rockwell-以客户为中心的销售2

CustomerCentricSelling®-Version4.2©24Feb2005CustomerCentricSystems,LLC-Allrightsreserved–RockwellAutomation-Confidential0DateCheckpointBillableResponsibilityEastmanChemicalSequenceofEventsEvent*Atcriticalpointsinthisplan,Isuggestthatwemutuallyagreeastowhetherproceedingfurtherisappropriate.RevisionDate:June28May28June11June11June25July2July9July15July22Aug5Aug8Aug15Aug22Nov21Go√*****$25KRockwellRockwellRockwellRockwellBothBothRockwellBothBothRockwellRockwellBothBothProvecapabilitiestocommitteemembersInstalledBaseEvaluationbyGMSArchitectureReviewbyCommercialEngineeringShareIBEresultsandCommercialEngineeringProofofConceptImplementationPlandevelopedwithMaintenanceManagersFacilitateCostvs.BenefitAnalysisProvidecontractsforlegalreviewDefineSuccessMetricsGainlegalapprovalofcontractsConductPre-DecisionReviewDeliverproposalBeginImplementationFirstQuarterSuccessCriteriaReview√√CustomerCentricSelling®-Version4.2©24Feb2005CustomerCentricSystems,LLC-Allrightsreserved–RockwellAutomation-Confidential1检查点确认(email)管理事件顺序计划收件人:[e-mail]寄件人:[e-mail]抄送:[e-mail];[e-mail]主题:我们对话的跟踪附件:计划.pdf亲爱的Phil,我们的第一个里程碑以于2004年5月21完成。那时，你的团要批准事件顺序计划。你要求的变化已经包括在内。附上我们讨论的组织问题和解决方案。下一个里程碑时段在5月28日的那一周，贵方管理团队将安排与XYZ电子公司执行层会面。我期待着与你和你的同事继续在此项目的合作。致敬,HarryBradley122CustomerCentricSelling®-Version4.2©24Feb2005CustomerCentricSystems,LLC-Allrightsreserved–RockwellAutomation-Confidential2日期检查点费用责任EastmanChemical事件顺序事件*此计划的要点,我们建议部门内部相互同意继续进展是否合适。修改日期:June28May28June11June11June25July2July9July15July22Aug5Aug8Aug15Aug22Nov21Go√*****$25K罗克韦尔罗克韦尔罗克韦尔罗克韦尔双方双方罗克韦尔双方双方罗克韦尔罗克韦尔双方双方向委员会成员证明该能力由GMS进行安装基础评估商务工程部进行结构评审分享IBE结果和商务的工程证据的概念开发/发展执行计划书成本－利益分析提供合同以备法律的评审定义成功指标获得合同的法律批准组织进行决策前评审提交建议书开始执行第一季度成功标准审核√√CustomerCentricSelling®-Version4.2©24Feb2005CustomerCentricSystems,LLC-Allrightsreserved–RockwellAutomation-Confidential3DecisionMakerName:PhilJohnstonTitle:VPofOperationsGoals:1)Improveoperationalefficiencyby15%2)Reduceoperatingcostsby2%ChampionName:MarkusSchaeferTitle:PlantManagerGoal:Reduceunscheduleddowntime3%FinancialApproverName:JamesDemelTitle:VPofFinanceGoal:Increasedivisionprofit-abilityby1%UserName:MartyHayesTitle:Maint.ManagerGoal:Reduceunscheduleddowntime3%&decreaseovertime15%ImplementationName:MartyHayesTitle:Maint.ManagerGoal:Commissionmachinesontime,withinbudget,andmaintainoperationsofotherlinesduringimplementation.Poorentrypoint:•Potentialadversary•Nobusinessissues•LimitedresourcesBeneficiaryName:PhilJohnstonTitle:VPofOperationsGoals:1)Improveoperationalefficiencyby15%2)Reduceoperatingcostsby2%ImplementationCustomerCentricSelling®-Version4.2©24Feb2005CustomerCentricSystems,LLC-Allrightsreserved–RockwellAutomation-Confidential4•CallObjective:“Weappreciatetheopportunitytomeetwithyoutoday.Asyouareaware,I’llbehelpingmembersofyourcompanydoacostversusbenefitanalysistodeterminethevalueofgoingforwardwithourrecommendation.Ifdatesoftheimplementationschedulearemissed,itwillimpacttheprojectedpaybackperiod.I’vebroughtalongoneofourSpecialiststoparticipateinourdiscussion.”•SuccessStory:“Beforewediscussyoursituation,I’dliketotellyouaboutanotherMaintenanceManagerweworkedwith.Hisobjectivewasmeetinganaggressiveimplementationschedulewithlimitedresources.Hisstaffdidnothavethetimetodedicatetointegratingnewautomationcapabilities.WeprovidedalocalRockwellAutomationprojectteamtoworkwithhimtodefineanddocumenttheprojectintechnicalandfunctionalscopewithcleardeliverables.Asaresult,theprojectwascompletedonschedulewithnocostoverruns,allowingapotentialsavingsof$10,000permonthtobeachieved.”•AskImplementertodiscussplanforimplementation:“Thatwasoneaccountweworkedwith,doyouhaveanyquestionsorconcernsregardingimplementation?”OptionA:Ifprojectobjectivesorconcernsareshared,gotoSDPonnextpageandexploresituation.OROptionB:IfNOobjectivesorconcernsareshared,offerMenuofObjectives:“Thetopthreeobjectiveswehearmostoftenregardingimplementationofnewcapabilitiesare:1.implementingnewcapabilitieswhilecontinuingtomaintainexistingplantfunctions2.meetingimplementationscheduleunderbudget3.and,efficientlytraininguserstogetthemuptospeedonthenewcapabilitiesAreanyoftheseitemsworthdiscussing?”DevelopmentofImplementationSolutionCustomerCentricSelling®-Version4.2©24Feb2005CustomerCentricSystems,LLC-Allrightsreserved–RockwellAutomation-Confidential5决策者姓名：PhilJohnston职务：运营副总裁目标:1)提高运营效率15%2)减少运营成本2%倡导者姓名：MarkusSchaefer职务：工厂经理目标：减少非计划停工时间3%财务批准人姓名：JamesDemel职务：财务副总裁目标：增加分支利润能力1%用户姓名：MartyHayes职务：维修经理目标：减少非计划停工时间3%，并减少加班15%执行姓名：MartyHayes职务：维修经理目标：保证机器按时运转，并不超过预算在执行过程中保持其他生产线的运营。不良切入点:•有潜在对手•没有业务•资源有限受益人姓名：PhilJohnston职务：运营副总裁目标：1）提高运营效率15%2）减少运营成本2%执行CustomerCentricSelling®-Version4.2©24Feb2005CustomerCentricSystems,LLC-Allrightsreserved–RockwellAutomation-Confidential6•访问目标:“我们感激这次与您会面的机会。如您所知道的,我将会帮助评估团队的成员做成本vs利益分析来确定我们的建议所能带来的价值。如果执行日程被错过，将会影响到预计的回报期。我带来一名我们的专家来参与我们的讨论。”•成功经历:“在我们讨论你的情况之前,我想先介绍一位与我们一起工作的维修经理。他的目标是在资源有限的情况下达到一个紧迫的执行日程表的要求。他的下属没有时间来整合新的自动化能力。我们提供了当地的罗克韦尔自动化项目团队和他一同工作，在技术和功能层面定义并纪录项目，并且有着很清晰的产出。结果整个项目如期完成，在预算之内，并挽回每月10,000美元的潜在损失。“•请执