1、Welcome toTarget Account Selling,天馬行空官方博客： ；QQ:1318241189；QQ群：175569632,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Program Objectives,Developing and testing a comprehensive plan for your sales opportunity,Enabling you to communicate more effectively with your

2、 team,Shifting your sales focus from tactical to strategic,Help you win by.,Focusing on the right issues with the right peopleat the right time,天馬行空官方博客： ；QQ:1318241189；QQ群：175569632,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Program Map,Opportunity Assessmen

3、t,Strategy,Politics,Alignment,Planning,Testing,Implementation,Program Modules,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,Target Account Selling Process,1,2,3,4,5,6

4、,7,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Sales Return on Investment,Level 1,Level 2,Level 3,Productivity,Time,Tactical,Strategic,Competitive,Time and $,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Versatility,Level

5、1,Level 2,Level 3,Focus,Orientation,Repertoire,Finance,Relationships,Event,Product/Service,Technology,Price,Operations,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Development,Status,Mode,Politics,Resources,Performance,Considered,Reactive,Aware,Premature or Exc

6、essive,Inconsistent,Level 1,Level 2,Level 3,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Not in Control,Sales,Personal,Control is providing business value for the customer while forcing the competition to operate in react mode.,It is difficult to control extern

7、al events unless you are in control.,Unreturned phone calls No access to information Criteria slanted Criteria constantly changes Delays Budget goes away Questioning by customers probing your weaknesses,Players change Meetings cancelled Meetings delegated Preoccupied with price No inside support Not

8、 knowing youre winning,Always 5 minutes late Too many hours Too much telephone time Continual crisis Not having fun,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Purpose Provide you with a structured, repeatable methodology for analyzing a sales opportunity Bene

9、fits Qualify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectives Invest time, energy and resources on the opportunities you are most likely to win Communicate the key issues more effectively using a common language Output

10、 Comprehensive assessment of your current sales opportunity,Opportunity Assessment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 2.7,2000 Siebel Sy

11、stems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Introduction,+,Page 2.8,Current: good win rate,Potential,Z = 1,Z = 0 A C Compromised X therein lies their vulnerability.,Origin of Strategy,Page 3.5,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.p

12、pt,Develop,Flanking,Defend,Fragment,Frontal,Competitive Strategies,Page 3.6,No Compelling Event OR No UBV,Compelling Eventexists/or you can create one AND You have UBV,Position,Attack,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Frontal Strategy,Definition,A fr

13、ontal strategy is a direct approach based on the customers perception of your overwhelming superiority in solution, price or reputation.,Guidelines/Caveats,Variations,Page 3.7,3:1 advantage Requires size, speed or surprise Resource intensive (#8) Blatant/obvious Most often used and easily defeated s

14、trategy,Features/price/performance Proprietary technology Whole product,Relationship/Experience Prestige Comfort/Security,Solution,Reputation,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Alter the Rules,Flanking Strategy,Definition,A flanking strategy shifts th

15、e focus of the customers buying criteria to new or different issues that favor your solution.,Guidelines/Caveats,Variations,Page 3.8,Dont play by their rules Must have executive support Make your move last Dont open the “playing field”,A B Change or re-prioritize the criteria Move the goal post,A A+

16、1 Expand the scope of the decision Add new criteria,Acknowledge and Expand,Alter the Rules,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Fragment Strategy,Definition,A fragment strategy divides the opportunity into smaller pieces and focuses the customer on a su

17、bset of the issues that you can address.,Guidelines/Caveats,Variations,Page 3.9,Must have UBV only you can deliver (#10) Requires inside support (#11) Pick the correct base for the future (#17) Monitor the cost of sales (#18),Department/Location/Function Foot in the door Beachhead,Compatibility with

18、 current environment Extend capacity Enhance customers investment (1+1=3),Niche,Peaceful Coexistence,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Defend Strategy,Definition,A defend strategy protects your position from the inevitable assault from your competito

19、rs.,Guidelines/Caveats,Variations,Page 3.10,Expand your relationships to a higher level (#12) Support your allies (#11) Articulate your credibility (#12) and business value (#10) Beware of self-isolation Keep your eye on your competitors,Insulate,Isolate,Improve your relationships (#9) Support your

20、allies (#11) Extend your presence,Contain the competition Create tangents/diversions Dilute the competitors efforts,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Develop Strategy,Definition,A develop strategy establishes a position for a possible future engageme

21、nt.,Guidelines/Caveats,Variations,Page 3.11,No compelling event (#5), OR Not in a position to compete Establish presence for the future Continue to collect profile data (1-20) Focus on executive credibility (#12) Qualify your ROI (#18),No compelling event (#5) Establish a presence, listen and wait I

22、nvestment marketing,Not in a position to compete (#7) Attractive future alternative (#10) Requires inside support (#11),Invest,Delay,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Once you have initiated your strategy, it should remain fixed, unless there is a ma

23、jor shift in the profile information.,Strategy Guidelines,Page 3.12,Frontal,Develop,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Summary,Start,Do you have a 3:1 advantage?,Can you change or expand the buying criteria?,Can you find a profitable subset of the opp

24、ortunity that you can win?,Do you have a position in the account that you must protect?,Is there future revenue (#17) or strategic value (#20)?,Disengage,N,N,N,Y,Y,Y,Y,Y,Y,N,N,Frontal,Solution Reputation,Flanking,A B A A+1,Fragment,Niche Coexistence,Defend,Insulate Isolate,Develop,Invest Delay,Is th

25、ere a compelling event (#5) or can you create one?,Can you compete?(#6-#10),Y,N,Page 3.13,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Purpose Provide you with a framework for analyzing the customers organization Benefits Shorten your sales cycle by spending ti

26、me with the right people discussing the right issues Understand the customers politics so thatyou avoid surprises in the sales campaign Broaden your view of the customers organization so that you can expandyour presence Output Organization map of the customers formal and informal organization,Politi

27、cs,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improvethe Plan,Implement the Process,1,2,3,4,5,6,7,Page 4.39,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Principle

28、s,Introduction,Organizational Structure,formal,You can deny the legitimacy of politics, but you cannot deny its existence. No one is saying that you have to play the game, but a game is being played whether you like it or not.,Political Structure,de jure/ex officio,apparent,necessary,Page 4.40,infor

29、mal,de facto,subtle,reality,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Mapping the Organization,Senior VP,Director of Sales and Marketing,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Market

30、ing Manager,Page 4.41,Step #1 Micro View Formal Structure,Buying Role Adaptability to Change Your Coverage Your Status,Senior VP,Director of Engineering,Director of Engineering,R&D Manager,Mfg. Manager,Systems Manager,Product Marketing Manager,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.O

31、TE.070.01.120597.060100.ppt,Formal Roles in the Buying Process,User,Evaluator,Decision-Maker,Approver,U,E,D,A,Page 4.42,Sponsor,S,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Informat

32、ion Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,Mapping Buying Roles,A,D,E,EU,EU,E,Page 4.43,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Adaptability to Change*,Innovators,Visionaries,Pragmatists

33、,Conservatives,Laggards,*Originally developed by Everett Rogers, University of Iowa and recently updated by Geoffrey Moore, Inside the Tornado. The “Technology Adoption Life Cycle” model is used with Mr. Moores permission.,Page 4.44,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.1

34、20597.060100.ppt,What They Buy,What You Should Sell,Adaptability to Change,What They Want,Trials Tests,Industry standards at low price with no risk,State of the art,Revolution Recognition,Enhancement or extension of existing systems,Investment protection,Innovators,Visionaries,Pragmatists,Conservati

35、ves,Laggards,Customized solution,Total solutions,Status quo,Not to be left behind,Evolution Solve problems,Product excellence Innovation,Future Competitive advantage,Return on investment Guarantees,Proven expertise in solving similar problems,Page 4.45,2000 Siebel Systems, Inc. All rights reserved.

36、TAS.STD.OTE.070.01.120597.060100.ppt,Mapping Adaptability to Change,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,A,P,V,D,C,E,I,EU,V,EU,C,E,L,Page

37、4.46,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Coverage,No Contact,Brief Contact,Multiple Contacts,In-Depth,Page 4.47,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Mapping Coverage,Senior VP,Director of Sales and Marketi

38、ng,Director of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,A,P,V,D,C,E,I,EU,V,EU,C,E,L,Page 4.48,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Your Status,EnemyN

39、on-supporterNeutralSupporterMentor,X,=,+,Page 4.49,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Mapping Your Status in the Sales Campaign,Rank,Function,Senior VP,Director of Sales and Marketing,Director of Engineering,Director of Information Services,A,P,=,V,=,

40、D,Sales Manager,Product Marketing Manager,E,I,+,R&D Manager,Mfg. Manager,EU,V,=,EU,C,X,Systems Manager,Operations Manager,E,L,=,C,Page 4.50,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Influence,5,4,3,2,1,Rank,1,2,3,4,5,Rank vs. Influence,Page 4.51,(Formal),Agi

41、le,Astute,ControlOutcomes,Aware,Wonder,Makethings happen,Watch,(Informal),Political Structure,Inner Circle,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Mapping the Political Structure,Page 4.15,Senior VP,Director of Sales and Marketing,Director of Engineering,D

42、irector of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,A,P,=,V,=,D,C,E,I,+,EU,V,=,EU,C,X,E,L,=,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Influence,Director of Sales and Marketing,Di

43、rector of Engineering,Director of Information Services,R&D Manager,Mfg. Manager,Systems Manager,Operations Manager,Sales Manager,Product Marketing Manager,V,=,D,C,E,I,+,EU,V,=,EU,C,X,E,L,=,ConsultantsColleaguesSalespeople,Influence, as opposed to rank or authority, flows in non-traditional direction

44、s (from subordinate to superior or across departmental boundaries).,Page 4.16,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Purpose Identify how influence works in an organization Identify the key characteristics of influencethat differentiate those in the Inner

45、 Circlefrom those in the Political Structure Construct relationship strategies to alignwith the most powerful people in thecustomer organization Benefits Shorten your sales cycle by spending time with the right people discussing the right issues Enhance the quality of key relationships sothat you ca

46、n win the sales opportunity Output Relationship strategies for key people in the customer organization who can influence the buying decision,Alignment,Assess the Opportunity,Set the Competitive Strategy,Identify the Key Players,Define the Relationship Strategy,Turn IdeasInto Actions,Test and Improve

47、the Plan,Implement the Process,1,2,3,4,5,6,7,Page 5.54,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Indicators of Influence,Individual,Organizational,Page 5.55,Hirings Promotions Transfers Firings Special Assignments internal external,Mergers & Acquisitions Dis

48、positions Reorganizations Downsizing / Rightsizing Budgets size/priority expand/protect,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Identifying Influence,5 Cs,BusinessValue (innovation, agreed goal, balance of returns),TrackRecord (referent),Philosophyand Poli

49、cy (beliefs, behaviour, assumption),Partisansand Allies (like/trust shared information),Page 5.56,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Business Value,Characteristics,Inner Circle,Political Structure,Who defines and creates it? Who delivers it?,Page 5.57

50、,Define goals, objectives and strategies Initiate/sponsor new projects Control outcomes,Execute objectives and strategies “Make it happen” Implement new projects,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Track Record,Who has been successful in the past? Who

51、gets the new key assignments?,Characteristics,Inner Circle,Political Structure,Page 5.58,Recognized as consistently successfulin the past Sought out by others for advice,Recent successful performance Receive new, highly visible projects to manage,2000 Siebel Systems, Inc. All rights reserved. TAS.ST

52、D.OTE.070.01.120597.060100.ppt,Partisans and Allies,Who is connected to whom? Who do they go to for advice?,Characteristics,Inner Circle,Political Structure,Page 5.59,Center of the informalcommunications network Surround themselves with peoplethey trust Able to reach down into the organization for a

53、dvice,“End Nodes” of the informal communications network Collect and provide information to inner Circle,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Philosophy and Policy,Who establishes it? Who can change it?,Characteristics,Inner Circle,Political Structure,P

54、age 5.60,Define the organizations culture, values and policies Able to change or circumvent established policies and procedures,Understand and assimilate into the organizations culture View policies and procedures morelike rules,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.12059

55、7.060100.ppt,Relationship Strategies,EnemyNon-supporterNeutralSupporterMentor,X,=,+,Page 5.8,Neutralize,Motivate,Leverage,Defensive,Offensive,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Leverage,Capitalize on supporter and mentor relationships to establish cre

56、dibility with others and gain competitive advantage,Process,Caveats,Definition,Validate position Confirm your value Ask for help,Dont make it difficult Dont compromise the customer Dont forget quid pro quo,Page 5.9,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,M

57、otivate,Build support for your position by building credibility and trust,Process,Caveats,Definition,Understand Connect Demonstrate Reinforce,Dont let emotions interfere Lack of preparation,Page 5.10,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Building Credibi

58、lity,High,High,Low,Trust(Intent/Personal Agenda),Capability(Can-do/Business Agenda),Page 4.12,Sell Stuff Talk Techno babble Take Briefcase for Ride,2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt,Building Your Personal Credibility,Business Value,Track Record,People in the Inner Circle consistently create or add business value. People in the Inner Circle alwa