大客户销售谋略. objective of workshop understand characteristics of major account selling...

大客户销售谋略大客户销售谋略

Objective of Workshop

• Understand Characteristics of Major Account Selling Strategies in Whole Lifecycle, thus to+ Shorten bid-to-win ratio+ Shorten selling cycles+ Minimize discounts and negotiated concessions+ Establish clear, unique business value with the customers+ Reduce selling costs through more effective sales strategies+ Increase sales per employee

- Develop expected relationship with the customers. Eg. Strategic Partnership etc.

Agenda

• Day 1+ How the Customer Make Decisions+ SPIN Question Strategy+ Account Entry Strategy+ Understand Your Customer & Their Business+ How to Make Your Customers Need You

• Day 2+ Influence the customer’s choice+ Differentiation & Vulnerability+ Overcoming Final Fears+ Sales Negotiation+ How to Ensure Continued Success

客户是如何做决策的

How Customer Make Decisions

• The Research Base

• The Customer Decision Process

• Account Strategy in the Recognition of Needs Phase

• Account Strategy in the Evaluation of Options Phase

• Account Strategy in the Resolution of Concerns Phase

• Account Strategy in the Implementation Phase

• Summary

Overview of Major Account Sales Strategy

• Sales Strategy should be about customers and how to influence them.+ Understanding and Well Prepared are mandatory to form a

effective sales strategy• Customer Behavior goes through three distinct phases in

making a major purchasing decisions+ Recognition of Needs+ Evaluation of Options+ Resolution of Concerns

• A fourth phase, follow-up in implementation phases, if it is well handled, can generate significant additional sales opportunities.

• Each of four phases required a different set of strategies and skills.

What is Sales Strategy & What is Major Account

• Sales Strategy + A way of thinking and directing your actions to

effectively influence customer purchasing decisions.• Focus on Understanding Customer Behavior• Not Procedure or technique

• Major Accounts+ 20/80 rules+ New Customers+ Potential Customers

Exercise: A Typical ERP Deal Lifecycles

• What is typical ERP Deal Selling Cycles+ Customer Decision Process

• Who is Major Account of ERP S/W+ Traditional Mfg+ Others

Customer Decision Process Research Base

• Neil RackhamHuthwaite+ 35,000 sales calls in 27

countries+ 10,000 sales + SPIN (Situation, Problem,

Implication, Need Pay-off)Decision

I:Recognition Of

Needs

VChange Over

Time

IVImplementation

IIIResolution Of

Concerns

IIEvaluation Of

Options

Buyer Cycle

Customer Decision Process

A Typical Purchase Decision

• New Purchase Request Of Procurement Department

• What A Procurement Manager Say:+ Problem, Dissatisfaction, can not solve with existing

equipment or supplies+ Spec.; Objective; Must & Wants; Vendor Selection+ If decision is big; carefully resolve all concern.

Exercise 1. Procurement Process

• Read Appendix A: Procurement Process

• Do you know it before, and how you know which phase you are in while you bid, and your strategies on each phase.

• 10 minutes

Account Strategy in the Recognition of Needs Phase

• The Most Effective Selling Strategy During the Phase:+ To uncover dissatisfaction in the account and to develop that

dissatisfaction until it reaches the critical mass.

• When dissatisfaction reaches a sufficient level of intensity or urgency, the account makes a decision to change.

• Success sales asks a lot of questions during sales calls than do their less successful colleagues

Questioning Skills (SPIN)

Account Strategy in the Evaluation of Options Phase

• The Most Effective Selling Strategy During the Phase:+ To Centralize On Understanding, Influencing, and

Responding to Customer Decision Criteria.• Differentiate your solution with your competitors is

one of your effective selling strategy.• Common Faults during the period is failure to

recognize that a shift has taken place in customer concerns.Not try to uncover customer guideline, or criteria, for making the decision.

Account Strategy in the Resolution of Concerns Phase

• The Most Effective Sales Strategy During the Phase+ To uncover and help resolve perceived risk

• Last minutes fears and concerns arises that can block the decision or cause customers to re-open discussions with competitors.

• A successful sales normally works to uncover and resolve issues that are troubling the customer, even if these issues are uncomfortable and difficult to discuss.

• Negotiation is key selling tool of the phase.

Account Strategy in the Implementation Phase

• Most Effective Strategy of the Phase+ Follow-up after post implementation leads to

continued success.+ Very Few major sales stop when the customer signs

the contract.

How to build up long term relationship with the customers?

Think About How to Build Up Strategic Relationship with the Customer?

Customer Decision Phases

Decision Phase Typical Customer Concerns During the Phase

Sign that the Phase is Over and the next phase are starting

Common Strategies errors in this phase

Recognition of Needs

-How we a problem-How big is it-Does it justify actions

Customer accepts that the problem is severe enough to justify changed and therefore decides to take actions

•Failure to investigate/develop customer needs•Making product presentations too early

Evaluation of Options

-What criteria should we use in making a decision- Which competitor best meets our criteria?

Customer has a clear decision mechanism in place and has used it to select 1 or more final contenders

• Failure to uncover customer’s criteria•Little attempt to influence/change stated criteria

Resolution of Concerns

-What are the risks of going ahead?-What if it goes wrong?-Can we trust these people?

Customer make the purchasing decisions

• Ignoring concerns in the hope they’ll go away.•Pressuring the customer to make a decision

Implementation - Are we getting value from the decision?

- How quickly will we see the results

New needs and dissatisfactions arise

•Failure to treat implementation as a sales opportunities•Failure to anticipate vulnerable implementation points

强大的销售工具 ——提问策略

准备

SPIN Questioning

• Situation Questions+ Questions that gather data and background facts.E.g: How many people do you employ?

What’s your present ERP system?

• Problem Questions+ Questions that uncover problems, difficulties and dissatisfactions.E.g: Are you happy with existing ERP system?

Does the existing ERP system has reliability problems.?

• Implication Questions+ Questions that explore the consequences or implications of customer’s problemE.g. Does this problem leads to increased costs

As a result of the problem, do we get more down time.

• Need-payoff Questions+ Questions that explore the value or usefulness of solving a problemEg. Why is it so important to you….?

Would it be useful if …?

Implied Needs, Explicit Needs, Benefit, Advantage, Features

• Implied Needs+ Statement by the customers about problems, difficulties or dissatisfactions with the existing

situation.Eg. I always get behind schedule. We have been lost a lot of money in this

area.

• Explicit Needs+ Statements of a customer’s wants or intentions.

Eg. What I need is… I want some to …

• Benefits+ Statements which show how a product, a product feature or advantage meet explicit need

which has been stated by the customer.Eg. You have said you need fast turnaround, we can give it to you by the end of the month

• Advantage+ Statement showing how a product, product feature can be used or help the customer. Most

advantages can be expressed in the form : because of … feature, you can ..” Eg. Because of our ERP product finance module, you can get ….

Our new model can save additional 8% material cost.

• Features+ Characteristics of a product or servicesEg. This unit cost $400. This is a closed loop feedback system.

SPIN Form

Situation Question

Problem QuestionImplied Needs

Explicit Needs

Implication Question

Need-Payoff Question

Benefits

Advantage

Feature

Normal Sales Call Planning Form

Situation:

The background information I need before probing for the problem:------------------------------------------------------------------------------------------------------------------------------------------------------------

Problems

The difficulties the customerhas that I could solve.

------------------------------------------------------------------------------------------------------------------------------------------------------------

Implications

“Knock on” effects for each problem stated

------------------------------------------------------------------------------------------------------------------------------------------------------------

PayOf

The Value to the customer of solving these problems.----------------------------------------------------------------------------------

SPIN Questioning Strategy

Situation Question

ProblemQuestion


Need Pay Off Question

• Achieve fact finding objectives• Have low selling impact• Useful at focus of receptivity

• Achieve uncovering dissatisfaction objectives• Have moderate selling impact• Useful at focus of dissatisfaction

•Achieve Objective s of developing and channel satisfaction• Have high selling impact• Useful at focus of dissatisfaction and focus of power

• Achieve objectives of rehearsing and selectively channeling customer attention• Have high selling impact• Useful at focus of dissatisfaction and focus of power

强大的销售工具理解你的客户

准备

Account Fundamental

• Ownership

• Location

• Corporation Actions

• Financial Performance

• Future Prospects

• Timing

• Organization

• Top management cadre

Understanding Your Customers :

Organisation Structure & Dynamics

Objectives

• Purpose+ Provide a framework for better understanding of the client’s organisation

and how they make decisions

• Output+ Organisation Map & People Profiles

• Benefits+ Improve your view into the client’s organisation for improved relationship

management+ Develop relationships with the right people who can provide insight and

direction

Key Components of Understanding Customer’s Organisation

Macro

•Formal Structure

•Political Structure

•Inner Circle

•Influence Networks

Micro

•Coverage

•Status

•Decision Orientation

•Innovation / Change

Maslow’s Hierarchy of Needs

Physiological

Safety

Belonging

Esteem

Self-Actualisation

Character Profile

Maslow

Adaptability

Decision Orientation

Levels of Contact

Your Position

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Maslow’s Hierarchy of Needs

Physiological

Safety

Belonging

Esteem

Self-Actualisation

SA : Self ActualisationE : EsteemB : BelongingS : SafetyP : Physiological

Mapping Needs

SA : Self ActualisationE : EsteemB : BelongingCEO

Senior VPSales &

Marketing

Senior VP CFO

VP FieldOperations

Marketing Director

Director ofR&D

Director ofMfg.

Directorof IT

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SA

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Adaptability to Change - Technology Adoption Lifecycle

Innovators

Visionaries

PragmatistsConservatives

Laggards

Adaptability to Change

Innovators

Visionaries

Pragmatists

Conservatives

Laggards Status Quo

Reference Sites

What They Want What They Buy Your Value Proposition

Not to be left behind

Evolution Solve Problems

RevolutionRecognition

State of the art TrialsTests

Customised Solution

Total Solutions

Industry standards at low price with no risk

Enhancement of existing services

Product excellenceInnovation

FutureCompetitive Advantage

Return on InvestmentGuarantees

Investment protection

Mapping Adaptability to Change

I : InnovatorV : VisionaryP : PragmatistC : ConservativeL : Laggard

CEO

Senior VPSales &

Marketing

Senior VP CFO

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Marketing Director

Director ofR&D

Director ofMfg.

Directorof IT

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Decision Orientation

“On what factors does our client base their decision on ?”

Financial$

Financial$

Technical T

Technical T

RelationshipR

RelationshipR

BusinessB

BusinessB

Mapping Decision Orientation

B : BusinessR : RelationshipF : FinancialT : Technical

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Level of Contact

No Contact

!

No Contact

!

Brief Contact

%

Brief Contact

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Multiple Contacts

*

Multiple Contacts

*

In-Depth@

In-Depth@

“How often do we meet with our client ?”

Mapping Contact Coverage

! : No Contact% : Brief Contact

* : Multiple Coverage@ : In-Depth

*

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Senior VP CFO

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Your Position

EnemyX

Non-Supporter

<

Neutral#

Supporter>

“Where are we with the client ?”

MentorM

Mapping Our Position

X : Enemy <: Non-Supporter # : Neutral> : SupporterM: Mentor

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Senior VP CFO

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Position in Organisation & Influence

InnerCirclePolitical

Structure

InfluenceStructure

PhysicalStructure

Position

Influence

Mapping The Informal Structure

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Inner Circle and Political Structure

Inner Circle Political Structure

Business Value

Define the organisation’s businessobjectives and strategy

Responsible for executing the objectives and strategy

PhilosophyDefined organisation’s culture based on their philosophy and values

Understand and assimilate into the organisation’s culture

View policy and procedures as a guideline

Recognised as consistentlysuccessful in the past and sought out by others for advice

Recent successful performance instilsconfidence in their abilityto handle new, highly visible projects

PartnersCentre of the organisation’sinformal communications network

End nodes of the informal communicationnetwork collection and providinginformation to the inner circle

TrackRecord

Trust & Influence Networks

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Exercise III : Mapping The Organisation

Take 20 minutes to analyse your customer.

Mapping Your Clients

Step 1 : Define the formal Organisation Structure

• For each individual :

Step 2 : Identify their needs levelStep 3 : Identify their adaptability to changeStep 4 : Identify their Decision OrientationStep 5 : Identify your level of contactStep 6 : Identify your position

Step 7 : Present your map to your account team

强大的销售工具

——了解你的客户的业务

准备

• Objectives+ To build an overview awareness of customers

business activities+ To know how to track customer information+ To know where to find customer information+ To know how to use frameworks to keep track of

customer’s business

Understanding Your Customer’s Business


• Collect & Monitor Information from HP Sales

• Track local news and media

• Track your customer’s competition

• Keep a diary of events

• Read Customer’s Annual Business Report / Financial Statements

• Go to : www.economist.com


• Business Performance Factors : + Political, Economical, Social, Technical

• Customer Business Structure Map :+ Systems, Style, Staff, Strategy, Skills, Staff and

Shared Vision+ 7s Model

• Summary+ Understand how to track customer’s business

information

+ Use PEST & 7S model

+ Know where to get customer information


进入客户策略 ——追根溯源

投标前阶段

Account Entry Strategy: Getting to Where It comes

• The Purchase Channel• Where is the Decision Maker• Entry Strategy• The Three Focus Points of an Entry Strategy• The Focus of Receptivity• The Danger of Receptivity• Moving From Receptivity to Dissatisfaction• Identifying the Focus of Dissatisfaction• Influencing the Focus of Dissatisfaction• Moving to the Focus of Power• Selling at the Focus of Power• When the Focus of Power Changes• Developing Entry Strategies

The Purchasing Channel

• Routine Account Penetration ChannelSales -> Gate Keeper -> Influencer -> Decision Maker

• Hardest way to allocate purchase channel for a new innovative products and services in Selling Cycles

E.G. Mfg. Barcode Printing Outsourcing Solution

• Success sales normally find a focus (sponsor) within account helping him move towards a point from which they should begin developing needs.

• 3 focus model for successful people to find sponsors• The focus on receptivity• The focus on dissatisfaction• The focus on power

Where is decision maker

• Exercise + Who is the decision maker for ERP project bid.

• CEO• CFO• CTO

or others.

What is your passing experience to connect to decision maker?

Entry Strategies

• Successful people tended to seek a sponsor+ Sponsor

An Individual within the account who helped them, advised them, and if necessary, represented them in place where they could not gain access

Not only individual, But more a particular function or area of an account as sponsor. Focus

+ Focus

A “ Focus” Within Account – a person, a committee or a department who would help them move toward a point from which they could begin developing needs

The Three Focus Points of An Entry Strategy (I)

• Sales People normally could find sponsors from 3 focus points:+ The focus of receptivity: the point in an account

where there were receptive people who were prepared to listen sympathetically

+ The focus of dissatisfaction: the point in an account where there were people unhappy with the present system or supplier.

+ The focus of power: the elusive point in an account where there were people able to make decision.

Especially for account, no purchasing channel existed.

Entry Strategy Model

Focus of ReceptivityFocus of

DissatisfactionFocus of Power

Leads you to

Leads you to

The Individual, functional area or location most likely to

-Listen receptively

- Provide you with information

The Individual,functional area or location most likely to

- Perceive problems and dissatisfaction in an area where you can help.

The Individual,functional area or location most likely to

- Approve action

- Prevent action

- Influence action

The Focus of Receptivity

• Easiest starting point for your account penetration+ The reason why they want to listen

• Objective of sales to focus on receptivity+ Find out information+ Gain access to focus of dissatisfaction

Danger of Focus of Receptivity

• Do not misinterpreted the interest as progress+ Remember your strategic objective is “ Information”

& “ Access”

• Danger of distraction

• Danger of misinterpretation

• Danger of presentation

Moving From Receptivity to Dissatisfaction

• Objective of Focus on Receptivity+ Gain access to person or function who probably not

satisfied• Use SPIN Situational question

E.G Do you know anybody in your company who’s experiencing problems in this areas…

- Less successful sales concentrated on impressing the receptive person.

- Focus of Receptivity, Focus of Dissatisfaction and Focus of Power may be same person.

Identify the Focus of Dissatisfaction

• Mindset to set your product in problem-solving terms to allocate focus of dissatisfaction.

• SPIN Questioning Skills

Influence the focus of dissatisfaction

• The objective of influence the focus of dissatisfaction

1. Uncover dissatisfaction and develop it to a point where the customer wants to take action

2. Use the dissatisfaction you’ve developed to gain access to the decision maker, either directly or by using your sponsor to sell on your behalf.

SPIN Call Planning Form

Moving to the Focus of Power

• Identify the focus of Power

• Direct or indirect interface with focus of Power

Selling at the Focus of Power

What’s typical characteristics of executive or high level manager+ Normally busy+ Objective oriented, value driven+ Confidence

• Danger of selling at the focus of power:+ Failure to do homework+ Failure to take control+ Premature meeting+ Inappropriate expectations

“Well Prepared & Understanding your customer is KEY”

Experience Sharing:How to make an appointment with VIP

• Set appointment with decision maker is difficult• How to get the face to face opportunities

+ Homework, dollarize the reason why the customer should do the business with you.

+ Send a four or five sentence letter to the customer detailing the dollarized bebefit of the product and promising a follow-up phone call.

+ The objective of the letter is to let the customer take the phone call

+ When you have the customer on the phone, suggest a meeting, then ask “is Tuesday at three OK” “ How about next Friday at three”“OK, great, the meeting will take about twenty minutes. See you at three, thanks”

This is typical a killer sales question because it leads to that precious appointment over 90 percent of the time.

Develop Your Account Entry Strategy

• First, Decide who is likely to be most receptive to product or services like yours.

• Approach receptivity and ask for meeting and ease receptivity fears on hard selling.

• Uncover information during the meeting• Locate the focus of dissatisfaction, setup the meeting, prepare a

question list which you’ll ask to uncover potential dissatisfaction• Conduct several meeting with your contact at the focus of

dissatisfaction. You’ll need to meet other individuals in order to justify involving people at the focus of power.The objective of the phase is to develop satisfaction

• Develop a sponsor at the focus of dissatisfaction either introduce you or represent you at the focus of power.

Case Study: How to penetrate to a medical account to sell you finance software

• Assume you are sales rep. in a finance s/w company, a Shanghai Stock Exchange listed company opened a new factory in your territory in 2002, you get information that the factory will have a new project to standardize its finance operation, you company are one of 2 top players in the area.

• Develop you account penetration strategies. The objective is to gain bid right for the project.

如何让你的客户需要你

认识需求阶段策略

认识需求阶段

Agenda

• Objectives for the Recognitions of Needs Phase• Uncovering Dissatisfaction• Setting Your Objectives• Planning Your Questions• Asking Situation Questions• Asking Problem Questions• How Problems Are Developed• Selling to the Focus of Dissatisfaction• Gaining Access to Decision Makers• Selling Indirectly to Decision Makers

+ Prepare Your Sponsor+ Need payoff Questions

• The SPIN Questioning Strategy

认识需求

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer CycleDecision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


客户意识到有新的购买需求。策略目标：1. 发现不满2. 扩大不满3. 根据客户的不满提供解决方案

Recognition of Needs

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer CycleDecision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


The account recognizes that a need exists which justifiesa purchasing action. Strategic Objectives:

1. Uncover dissatisfaction2. Develop dissatisfaction3. Selective channel dissatisfaction

Objectives for the Recognition of Needs Phase

1. Uncover dissatisfaction- Because without dissatisfaction there is no reason for the account

to buy.

2. Develop dissatisfaction- The dissatisfaction you uncover will increase to a level of severity

that causes the account to make a decision to act.

3. Selective channel dissatisfaction- The people in the account selectively feel dissatisfaction in those

areas where your products and services provide them with the best solutions

Uncover Dissatisfaction

How to uncover dissatisfaction?

Ask Questions to customer.

Pre-step of asking question:1) What problem your product can solve customer’s problem.

Not only technical feature of your product, think about business part of your product can help the customer.

2) Set your call objectives1) Build up relationship with specific focus people2) Collect the specific information which can help you moving forward.Objective should be specific and moving forward

Plan Your Questions

Two types of Questions 1) Situation Question

• Questions that collect effects about the account and individual within it.Typical Question: Do you own the system or lease it?

2) Problem Question• Questions that probe for problems, difficulties, or

dissatisfaction.Typical Question: What part of operation give you the most

difficulty.

From Psychology point, the customer get more motivated when you ask problem questions.

Planning more problem questions is more effective way to fulfill your call objectives.

Asking Situation Question

• Do your homework+ Annual Report, Media to get basic information

• Use the focus of receptivity+ Ask situation question of people at focus of receptivity, thus not

waste time in asking basic fact-finding questions.

• Spread the questions+ Do not try to ask all your situational question one time

• Earn the right to ask situation question+ The motivation of customer answering your situation question is

you can help customer to solve the problem. So make it clear your questions are motivated by an interest in the buyer’s problems and out of a desire to help solve them

Asking Problem Questions

• Small sale situation – the sale can be finished within a single call. Strategic Objective: To uncover the problem with problem questioning skills

• Large sales situation – the sale are more complicated.

Strategic Objective: To develop the problems after you uncover them.

How Problem Are Developed

After you uncover dissatisfaction with situation question and problem question, before you show where you product can solve or alleviate the problem, you need to develop the problem.

The tool is implication question:Implication question:

+ Questions that explore the consequences or implications of customer’s problem

E.g. Does this problem leads to increased costsAs a result of the problem, do we get more down time.

Selling to the Focus of Dissatisfaction

• Uncover the problem and develop the problem to the points where the customer want to take action Implication question is strong tool

• Gain access to the decision maker.+ Direct + Indirect

Selling Indirect to the Decision Maker (I)Prepare Your Sponsor

• If you can not get direct selling opportunity to the decision maker, you should use your sponsor at focus of dissatisfaction to sell to the decision maker on your behalf.

• Prepare your sponsor

• What will go wrong for your sponsor facing decision maker1. People will not remember all they’ve been told.2. People will never give somebody else message as

convincingly as they would give their own

Rehearsal & Their Own Language

Selling Indirect to the Decision Maker (II))Need-Payoff Question

Effective way to rehearsal of your sponsorwhile your sponsor facing decision maker on your behalf.

Need-Payoff Question!!

+ Questions that explore the value or usefulness of solving a problemEg. Why is it so important to you….?

Would it be useful if …?

SPIN Questioning Strategy

Situation Question

ProblemQuestion


Need Pay Off Question

• Achieve fact finding objectives• How low selling impact• Useful at focus of receptivity

• Achieve uncovering dissatisfaction objectives• Have moderate selling impact• Useful at focus of dissatisfaction

•Achieve Objective s of developing and channel satisfaction• Have high selling impact• Useful at focus of dissatisfaction and focus of power

• Achieve objectives of rehearsing and selectively channeling customer attention• Have high selling impact• Useful at focus of dissatisfaction and focus of power

Role Play: Prepare Your Sponsor In Front of Decision Maker

• Assume you get to focus of dissatisfaction, the Finance Admin. Manager, there will have a briefing meeting to CEO tomorrow afternoon in order to decided two invited companies of the coming closed bid.

• Your company are one of leading 3 finance s/w companies in the market.

• You set appointment with your sponsor this evening. • Now you are thinking how to prepare your sponsor, plan the evening

appointment.Assume evening appointment is coming:

Do a role play, one is sales rep. of the finance s/w company, one is the Finance Admin. Manager.

The Objective of the role play is to ensure your sponsor is comfortable to present you in front of CEO and add you in the bidder list.

15minuts

影响客户的选择

方案评估阶段的策略

方案评估阶段

Agenda

• Recognizing the Evaluation of Options Phase• Objectives for the Evaluation of Option Phase• How People Make Choices

+ Identify Differentiation+ Establish Relation Importance of Differentiators+ Judging Alternative Using Differentiators

• How Decision Criteria Influence Sales Success• Some Points About Decision Criteria• Influencing Decision Criteria

+ Developing criteria from needs uncovered earlier in the sale+ Reinforcing Crucial Decision Criteria You Can Meet+ Building up Incidental Criteria Where You Are Strong+ Reducing the Importance of Crucial Decision Criteria

• Overtaking• Redefining• Trading-off• Creating Alternative Solutions

• The Psychology of Handling Crucial Decision Criteria

Evaluation of Options

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer CycleDecision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Decision

I :Recognition Of

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VChange Over

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Buyer Cycle


The account decides to act and you hope to emerge as leading competitor during the phase. Strategic objectives of the phase will be:1. Uncover decision criteria2. Influence decision criteria3. Maximize perceived fit with decision criteria.

Recognizing the Evaluation of Options Phase

When we can determine the customer goes to Evaluation of Options phase

• Published specification+ RFP is broad + RFP is very detail

• Purchasing Committee

• Vendor Presentation

Objectives for the Evaluation of Options Phase

• Uncover decision criteria+ Find out which factors or criteria the customer intends to use to

make choice between vendors

• Influence decision criteria+ Introduce criteria or factors which should be important in making

the decision but which the customer may not have considered.

• Maximize perceived fit with decision criteria.+ Demonstrate to the customer that your product or service

adequately fits those criteria which will be used to make the decision

How People Make Choices

• The customer vendor selection process will go through following 3 clear stages:

+ Identifying differentiation

+ Establish the relative importance of differentiators

+ Judging alternative using differentiators

Identifying Differentiation

1. Identification ofdifferentiators

2. Establish relative importance

of differentiators

3. Judging of alternatives using differentiator

Identification of preferredalternative

The three psychological stages in the assessment of alternative choices

Stage: Customer Action Strategic Sales Objective

Customer forms criteria which allow the choices to be differentiated

Customer Assesses the relative importance of criteria and understands which are crucial to the decision and which are not.

Customer Compares alternative options to find“best fit” with criteria

• Uncover existing decision criteria• Suggest other appropriate decision criteria

•Increase relative importanceof criteria you meet well•Decrease relative importanceof criteria you don’t meet well

•Show how you product or Service meet decision criteria• Differentiate yourself from competitors in terms ofdecision criteria

Identifying Differentiators

• Differentiator is criteria the customer used to judge between alternatives

+ A effective differentiator consists of 2 elements

1. It allows the customer to differentiate

2. It relates in some way to the customer’s needs.

For Digital Camera

Differentiator: Price, Capacity, Capability, Quality…

For ERP software

What is buyer’s vendor selection differentiators?

Establishing Relative Importance of Differentiators

Reliability

Low Price

Flexibility

Delivery

Quality

Reliability

DeliveryLow Price

Flexibility

Quality

Customer thinks about needs and criteria, then decides which are most important

Crucial

Incidental

How Decision Criteria Influence Sales Success (I)

Decision Criteria for A Typical Successful Sale Customer’s Decision Criteria How customer Assessed the Successful Product

QualityReliabilityPrice

After SalesServices

Compatibility withexisting equipment

Crucial

Incidental

QualityPriceReliability

After SalesServices


Strong

Weak

How Decision Criteria Influence Sales Success (II)

Decision Criteria for A Typical Unsuccessful Sale Customer’s Decision Criteria How customer Assessed the Unsuccessful Product

Compatibility with existing equipmentPriceAfter sales services

Reliability Quality

Crucial

Incidental

QualityPriceReliability

After SalesServices


Strong

Weak

How Decision Criteria Influence Sales Success (III)

• Skillful Sales Rep. influence decision criteria to bring about a better fit with their products.

• Customer judgment sequence may revisit the previous steps when the customer meet difficulties at any step.+ Identify differentiators+ Establish relative importance of differentiators+ Judge alternatives using differentiators.

Decision Criteria Situation

• The account may set criteria before needs are fully established

• Customer may have preexisting criteria

• By developing needs you influence decision criteria

• Decision criteria live on after the sales.

Influence Decision Criteria

• Develop Criteria from needs uncovered earlier in the sales

• Reinforce crucial decision criteria you can meet

• Build up incidental criteria you are strong

• Reduce the importance of the crucial decision criteria you can not meet.

Reduce the Importance of Crucial Decision Criteria (I)

• It is hard to change a crucial criterion?1. The customer has thought about any issue which is perceived

as crucial.The people does not easily change opinions which they’ve thought about.

2. The issue is important to the customer The people is most resistant to change in areas they see as important.

• Four ways to reduce importance of crucial decision criteria1. Overtaking2. Redefining3. Trade-off4. Creating alternative solutions

Reduce Crucial Decision Criteria (I)Overtake

• To a crucial criterion (eg. Price) you can not meet is to take a criterion which can be met – preferably one which is already quite important to the customer – and increase its importance so that it overtakes price and replace it as more important criterion

Quality

Price

Delivery


Crucial

Incidental

Reduce Crucial Decision Criteria (II)Redefine

• When the customers tell you that a criterion is “important”, they are letting you know that it matters to them – and it is hard to change. So if you’re unable to meet the criterion well, do not make the mistake of trying to persuade a customer that it is unimportant.

• Attempts to talk people out of crucial decision criteria usually fail and often only make the criterion even stronger.

• Powerful tool - Redefine

Easy to use keyboard

Easy to use keyboard

Good TrainingSupport

User Friendly Software

Ease of Use Ease of Use

Redefined as

Reduce Crucial Decision Criteria (II)Trade Off & Creating Alternative Solutions

• Trading off is a useful method for handling any decision criteria which can be met only if the customer is preparing to make sacrifices in other important areas.Eg. special for pricing negotiation.

• Creating alternative solutions is final way to handle the criterion you can not meet, it need imagination and creativity.

•

Reduce Crucial Decision Criteria (IV) Psychology of Four Methods

Overtaking

Redefining

Trading Off

Creating Alternative Solution

• Recognize that it is dangerous to challenge a crucialcriterion and concentrates instead on building up the importance of other criteria.

•Allows the crucial criterion to remain important to the customer, but alters its definition so that the seller can meet it more easily.

•Accept the importance of criterion, but shows that thereare other factors which must be balanced against it.

•Recognize that the criterion is important and therefore searches out new and creative ways to meet it.

差异化以及薄弱环节更多的关于竞争性战略

方案的评估阶段

Agenda

• The Concept of Differentiation• What’s Unique about Micro-Differentiation• “ Hard” and “Soft” Differentiators• Competitive Strategy with “Hard” Differentiators• Speeding Up the Decision Cycle• Turning “Soft” Differentiators into “Hard”• The Expert Judge• Blurring “Hard” Differentiators• Using Differentiation in the Competitive Sale• Vulnerability• Vulnerability Analysis• What’s a Competitor• Strategies for Countering Vulnerability

+ Strategy 1: Change Decision Criteria+ Strategy 2: Increase Your Strength+ Strategy 3: Diminish Your Competition

• Two Successful Strategies for Talking about Competition+ Raising Weaknesses Indirectly+ Exposing Generic Weakness, not specific Ones

Competitive Differentiation

• The objective of competitive differentiation:+ To make your product distinct in the customer’s mind from other

available alternatives.

Marco Differentiation (Marketing Term Differentiation)- Likely to have the most impact on the majority of the buying

population of the target market.

Individual Variations in decision criteria is common for all sales case, the skillful sales need to differentiate their products effectively during the evaluation of option phase of sale.

Hard and Soft Differentiators

• Hard Differentiator: the differentiator can be objectively measured by the customer.Like price, size, weight, speed, compatibility or delivery.

• Soft Differentiator: the differentiator are relied on judgment or those can not be objectively measured.Quality, responsiveness, or standard of services, ethics, strategic alliance, philosophy alignment etc.

Competitive selling will keen to hard differentiator, but soft differentiators are equally or more important criteria than the “ hard” if the seller will need considerable skills and careful strategic planning.

In large deal, soft differentiator is one of important differentiator we need focus on.

Competitive Strategy with “ Hard” Differentiators

The ideal selling position is when your product has clear superiority in terms of “ hard” differentiators. As top competitor, you need

• Speed up the decision cycle

• Turn “ soft” differentiation into “hard”• When some “hard” differentiator, you are not good at, you

can take it and soften its outline, make it difficult for the customer to use as objective standard of judgment.

Eg. Print speed, continuous speed or speed for a one off requirement.

Using Differentiators in the Competitive Sales

The most effective way in competitive selling is to harden your soft differentiators, the way to harden your soft differentiator are

1. Define the differentiator+ Have the customers to define differentiator in their own words

2. Refine the differentiator• Adding to customer definition, to be effective, the refining must

build on the customer own attempt to define the “soft” differnetiator.

3. Re-position the differentiator• For the case, the customer judgment is only for hard

differentiator, you need to consider re-position your soft differentiator to make it hard.

薄弱环节• Vulnerability is a risk which your competitor is strong in the area

which is important to your customer, and you are weak in the area.

• Vulnerability analysis

Draw a customer viewed decision criteria and his ranking on you and your strong competitor.The obvious V is most vulnerability point.

Crucial

Delivery

Quality

PriceIncidental

Strong

Price

Quality

Delivery

Weak

Strong

Delivery

Price

QualityWeak

Your Customer DecisionCriteria

You Your Customer

Understand Competitior

• Who is our competitor, what is normal way to compete them in the market

• Are there any alternative solutions to the problem?

• Are there any alternative use of the budget?

3 strategies to countering Vulnerability

1. Change decision criteria

2. Increase your strength

3. Diminish your competition

Crucial

Delivery

Quality

PriceIncidental

Strong

Price

Quality

Delivery

Weak

Strong

Delivery

Price

QualityWeak

Your Customer DecisionCriteria

You Your Customer

Strategy #1 Strategy #2 Strategy #3

Change Decision Criteria

• Overtaking+ Build up a lesser criterion so that it becomes more important

than the crucial criterion you’re trying to reduce.

• Trading Off+ Balance the criterion against limitation, penalties, or

disadvantages which would come from meeting the crucial criterion.

• Redefining+ Alter the way in which the customer defines the criterion so that

it becomes easier for you to meet it.

• Creating alternative solutions+ Produce new and creative alternative way to meet crucial

criterion.

Increase Your Strength

To increase customer’s perception on your strength

1. Correct any misunderstanding

2. Negotiate

Diminish Your Competitor

The most dangerous and most difficult strategy of reducing your vulnerability is to attach the perceived strength of your competitor.

You have risk of losing your credibility, and other risks are

1. Lower your own image2. Open up areas you can not control3. Build the competitor importance.

Be Careful to use the strategies

Two Successful Way For Talking About Competition

• Raise weaknesses indirectly+ Like, when the customer ask your comments on

competitor pricing, you answer will be our product is more economical to fit the market need.The answer psychology is different.

• Expose Generic weakness, not specific one.+ When the customer ask discussion on competitor’s

specific potential weak area, the better way is to concentrate on the generic reason of the weakness, not on specific weakness itself.

Summary

• Differentiation + Hard differentiator+ Soft differentiator

• Competitive selling with differentiator

• Vulnerability & Vulnerability Analysis

• Strategies for countering vulnerability

• Two successful strategies for talking about competition.

战胜最终的恐惧 ——解决客户忧虑阶段的策略

解决忧虑阶段

Agenda

• Objectives for the Resolution of Concerns Phase • Resolving Concerns in the larger Sales• Risk in the Resolution of Concerns Phase• Consequences: The Risks of Going Ahead• What Causes Consequence Issues• Recognition: The Essential First Step• Some Early Warning Signals• Detecting Consequences Face-to-Face• Signs Which Suggest Consequences• Discrepancies: The Common Factor• How Do You Handle Consequences• Some Basic Principles• The Three Deadly Sins of Handling Consequences

+ Minimizing+ Prescribing+ Pressuring

• Handling Consequence Issues Successfully

Resolution of Concerns

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


Decision

I :Recognition Of

Needs

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Concerns

I IEvaluation Of

Options

Buyer CycleDecision

I :Recognition Of

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VChange Over

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Decision

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Buyer Cycle


Overcome final fears and concerns of the customer, the strategic objectives of Resolution of Concerns are

as follows• To find whether Consequence issues exists• To uncover and clarify any consequence issues• To help the customer resolve Consequence issues

Resolving Concerns in the Larger Sale

• Bigger Decisions

• More People

• More Competition

• Longer Selling Cycle

• More Implementation Issues

Risk of buyer: not only for purchase order, but also his career or other more important consequence.

Consequnces… The Risks going ahead.

Exercise

• Review the large sale you have participated, list 3~5 normal consequences which the buyer or decision maker normal consider before signing the contract, and the way you help the customer resolve it.

• 5 minutes.

What Causes Consequence Issues (I)

Price Concerns

ApplicationConcerns

Contact Contract

LevelCustomerConcern

Selling Cycle

How Price Concern Change

What Causes Consequence Issues (II)How the value equation changes

Solution

Saving

Benefit

Cost

What the customer gets

What customer must Pay

Buy Do NotBuy

Solution

Saving

Benefit

Cost

What the customer gets

What customer must Pay

BuyDo NotBuy

Extra

Risk

Hassle

Early in the SaleSellers build up what the customer gets At the decision nears

Customers start to worry about what they must pay

Recognition – The Essential First Step

• Consequence is difficult to recognize, because+ The consequences are often under the surface.+ When they do surface, they are often in the disguised form of a price concern.

• Some Early Warning Signals+ Large Decisions+ High Visibility Decisions+ Better Known Competitors+ Competitor’s account+ Different Technology

• Detect consequence face to face• Signs which suggest consequences

+ Resurface of previously resolved issues+ Unrealistic price concern+ Unjustified postponements.+ Unwilling to meet+ Withhold of Information

Common Factor: Discrepancy

How to Handle Consequences

• Do not ignore Consequences

• Build up relationship first

• Only the customer can resolve a consequence - you can not.

The Three Deadly Sins of Handling Consequences

• Minimizing + Making light of a customer’s concern by denying its importance

or by offering baseless reassurance• Minimizing does not solve the consequences.• Minimizing drives the consequences underground.• Larger consequences remain hidden

• Prescribing+ Pushing the seller’s own ideas, solutions and recommendations

for how the consequence should be solved.

• Pressuring+ Pushing the customer for information or decisions.

Handling Consequences Issues Successfully

• Consequences Issues are solved by discussion and confidence building+ Enhance communication to have the customer

resolve its consequences.Executive Coverage, Executive Visit

+ Due Diligence to prove your capability.+ Executive visit to enhance the commitment.

Exercise

• You are selling a finance software to a company, while your selling, the responsible customer project manager, the finance operation manager told you that the customer would like to do further investigation as they are not sure return of investment.

• Further discussion, you understand the finance operation manger is near retired, he is afraid the consequence of project failure.

• Customer formed a project office as well, project sponsor is CEO, and there are several project team members from function department, like rep. from IT department, rep. from account department.

• CEO has strong desire to implement finance software to improve the management of company finance, and reduce the cost.

• You have a successful similar reference in other province, and a development team in place.

• What’s your strategies to solve consequence.

销售谈判

—— 如何做出让步并达成一致

解决客户忧虑阶段

Sales Negotiation

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

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I IEvaluation Of

Options

Buyer CycleDecision

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Buyer Cycle


To approach decision, the sales rep. Negotiates withthe customer to reach an acceptable decision.

Negotiation Is not Selling

• Selling is purely persuasion, you do not change any terms of standard product.

• Negotiation is you have ability to vary terms in order to get an agreement.+ Like Price, Delivery, or Contract Terms.

Do not go to the trap: Negotiation Too Soon

Key Rule: Negotiate Late !!!

When not to negotiate

• Do not negotiate early in the selling cycle+ Negotiation should never be a substitute for selling

• Do not try to negotiate you way out of consequence issues or nonspecific concerns.+ Final fears will not go away with your negotiation

Negotiation: A costly way to resolve consequences.

Showstoppers

• Barriers to moving forward which can not be overcome by selling skills alone+ E.g. Exclusive Support of Your Supplier; USA

embargo listed countries, license etc..• Strategic advice to deal with showstoppers.

+ To verify the barrier is genuinely a showstopper.+ Deal with showstoppers relatively speedily.

Showstoppers are the only things you should negotiate during the Recognition of Need or the Evaluation of Options Phases.

Right Time for Negotiation

• No consequence, no showstopper.

• Questions asking yourself before negotiation+ Do I have authority to very terms?

Do not give the customer signs you can change everything.?

Negotiation

• An attempt by two or more parties to reach an agreement when the following 3 conditions are present+ Both parties can very the terms+ The resource is scarce+ Agreement and conflict exist simultaneously

The Overlapping Circles of Sales Negotiation

What YouWant

What the Customer

Wants

What YouWant

What the Customer

Wants

What You/ Customer

Wants

Every Sales negotiation looks like this

Not a negotiation; no common ground.

No need for negotiation; total overlap.

Short-term versus Long Term

• Some negotiation is around maximize short term advantage over a person you’ll never see again.+ Like Long Distance Bus; Train Station or Airport

This is a purely rare case

• Most of negotiation is around developing a solid basis for future business, long term.

Five Useful Ways in Negotiation

• Focus on areas of maximum leverage

• Establish and Narrow Range

• Plan and use questions

• Separate understanding from agreement

• Rigorously test for misunderstanding

Planned Concession !!!

Focus on areas of maximum leverage

• Understand decision criteria will led sales rep. to understand which concession areas will offer maximum leverage.

• Always asking question that “ how important will concession be to this customer?”

Besides price, quality, delivery, customer support, training will be other areas of maximum leverage.

Think about 5 minutes, give a list of decision criteria of customer, priority them, and plan your concession for your coming negotiation.

Establish and Narrow Ranges

• Set a range, gradually narrow the range, until both parties can agree on a fixed point with the customer.Why, Psychology, Logic way of concession1. Set your upper and lower limits2. Refine your upper limits in terms of customer expectations & competitive strength

1. The customer may walk away from the negotiation and decide not to negotiate further because your position is unrelistic.

2. You may create a credibility gap.3. If you initial point is too high, you may become vulnerable to competition

3. Refine your lower limits in the same way in order to arrive at realistic range1. You may be giving away margins2. If you lower limits is too low, you may create appetite for further concessions.3. If the bottom’s too low, then you’ve no way to go.

4. Negotiate, starting at the top of your realisitic range and making concessions in increasing smaller increments until you reach agreement.1. Start at or near the top of your range2. Make concessions in small incremental3. Signal the bottom by making increasing smaller concession.

Planning and Using Questions

• Questions reveal needs

• Question expose problems

• Question reveal strategic information

• Question control discussion

• Questions are an alternative to disagreement

• Questions give thinking time

SPIN Question Skills

Plan Your Question In Advance

• Uncover Information

• Reveal Underlying Needs

• Expose Problem

• Get agreement

Others for Negotiation

• Separate understanding from agreement.• Rigorously testing for misunderstanding• Advice from skilled negotiators

+ Make sure that each key point in an agreement is clearly understood by both sides.1. Any point to delicate to stand up to rigorous discussion

during the negotiation will never survive the strain of implementation after it.

2. Ambiguities worsen like a cancer, an ambiguity during the negotiation grows into a misinterpretation afterward, thus in turn, grow into the most fatal of all negotiating illnesses –mistrust.

3. You can not undo history, once mistrust exists, there is lasting damage

4. When you are negotiating, never let misunderstanding or ambiguities go unchallenged.

Summary

• Differentiate between selling and negotiating

• Do not try to negotiate Consequence issues

• Focus on areas of maximum leverage

• Establish and narrow your negotiating range

• Plan and Use Question

• Separate understanding from agreement

• Never allow misunderstanding to persist.

Agenda

• Why the Difference Between Selling and Negotiation is Important• The Key Rule: Negotiate Late• Negotiation: A Costly Way to Resolve Consequences• Showstoppers• The Right Time for Negotiation• Everybody Negotiates• Defining Negotiation• Studies of Expert Negotiators• Short Term versus Long Term• Focusing on Areas of Maximum Leverage• Establishing and Narrowing Ranges

+ Set Your Upper and Lower Limit+ Refine Your Upper Limits+ Refine Your Lower Limits+ Negotiate within Your Narrow Ranges

• Planning and Using Questions• Plan Your Questions in Advance• Separating Understanding From Agreement• Rigorously Testing for Misunderstanding• Why Negotiations Go Sour• A Final Word on Negotiation

Tips: Eight Ways to Negotiate with the Customer You Can Not Lose

1. Increase your controllable factors, and clearly understand the lower limit you can accept. Price is not only factor, you can consider more on R&D, RFP, Shipment & Payment, the more option you have, the more possibility you can win.

2. When you are attacked, do not be angry, listen first, to have the customer clearly express his opinion, you will get more valuable information from the customer conversation.

3. To minimize mistaken, and assure the customer that you are listening, you should stop timely and summarize results both entities achieved.

4. Understand yourselves need, too much sympathy to customer will weak your problem solving importance and cause concession.

5. Have the customer focused on achieving success of negotiation, and ensure solution win/win

6. Put most difficult problem at last.

7. High start-up point, Slow concession, always keep high expectation and remember, each compromise creates different values.

8. Do not be emotional , do not confront with the customer, and point out the customer emotional response is not acceptable.

Role Play: Final S/W Development Contract Negotiation

如何确保持续的成功 ---- 实施与客户维护策略

实施阶段

Agenda

• Objective of the Implementation Phase

• Stages of Implementation

• Motivation Dip

• Account Development + Why is Account Management so important+ Five simple strategies for account development

Implementation Phase

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer CycleDecision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Decision

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Buyer Cycle


In order to achieve continuous success, sales rep. will involve implementation, installation, after sales supportto success develop the customer as existing install baseand loyal customer via account management.

Stages of Implementation

Result

Effort

“ New-Toy” Stage Learning Stage Effectiveness Stage

Time

“ New Toy” Stage : A few simple success with little effort.

Learning Stage: Hard work but not much to show for it.

Effectiveness Stage: Full Results Achieved with much less efforts

Motivation Dip

Level ofenthusiasm

Implementation

The level of customer enthusiasm changes during the implementation process.

Motivation Dip: Customers’ enthusiasmDrop off rapidly as the customers enter the Learning stage.

Three Strategies to Overcome Motivation Dip

• Start before the contract is signed

• Involve the Customer

• Put in effort early.

Why Account Management So ImportantWhy Customers Leave?

• “Relationships” are a critical part of retention and loyalty

+ 15% of customers have left to find a better product+ 15% of customers have left to find a less expensive product+ 20% felt a lack of contact and individual attention+ 49% say contact from the vendors / supplier’s personnel was of

poor quality

+ Nearly 70% leave because they do not like the human side of doing business with the previous company

» Forum Corp. 1999

Five Simple Strategies for Account Mgmt

• Strategy 1: Develop, do not maintain

• Strategy 2: Document Good News

• Strategy 3: Generate Leads and References

• Strategy 4 : Reassess Your Understanding of Customer Needs

• Strategy 5: Influence Future Decision Criteria

Account Management

• Define Relationship Type

• Understand your customer and their business

• Value to customer

• Value to your company

• Competitive Analysis

• Account Planning with account team

• Executive Coverage

Summary of Workshop

Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer Cycle


Decision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Buyer CycleDecision

I :Recognition Of

Needs

VChange Over

Time

I VI mplementation

I I IResolution Of

Concerns

I IEvaluation Of

Options

Decision

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I I IResolution Of

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Buyer Cycle


Summary狼性 vs. Good Sales

• Sense+ A good sales should have strong sense like wolf, you need know where is big fish and how

to fish big fish.• Plan

+ With detail plan, you can achieve your objectives with less resources, selling is one of most objective driven tasks.

• Quick Response+ Opportunity is not that much, A good sales will not miss the opportunity and he always

quick response for a new opportunity , a customer request or a new change of environment. • Focus

+ Focus is key to win. Especially in tough selling period, facing critical people and impossible missions.

• Synergy+ To achieve stretch goal or fight big deal, a good sales does not only think about himself, but

also he relies on the team, he directs whole team to achieve the goal. He is an actor and more important he is a director.

谢谢 !

Meeting us on http://www.salesconsultant.cn

Presented

| Senior Consultant

ST.Luke Consulting Co., Ltd.

http://www.salesconsultant.cn/

大客户销售谋略. objective of workshop understand characteristics of major account selling...

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