1、大客戶銷售謀略,2003.10-11-10-12,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 sel

2、ling 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 Objective; Must carefu

3、lly 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 Stra

4、tegy 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

5、 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 w

6、ith 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,

7、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 troubl

8、ing 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

9、 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,強(qiáng)大的銷售工具 提問策略,準(zhǔn)備,SPIN Questioning,Situation Questions Questions that gather data and background facts. E.g:

10、How many people do you employ? Whats 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 co

11、nsequences or implications of customers problem E.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 problem Eg. Why is it so important to you.? Would it be useful if ?,I

12、mplied 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 customers w

13、ants 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 s

14、howing 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

15、 or services Eg. This unit cost $400.This is a closed loop feedback system.,SPIN Form,Situation Question,Problem Question,Implied Needs,Explicit Needs,Implication Question,Need-Payoff Question,Benefits,Advantage,Feature,Normal Sales Call Planning Form,Situation: The background information I need bef

16、ore 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,Imp

17、lication Question,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

18、 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,強(qiáng)大的銷售工具理解你的客戶,準(zhǔn)備,Account Fundamental,Ownership Location Corporation

19、 Actions Financial Performance Future Prospects Timing Organization Top management cadre,Understanding Your Customers : Organisation Structure USA embargo listed countries, license etc. Strategic advice to deal with showstoppers. To verify the barrier is genuinely a showstopper. Deal with showstoppe

20、rs 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

21、 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,

22、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

23、 over a person youll 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

24、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 im

25、portant 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

26、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 concession Set your upper and lower limits Refine your upper limits in terms of customer expectations & competitive strength The customer may walk awa

27、y from the negotiation and decide not to negotiate further because your position is unrelistic. You may create a credibility gap. If you initial point is too high, you may become vulnerable to competition Refine your lower limits in the same way in order to arrive at realistic range You may be givin

28、g away margins If you lower limits is too low, you may create appetite for further concessions. If the bottoms too low, then youve no way to go. Negotiate, starting at the top of your realisitic range and making concessions in increasing smaller increments until you reach agreement. Start at or near

29、 the top of your range Make concessions in small incremental 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 disag

30、reement 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

31、sure that each key point in an agreement is clearly understood by both sides. Any point to delicate to stand up to rigorous discussion during the negotiation will never survive the strain of implementation after it. Ambiguities worsen like a cancer, an ambiguity during the negotiation grows into a m

32、isinterpretation afterward, thus in turn, grow into the most fatal of all negotiating illnesses mistrust. You can not undo history, once mistrust exists, there is lasting damage When you are negotiating, never let misunderstanding or ambiguities go unchallenged.,Summary,Differentiate between selling

33、 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

34、 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 R

35、anges 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

36、 on Negotiation,Tips: Eight Ways to Negotiate with the Customer You Can Not Lose,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

37、you can win. 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. To minimize mistaken, and assure the customer that you are listening, you should stop timely and summarize resul

38、ts both entities achieved. Understand yourselves need, too much sympathy to customer will weak your problem solving importance and cause concession. Have the customer focused on achieving success of negotiation, and ensure solution win/win Put most difficult problem at last. High start-up point, Slo

39、w concession, always keep high expectation and remember, each compromise creates different values. 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,如何確保持續(xù)的成功 -實(shí)施與客戶維護(hù)策略,實(shí)施階段

40、,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,In order to achieve continuous success, sales rep. will involve implementation, install

41、ation, 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: Har

42、d work but not much to show for it. Effectiveness Stage: Full Results Achieved with much less efforts,Motivation Dip,Level of enthusiasm,Implementation,The level of customer enthusiasm changes during the implementation process.,Motivation Dip: Customers enthusiasm Drop off rapidly as the customers e

43、nter 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 / suppliers personnel was of poor quality Nearly 7