销售培训英文版课件.ppt

1、Welcome toTarget Account Selling Page 1.12000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptProgram ObjectivesDeveloping and testing a comprehensive plan for your sales opportunityEnabling you to communicate more effectively with your teamShifting your sales focus from t

2、actical to strategicHelp you win by.Focusing on the right issues with the right peopleat the right timePage 1.22000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptProgram MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess

3、the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567Page 1.32000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptSales Ret

4、urn on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitive Time and$Page 1.42000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptVersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOp

5、erationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutivePage 1.52000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature orExcessiveInconsistentLevel 1Level 2Level 3Pre

6、ferredResponsiveAgileTimely&JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsPage 1.62000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptNot in ControlSalesPersonalControl is providing business value for the customer whileforcing the competition

7、 to operate in react mode.It is difficult to control external events unless you arein 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 Meetin

8、gs delegated Preoccupied with price No inside support Not knowing youre winning Always 5 minutes late Too many hours Too much telephone time Continual crisis Not having funPage 1.72000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptPurpose Provide you with a structured,re

9、peatable methodology for analyzing a sales opportunityBenefits 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 ke

10、y issues more effectively using a common languageOutput Comprehensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement th

11、e Process1234567Page 2.7Page 1.82000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptIntroduction+ABCPage 2.8Current:good win ratePotential Z=1 Z=0 A C Compromised X&Y Lost Z=-1XYZPage 1.92000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptFour

12、Key Questions-The 4 Principles of Selling Is there an opportunity?Can we compete?Can we win?Is it worth winning?Page 2.9Page 1.102000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptIs There An Opportunity?Page 2.10#1Customers Application or Project What are the customers

13、requirements?What are the customers key issues and objectives for the project?Who initiated the project?Wholl be working on the project?How does this project fit into the customers business strategy?#2Customers Business Profile#3CustomersFinancial Condition#4Access to Funds What are the customers pr

14、oducts and services?What are their key markets?Who are their key customers and competitors?What is driving the customers business internally and externally?What are their revenue and profit trends?How do their financials compare to similar companies?What is their financial outlook?What are the custo

15、mers key performance metrics?What is the budget for this project?What is the customers budgeting process?What is the priority of this project compared to others?What are the customers alternative uses of capital?Page 1.112000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pp

16、t#5 Compelling EventWhy does the customer have to act?What is the deadline for the customer to make a decision?What are the consequences if this project is delayed?What is the payback for the customer if the project is completed on time?What will be the measurable impact on the customers business?Bu

17、sinessInitiativesBusiness DriversBusiness ProfilePage 2.11CompellingEventConsequencesPaybackProblemsOpportunitiesPage 1.122000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptCan We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current Relati

18、onship What are the customers decision criteria?What is the formal decision process?Which decision criteria are most important?Why?Who formulated the decision criteria?Page 2.12 How well does our solution solve the customers problem?What does the customer think?What modifications or enhancements wil

19、l be required?What external resources do we need to meet the customers requirements?How much time will the sales team need to invest on this opportunity?What additional internal or external resources will you need to winthis opportunity?What is the projected cost of sales?What is the opportunity cos

20、t?What is the status of your relationship with the customer?What is the status of each competitors relationship with the customer?Whose relationship provides competitive advantage for this opportunity?How do you and each of your competitors compare to the customers view of the ideal relationship?Pag

21、e 1.132000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.ppt#10 Unique Business ValueWhat is the specific or measurable business result that wewill deliver?How does the customer define value?How will they measure it?How have we quantified this value in the customers terms?H

22、as the customer confirmed their understanding of the value we will deliver?How does this value differentiate us from our competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.13CompellingEventsUniqueBusinessValuePage 1.142000 Siebel Systems,Inc.All

23、rights reserved.TAS.STD.OTE.070.01.120597.060100.pptAnswer the questions.Whats the issue?How is it affecting the customer?What are the consequences or payback?How can you help?Developing Your Value PropositionPage 1.9Page 1.152000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.0601

24、00.pptIncreaseCosts/ConsequencesValue=Benefits-Costs/Risks/ConsequencesPage 3.9 Revenue Market share Customer satisfaction Inventory turns Load factor Shareholder value Customer base Order fulfillment time Expenses Rejects/returns Waste Administrative costs Number of days supply(of inventory)Time to

25、 close an order Cycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisition CostsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsU

26、sage CostsAffect existing businessesAwaken their competitionModifications to existing processesOpportunity Costs(Risks&Consequences)Page 1.162000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptValue Proposition TemplatesYou will be able to _ resulting in _ by implementing

27、 our _.We delivered similar results at _ which resulted in _.By changing from _ to _,you will affect _ which means _.We will track the value delivered by _ and report it back to you _.We can help you address _ by installing _ which will result in _.We will ensure your return on investment by _.busin

28、ess initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10

29、Page 1.172000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptSample Value Propositions You will be able to reduce the number of repeat customer service calls by 15%resulting in an estimated monthly savings of$3.4M by implementing our Siebel Call Center Application.We deli

30、vered similar results at United Telecom,which achieved a 25%improvement in first contact call resolution.By changing from a patchwork of home grown solutions to Siebels eBusiness suite,you will reduce your total cost of ownership by$100M,which represents a 40%increase in Earnings Per Share.We will e

31、stablish a metrics score card to assist you in evaluating program performance and report it back to you at six month intervals.(business initiative)(measurable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking

32、 system)(frequency/time)Page 3.13aPage 1.182000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptCan We Win?#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignment Who in the customers organization wants us to win?Wh

33、at have they done to indicate their support?Are they willing and able to act on your behalf?Do they have credibility within their own organization?Page 2.8 Which executive(s)will affect or be affected by this decision?How have you established trust and credibility with them?How will you gain access

34、to those executives?What is your plan to gain return access to them?What is the customers culture?How does this compare with our company?What is the customers philosophy towards vendors and suppliers?Can we adjust or adapt?Do we want to?How will the decision really be made?What intangible,subjective

35、 factors could affect this decision?What are the unstated issues?Whose private opinions do we know?Which ones count?Who are the most powerful people involved in this decision?Do they want us to win?Why?Are they able to influence or change the decision criteria?Can they create a sense of urgency?How

36、have they demonstrated this in the past?Page 1.192000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptIs It Worth Winning?#16Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic Value What is the order amount?Does it exceed our threshold?$_ When

37、will it close?Is it within our time frame?_ days What is the potential for future business within the next year?Within the next three years?Does it exceed our thresholds?How is this project or application linked to future revenue?How will you ensure customer promises become commitments?What is the p

38、rojected profit on this sales opportunity?Does it exceed our profit threshold?What impact will discounts have on profitability?How can we improve the profitability on this opportunity?How could we cause our solution to fail?What are the critical dependencies in delivering value to the customer?How c

39、ould the customer cause our solution to fail?What is the impact on our business if the solution fails?What is the value of this opportunity to us beyond the revenue?How does this opportunity fit in our business plan?How can we leverage this opportunity into revenue from other companies or markets?Ho

40、w will this opportunity help us improve our product or service?Page 2.9Page 1.202000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptOpportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINA

41、NCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SU

42、PPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELAT

43、IONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHPage 1.212000 Siebel Systems,Inc.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptIndividual Exercise:Current OpportunityStep 1 Use your current sales opportunity and complete the Opportunity Assessment on page 2.11 Identify you

44、r primary competitorStep 2 Rate your position against each criterion:(+)if it is accurate,known and favorable()if it is unfavorable(?)if it is unknownStep 3 In the shaded column,rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FINISH BY:Page 2.10a2000 Siebel S y stems,Inc.A ll

45、rights reserved.TAS.STD.O TE.070.01.120 597.060 100.pptPage 1.33Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Op

46、portunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT

47、 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHPage 1.222000 Siebel Systems,In

48、c.All rights reserved.TAS.STD.OTE.070.01.120597.060100.pptOpportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportun

49、ity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEA

50、KSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHPage 1.232000 Siebel Systems,Inc.All