大客户销售谋略（英文PPT 159页）

大客户销售谋略ObjectiveofWorkshop•UnderstandCharacteristicsofMajorAccountSellingStrategiesinWholeLifecycle,thusto+Shortenbid-to-winratio+Shortensellingcycles+Minimizediscountsandnegotiatedconcessions+Establishclear,uniquebusinessvaluewiththecustomers+Reducesellingcoststhroughmoreeffectivesalesstrategies+Increasesalesperemployee-Developexpectedrelationshipwiththecustomers.Eg.StrategicPartnershipetc.Agenda•Day1+HowtheCustomerMakeDecisions+SPINQuestionStrategy+AccountEntryStrategy+UnderstandYourCustomer&TheirBusiness+HowtoMakeYourCustomersNeedYou•Day2+Influencethecustomer’schoice+Differentiation&Vulnerability+OvercomingFinalFears+SalesNegotiation+HowtoEnsureContinuedSuccess客户是如何做决策的HowCustomerMakeDecisions•TheResearchBase•TheCustomerDecisionProcess•AccountStrategyintheRecognitionofNeedsPhase•AccountStrategyintheEvaluationofOptionsPhase•AccountStrategyintheResolutionofConcernsPhase•AccountStrategyintheImplementationPhase•SummaryOverviewofMajorAccountSalesStrategy•SalesStrategyshouldbeaboutcustomersandhowtoinfluencethem.+UnderstandingandWellPreparedaremandatorytoformaeffectivesalesstrategy•CustomerBehaviorgoesthroughthreedistinctphasesinmakingamajorpurchasingdecisions+RecognitionofNeeds+EvaluationofOptions+ResolutionofConcerns•Afourthphase,follow-upinimplementationphases,ifitiswellhandled,cangeneratesignificantadditionalsalesopportunities.•Eachoffourphasesrequiredadifferentsetofstrategiesandskills.WhatisSalesStrategy&WhatisMajorAccount•SalesStrategy+Awayofthinkinganddirectingyouractionstoeffectivelyinfluencecustomerpurchasingdecisions.•FocusonUnderstandingCustomerBehavior•NotProcedureortechnique•MajorAccounts+20/80rules+NewCustomers+PotentialCustomersExercise:ATypicalERPDealLifecycles•WhatistypicalERPDealSellingCycles+CustomerDecisionProcess•WhoisMajorAccountofERPS/W+TraditionalMfg+OthersCustomerDecisionProcessResearchBase•NeilRackhamHuthwaite+35,000salescallsin27countries+10,000sales+SPIN(Situation,Problem,Implication,NeedPay-off)DecisionI:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsBuyerCycleCustomerDecisionProcessATypicalPurchaseDecision•NewPurchaseRequestOfProcurementDepartment•WhatAProcurementManagerSay:+Problem,Dissatisfaction,cannotsolvewithexistingequipmentorsupplies+Spec.;Objective;Must&Wants;VendorSelection+Ifdecisionisbig;carefullyresolveallconcern.Exercise1.ProcurementProcess•ReadAppendixA:ProcurementProcess•Doyouknowitbefore,andhowyouknowwhichphaseyouareinwhileyoubid,andyourstrategiesoneachphase.•10minutesAccountStrategyintheRecognitionofNeedsPhase•TheMostEffectiveSellingStrategyDuringthePhase:+Touncoverdissatisfactionintheaccountandtodevelopthatdissatisfactionuntilitreachesthecriticalmass.•Whendissatisfactionreachesasufficientlevelofintensityorurgency,theaccountmakesadecisiontochange.•SuccesssalesasksalotofquestionsduringsalescallsthandotheirlesssuccessfulcolleaguesQuestioningSkills(SPIN)AccountStrategyintheEvaluationofOptionsPhase•TheMostEffectiveSellingStrategyDuringthePhase:+ToCentralizeOnUnderstanding,Influencing,andRespondingtoCustomerDecisionCriteria.•Differentiateyoursolutionwithyourcompetitorsisoneofyoureffectivesellingstrategy.•CommonFaultsduringtheperiodisfailuretorecognizethatashifthastakenplaceincustomerconcerns.Nottrytouncovercustomerguideline,orcriteria,formakingthedecision.AccountStrategyintheResolutionofConcernsPhase•TheMostEffectiveSalesStrategyDuringthePhase+Touncoverandhelpresolveperceivedrisk•Lastminutesfearsandconcernsarisesthatcanblockthedecisionorcausecustomerstore-opendiscussionswithcompetitors.•Asuccessfulsalesnormallyworkstouncoverandresolveissuesthataretroublingthecustomer,eveniftheseissuesareuncomfortableanddifficulttodiscuss.•Negotiationiskeysellingtoolofthephase.AccountStrategyintheImplementationPhase•MostEffectiveStrategyofthePhase+Follow-upafterpostimplementationleadstocontinuedsuccess.+VeryFewmajorsalesstopwhenthecustomersignsthecontract.Howtobuilduplongtermrelationshipwiththecustomers?ThinkAboutHowtoBuildUpStrategicRelationshipwiththeCustomer?CustomerDecisionPhasesDecisionPhaseTypicalCustomerConcernsDuringthePhaseSignthatthePhaseisOverandthenextphasearestartingCommonStrategieserrorsinthisphaseRecognitionofNeeds-Howweaproblem-Howbigisit-DoesitjustifyactionsCustomeracceptsthattheproblemissevereenoughtojustifychangedandthereforedecidestotakeactions•Failuretoinvestigate/developcustomerneeds•MakingproductpresentationstooearlyEvaluationofOptions-Whatcriteriashouldweuseinmakingadecision-Whichcompetitorbestmeetsourcriteria?Customerhasacleardecisionmechanisminplaceandhasusedittoselect1ormorefinalcontenders•Failuretouncovercustomer’scriteria•Littleattempttoinfluence/changestatedcriteriaResolutionofConcerns-Whataretherisksofgoingahead?-Whatifitgoeswrong?-Canwetrustthesepeople?Customermakethepurchasingdecisions•Ignoringconcernsinthehopethey’llgoaway.•PressuringthecustomertomakeadecisionImplementation-Arewegettingvaluefromthedecision?-HowquicklywillweseetheresultsNewneedsanddissatisfactionsarise•Failuretotreatimplementationasasalesoppor