?Why...?How...?Where...?Who...?Which...?Tellmeabout...?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,29,ClosedQuestions,TypePurposeExamplesClosedUsedtoobtainaspecificanswerDoyouroutletshavelocalandtocheckfactspromotionalactivity?Doesanyoneelseneedtoapprovethis...?,?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,30,TypePurposeExamplesProbingUsedtoexploreapoint.Whatmakesyousaythat?Inwhatwaydoyouthink?LeadingUsedtosummarise.Sowhatyouresaying...?IfIunderstandcorrectlythen...?Sowehaveagreedanorderof...?,?,ProbingAndLeadingQuestions,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,31,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,ConfirmFacts,Facts,SpecificInformation,GeneralInformation,,OpenQuestions-,"Howeffectivearelinksavepromotions?",ProbingQuestions,"Whydoyouthinkthatis",ClosedQuestions,"Soyoudosupportlinksavesonbigbrands?",RhetoricalQuestions,"Sowhatyouaresayingis.....................?,Summarise,Listen,Listen,QuestioningSkills:Funnelling,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,32,如何導引需求?,,,,LOYALTY,EFFICIENCY,IncreaseSales,ReduceCosts,Profit,CommercialNeeds,,,,沒有一個提案能滿足所有的需求,所以要針對提案來引導出某幾項符合的需求,傾聽,問問題,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,33,,,,75%你說的話直接進入耳朵,且從另一隻耳朵出來,,聆聽技巧,有聽沒有到,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,34,評估-在說話者完整陳述前就決定正確與否“女人開車很恐怖”……,聆聽,"但我的經驗是女人其實比男人小心",跳到結論-聆聽者把空白處填滿，並得到錯誤結論“聯合利華客戶經理將於星期五拜訪”……,(許多人認為此人是男人!)她會來處理這件事情,但現在也該是時候有人為他們抽煙的權利而站起來了,別人想得和我一樣-認為別人有相同信念!我們都知道應該禁止抽煙者做這做那........(繼續嚴禁),GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,35,TheClosedMind-聆聽者拒絕聽到和他們長久信念不同的事所以聆聽是選擇性的LackOfAttention-多數人想得比說得快三至四倍-有時他們不專心人們多常說完整的句子?他們有幾次是不正常的?ExcessiveTalking-愛上別人的聲音!你多常說得比講話者多，為的是要表達你的觀點LackOfHumility-認為此人講的話沒什麼好聽的Fear-害怕改變害怕聽了別的觀點，你必須也改變自己的觀點,聆聽,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,36,聆聽以了解，非作對表現你正在聽的風度假定其它人說的話是重要的做筆記-不要忽視或輕視,聆聽,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,37,如何導引需求?,,,,LOYALTY,EFFICIENCY,IncreaseSales,ReduceCosts,Profit,CommercialNeeds,,,,沒有一個提案能滿足所有的需求,所以要針對提案來引導出某幾項符合的需求,傾聽,問問題,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,38,“導引需求”黃金原則,70:30原則(兩耳一嘴)別打斷別自己回答別一次問兩個問題,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,39,StructuredCommercialSelling,UnderstandtheNeeds,ReinforceKeyCommercialBenefits,TheCommercialProposition,AgreementtoProceed,SecuringtheResult,CurrentconditionsCustomerneeds-establish,create,confirmQuestioning/listeningOpportunitiesforbenefitsConfirmcontactinterestCheckunderstandingofsituation/needs,Simple,clear,concise?Doesitmeettheneeds?Doesitsuggestaction?IndicatethatthebenefitsofProposalcansatisfyneeds,Whodoeswhat,when,whereGiveassuranceit’spracticalAnticipatequestionsandobjectionsFeature-Benefit-NeedEnsureUnderstanding,Reinforcethatourideagiveshim/herwhathe/sheneedsCheckhis/herunderstandingofthekeybenefitsmatchinghis/herprincipalneeds,OfferachoiceGetadecisionSuggestsomethingwecandoUsesilence,ObjectiveSetting,S.M.A.R.T,導引需求,再次強調好處,提案,取得首肯,鞏固結果,設定目標,降龍六式,12mins30sec6mins1min30sec,40,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,取得首肯AgreementtoProceed,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,41,取得首肯,總結客戶自己所說出的幾項需求用一句簡單的問話告訴客戶你接下來的提案,可以滿足他所提到的部份需求(一一列舉)等候客戶的反應回答YES!!則繼續下一階段回答NO!!則必須重新回到了解需求的步驟,42,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,提案CommercialProposition,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,43,特色Feature,特色就是產品本身的表樣,與其他物品的差別市場佔有率很高第一品牌廣告很多公關行銷活動聯合利華大公司,那又怎樣?,U,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,44,特色有哪些?,和產品相關包裝成份容易打開的包裝新味道和陳列相關有吸引力的設計容易補貨和促銷相關划算(經濟實惠)降價促銷和市場相關市場領導者市場每年成長20%,那又怎樣?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,45,有效的連結語:那會給你…所以...那將會給你...所以你得到...因此...導致...使能夠...另外一方面...使你能...此外...,是“特色”還是“好處”?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,46,好處Benefits,好處與特色的最大不同,就是它將產品的表象或事實,轉化成對客戶相關的利益客戶只在意提案對他的好處,而不是對消費者的,或對你的公司的對客戶而言,好處就是你滿足了他的需要了解客戶需求(主要,支持,獨特,個人的)並將提案的重點,塑造成對他的好處(以滿足需求),GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,47,這個有吸引力的新品可抓住消費者的眼光，並創造更多銷售此新品滿足你目前缺乏價格帶，將使你提供消費者更多的服務此促銷是為了增加你的銷售，那代表更多的利潤和現金流量增加銷售吸引更多消費者節省時間,減少缺貨產生更多利潤降低成本,$,好處有哪些?,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,48,特色-顧客好處-顧客需求,聯合利華提案,特色,客戶好處,客戶需求,計畫或產品特色,希望的結果,好處符合需求,已界定的問題,,,,,客戶,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,49,玩過撲克牌遊戲“心臟病”嗎?,客戶需求層級-主要-支持-獨特-個人,提案的好處,心臟病!!,,,你必須能回答這樣的問題:如何將我提案的特色，轉換成對客戶的好處這使你更把焦點放在客戶身上,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,50,把特色轉換成客戶好處,,確定你提案的特色已儘可能轉換為客戶好處用工作表寫下你提案的特色用連結句把這些轉化成對客戶的好處確定好處符合於客戶的需求二人或三人一組20分鐘相互檢視是否所提之企劃案符合需求,目標,方法,時間,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,51,工作表,,,,提案特色,客戶好處,客戶需求,,,提案重點,52,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,“數字化”的提案CommercialProposition,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,53,數字化的提案,什麼是數字化的提案提供的“好處”要能夠衡量數字要“大”才能引起興趣,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,54,數字化的提案,在你的提案裡放一些客戶在意或看得懂的數字從客戶或產品品類的角度來分析:額外增加的?從其它產品或客戶搶來的?我們必須知道客戶如何來衡量利潤儘量不要去強調“價格”,,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,55,你的提案將影響到客戶的銷售表現,我們的提案將影響到:-產品品項產品區隔聯合利華供應商競爭對手客戶自有品牌貨架生產力庫存水準交易條件,我們應該了解:-何謂搶到業績?何謂搶到自己人的業績?何謂額外增加業績?(incremental)何謂擴大或縮小市場價值?(tradeup/down),GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,56,搶業績與額外增加業績,我們的提案會對客戶業績造成是正面或負面的影響?你的客戶將會想知道:額外增加的業績有多少?從其它客戶或產品搶到的業績有多少?從哪裡搶來的?對產品品類的影響?銷售量銷售額現金毛利(cashmargin)毛利率…..等等,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,57,現在,提案本身所能增加的部份,搶到公司其它產品或客戶的部份,未來,,,,,,,,額外增加,,注意銷售額及利潤額外增加的情形,搶業績與額外增加業績,100,130,-20,50,Steal,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,58,感覺才是真實,如果客戶能感覺到你的提案的價值,那你的提案就真的有價值.如果客戶不能感覺到你的提案的價值,那你的提案就真的沒有價值.數字化的提案即在於影響客戶對於提案真實價值的感覺.若你的提案只對聯合利華有利,客戶是不會感興趣的,開始用客戶的語言來與客戶溝通,GlendinningManagementConsultants2001Ref:f:\Work\UnileverKAMFoundationTraintheTrainer\UnderstandtheNeeds,59,數字化的提案,直接了當:你的現金毛利將會增加一萬五千元到二萬一千元之間大膽預測:同時評估最壞的情形或最好的情形-你的提案應是在兩者之間.不要害怕讓你的客戶知道你的作業及假設.使用圖表來