销售培训--目标解释销售

WelcometoTargetAccountSelling®Page1.1©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptProgramObjectivesDevelopingandtestingacomprehensiveplanforyoursalesopportunityEnablingyoutocommunicatemoreeffectivelywithyourteamShiftingyoursalesfocusfromtacticaltostrategicHelpyouwinby...FocusingontherightissueswiththerightpeopleattherighttimePage1.2©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptProgramMapOpportunityAssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgramModulesAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcessTargetAccountSellingProcess1234567Page1.4©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptVersatilityLevel1Level2Level3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutivePage1.5©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePrematureorExcessiveInconsistentLevel1Level2Level3PreferredResponsiveAgileTimely&JudiciousConsistentlyAchievesDominantProactiveAstuteHighROIReliablyExceedsPage1.6©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptNotinControlSalesPersonalControlisprovidingbusinessvalueforthecustomerwhileforcingthecompetitiontooperateinreactmode.Itisdifficulttocontrolexternaleventsunlessyouareincontrol.UnreturnedphonecallsNoaccesstoinformationCriteriaslantedCriteriaconstantlychangesDelaysBudgetgoesawayQuestioningbycustomersprobingyourweaknessesPlayerschangeMeetingscancelledMeetingsdelegatedPreoccupiedwithpriceNoinsidesupportNotknowingyou’rewinningAlways5minuteslateToomanyhoursToomuchtelephonetimeContinualcrisisNothavingfunPage1.7©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPurposeProvideyouwithastructured,repeatablemethodologyforanalyzingasalesopportunityBenefitsQualifyopportunitiesfasterandmoreeffectivelybyanalyzingthemfromthemostcriticalcustomer,businessandcompetitiveperspectivesInvesttime,energyandresourcesontheopportunitiesyouaremostlikelytowinCommunicatethekeyissuesmoreeffectivelyusingacommonlanguageOutputComprehensiveassessmentofyourcurrentsalesopportunityOpportunityAssessmentAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page2.7Page1.8©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptIntroduction+ABC–Page2.8Current:goodwinratePotentialZ=1Z=0A–CCompromisedX&YLostZ=-1XYZPage1.9©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptFourKeyQuestions-The4PrinciplesofSellingIsthereanopportunity?Canwecompete?Canwewin?Isitworthwinning?Page2.9Page1.10©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptIsThereAnOpportunity?Page2.10#1Customer’sApplicationorProjectWhatarethecustomer’srequirements?Whatarethecustomer’skeyissuesandobjectivesfortheproject?Whoinitiatedtheproject?Who’llbeworkingontheproject?Howdoesthisprojectfitintothecustomer’sbusinessstrategy?#2Customer’sBusinessProfile#3Customer’sFinancialCondition#4AccesstoFundsWhatarethecustomer’sproductsandservices?Whataretheirkeymarkets?Whoaretheirkeycustomersandcompetitors?Whatisdrivingthecustomer’sbusinessinternallyandexternally?Whataretheirrevenueandprofittrends?Howdotheirfinancialscomparetosimilarcompanies?Whatistheirfinancialoutlook?Whatarethecustomer’skeyperformancemetrics?Whatisthebudgetforthisproject?Whatisthecustomer’sbudgetingprocess?Whatisthepriorityofthisprojectcomparedtoothers?Whatarethecustomer’salternativeusesofcapital?Page1.11©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt#5–CompellingEventWhydoesthecustomerhavetoact?Whatisthedeadlineforthecustomertomakeadecision?Whataretheconsequencesifthisprojectisdelayed?Whatisthepaybackforthecustomeriftheprojectiscompletedontime?Whatwillbethemeasurableimpactonthecustomer’sbusiness?BusinessInitiativesBusinessDriversBusinessProfilePage2.11CompellingEventConsequencesPaybackProblemsOpportunitiesPage1.12©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptCanWeCompete?#6FormalDecisionCriteria#7SolutionFit#8SalesResourceRequirements#9CurrentRelationshipWhatarethecustomer’sdecisioncriteria?Whatistheformaldecisionprocess?Whichdecisioncriteriaaremostimportant?Why?Whoformulatedthedecisioncriteria?Page2.12Howwelldoesoursolutionsolvethecustomer’sproblem?Whatdoesthecustomerthink?Whatmodificationsorenhancementswillberequired?Whatexternalresourcesdoweneedtomeetthecustomer’srequirements?Howmuchtimewillthesalesteamneedtoinvestonthisopportunity?Whatadditionalinternalorexternalresourceswillyouneedtowinthisopportunity?Whatistheprojectedcostofsa