麦肯锡：大客户营销谋略

:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsBuyerCycleDecisionI:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsDecisionI:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsBuyerCycleCustomerDecisionProcess大客户销售谋略2003.10-11-10-12•UnderstandCharacteristicsofMajorAccountSellingStrategiesinWholeLifecycle,thusto+Shortenbid-to-winratio+Shortensellingcycles+Minimizediscountsandnegotiatedconcessions+Establishclear,uniquebusinessvaluewiththecustomers+Reducesellingcoststhroughmoreeffectivesalesstrategies+Increasesalesperemployee-Developexpectedrelationshipwiththecustomers.Eg.StrategicPartnershipetc.•Day1+HowtheCustomerMakeDecisions+SPINQuestionStrategy+AccountEntryStrategy+UnderstandYourCustomer&TheirBusiness+HowtoMakeYourCustomersNeedYou•Day2+Influencethecustomer’schoice+Differentiation&Vulnerability+OvercomingFinalFears+SalesNegotiation+HowtoEnsureContinuedSuccess:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsBuyerCycleDecisionI:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsDecisionI:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsBuyerCycleCustomerDecisionProcess客户是如何做决策的•TheResearchBase•TheCustomerDecisionProcess•AccountStrategyintheRecognitionofNeedsPhase•AccountStrategyintheEvaluationofOptionsPhase•AccountStrategyintheResolutionofConcernsPhase•AccountStrategyintheImplementationPhase•Summary•SalesStrategyshouldbeaboutcustomersandhowtoinfluencethem.+UnderstandingandWellPreparedaremandatorytoformaeffectivesalesstrategy•CustomerBehaviorgoesthroughthreedistinctphasesinmakingamajorpurchasingdecisions+RecognitionofNeeds+EvaluationofOptions+ResolutionofConcerns•Afourthphase,follow-upinimplementationphases,ifitiswellhandled,cangeneratesignificantadditionalsalesopportunities.•Eachoffourphasesrequiredadifferentsetofstrategiesandskills.•SalesStrategy+Awayofthinkinganddirectingyouractionstoeffectivelyinfluencecustomerpurchasingdecisions.•FocusonUnderstandingCustomerBehavior•NotProcedureortechnique•MajorAccounts+20/80rules+NewCustomers+PotentialCustomers•WhatistypicalERPDealSellingCycles+CustomerDecisionProcess•WhoisMajorAccountofERPS/W+TraditionalMfg+Others•NeilRackhamHuthwaite+35,000salescallsin27countries+10,000sales+SPIN(Situation,Problem,Implication,NeedPay-off)DecisionI:RecognitionOfNeedsVChangeOverTimeIVImplementationIIIResolutionOfConcernsIIEvaluationOfOptionsBuyerCycleCustomerDecisionProcess•NewPurchaseRequestOfProcurementDepartment•WhatAProcurementManagerSay:+Problem,Dissatisfaction,cannotsolvewithexistingequipmentorsupplies+Spec.;Objective;Must&Wants;VendorSelection+Ifdecisionisbig;carefullyresolveallconcern.•ReadAppendixA:ProcurementProcess•Doyouknowitbefore,andhowyouknowwhichphaseyouareinwhileyoubid,andyourstrategiesoneachphase.•10minutes•TheMostEffectiveSellingStrategyDuringthePhase:+Touncoverdissatisfactionintheaccountandtodevelopthatdissatisfactionuntilitreachesthecriticalmass.•Whendissatisfactionreachesasufficientlevelofintensityorurgency,theaccountmakesadecisiontochange.•SuccesssalesasksalotofquestionsduringsalescallsthandotheirlesssuccessfulcolleaguesQuestioningSkills(SPIN)•TheMostEffectiveSellingStrategyDuringthePhase:+ToCentralizeOnUnderstanding,Influencing,andRespondingtoCustomerDecisionCriteria.•Differentiateyoursolutionwithyourcompetitorsisoneofyoureffectivesellingstrategy.•CommonFaultsduringtheperiodisfailuretorecognizethatashifthastakenplaceincustomerconcerns.Nottrytouncovercustomerguideline,orcriteria,formakingthedecision.•TheMostEffectiveSalesStrategyDuringthePhase+Touncoverandhelpresolveperceivedrisk•Lastminutesfearsandconcernsarisesthatcanblockthedecisionorcausecustomerstore-opendiscussionswithcompetitors.•Asuccessfulsalesnormallyworkstouncoverandresolveissuesthataretroubli