销售漏斗管理培训课件.ppt

1、大客户销售必备工具：大客户销售必备工具：销售漏斗管理销售漏斗管理销售漏斗管理培训课件ppt销售漏斗管理培训课件ppt2003.112Agenda 目录目录n Funnel Management漏斗管理漏斗管理nAccount Planning Process 客户规划流程nAccount Selling Process客户销售流程nFunnel Management漏斗管理nSales Forecast销售预测n In Summary 总总 结结2003.113Pre-work Assignment前期工作安排前期工作安排A/C Knowledge 客户知识Current A/C Revenu

2、es 当前客户业务量Current opportunities 当前的机会A/C Segmentation客户分类客户分类A/C Assessment客户评估客户评估Account Planning Process 客户规划流程客户规划流程 2003.114Future PotentialHiLowHiCurrent Revenue 当前收入当前收入“A+”“A”“C”“B”$Business Development业务发展Business Development业务发展Account Assessment&Segmentation Tools 客户评估及分类工具客户评估及分类工具 未来潜力2

3、003.115LOW 低低 Current Revenue 当前收入当前收入 High 高高 Average annual revenue agree on a benchmark 基于一个基准之上的基于一个基准之上的 平均年业务量平均年业务量 Analyzing your Current Revenue 分析你的当前收入分析你的当前收入 2003.116Purpose目标目标wAssess your a/cs based on existing revenue and future potential.根据现有收入和未来前景来评估你的客户。wSegment the a/cs within y

4、our Portfolio.在你的业务范围内对客户进行分类。Output结果结果wSegmentation of your portfolio based on existing revenue and future potential.根据客户的现有收入和未来前景对你的业务进行分类。Benefit收益收益wUnderstand the factors that impact your Portfolio 理解影响你业务量的因素wEffectively assess and prioritize the a/cs in your portfolio.有效的评估业务范围内的客户，并对他们进行优先

5、等级的排序Analyzing your Future Potential 分析你的未来前景分析你的未来前景2003.117Future Potential未来前景未来前景=Organization Characteristics 组织特征 Market Growth Position 市场增长定位 Solution requirements 方案需求 Strategic Market Value 有战略意义的市场价值 Track record 记录 Sponsorship 支持者 Cultural compatibility 文化兼容性 Opportunities 各种机会 Solution

6、Fit 解决方案的适用性 Competitive Advantages 竞争优势A/C Profile +客户概况客户概况Opportunity Pipeline机会储备机会储备+Relationship 关关 系系2003.118#1OrganizationalCharacteristics组织特征组织特征w How is the a/cs Performance(i.e.,Sales growth,Profitability etc.)?客户的业绩如何(例如销售增长和效益等)？w Whats their employment trend?Growing/declining in size?

7、他们的规模趋势如何？是扩充还是裁员？w Have there been any recent mergers/acquisitions/re-ogs?最近有新的举动吗，是合并、并购、还是重组？#2Market Growth Position市场定位市场定位w Whats this a/cs primary market?此客户的主要市场是什么？wWhats the economic climate for their primary market?现在其主要市场的情况如何，属于淡季还是旺季？w Whats their overall competitive position in their

8、primary market?他们在主要市场中所处的竞争地位如何？w Whats this a/cs short-and long-term growth potential?他们的长期和短期的增长潜力如何？#3Solution Requirements方案需求方案需求w How well can our solutions meet the a/cs needs?我们的解决方案是否能与客户需求匹配得很好？w What does the a/c think about our solutions?客户对我们的解决方案有何看法？Will we have to modify our product

9、s?一定要修改产品吗？What external res？Do we need to meet the a/cs requirements?有什么样的外部资源？我们有必要迎合客户的这些需求吗？#4StrategicMarket value战略价值战略价值w What is the value of the a/c to us beyond the revenue?除了营收，客户对我们还有什么价值？w How does the a/c fit into our business plan?此客户适应我们的商业发展计划吗？Can we leverage the a/c into revenue f

10、rom other companies or markets.我们能帮助客户从其他市场或竞争对手那里抢来营收吗？w How will the a/c help us improve our products or services?客户如何帮助我们改进产品和提升服务质量呢？A/C Profile 客户概况客户概况 2003.119Opportunity Pipeline 机会储备机会储备#5Opportunities机会机会w What opportunities within the a/c could cover within the next year?明年可争取的客户的销售机会都有哪些

11、？w Whats the probability of these opportunities occurring?这些机会发生的可能性大吗？w Whats the value of these opportunities?这些机会的价值所在？What is the projected profitability on this accounts opportunities?这些机会的收益所在？#6Solution Fit解决方案解决方案w Why do they need us?他们为什么需要我们 Do they feel the same way?他们也这样想吗？w How urgent

12、is this need?这有多紧迫？Do they have this same sense of urgency?他们同样感到紧迫吗？#7CompetitiveAdvantage竞争优势竞争优势w Who are our major competitors?我们的主要竞争对手是谁What is the status of each competitors relationship with the account?他们与客户的关系如何？w Whose relationship usually provides competitive advantage for opportunities?

13、谁与客户的关系在竞争中更具优势w How do you and each of your competitors compare to the accounts views of the ideal relationship?你和你的竞争对手们都是怎样看待与客户最理想的关系的2003.1110Relationships 关系关系#8Track Record记录记录w What is our history with the account?我们与客户的合作历史？How are we perceived?我们怎么认识这个客户的？What is this perception based on?这

14、种认识的基础是什么？If positive,how can we leverage it?If negative,how can we overcome it?如果是有利的，我们如何利用？如果是不利的，我们如何克服？#9Sponsorship支持者支持者w Who in the a/cs organization wants us to win?客户组织中谁希望我们赢？wWhat have they done to indicate their support?他们的支持都表现在哪里？w Are they willing and able to act on our behalf?他们有愿望和

15、能力站在我们这一边吗？w Do they have credibility within their own organization?他们在客户组织里的信誉如何？#10CulturalCompatibility文化兼容性文化兼容性w What is the a/cs culture?客户的文化是什么？How does this culture compare with our company?这文化与我们的文化相比如何？w What is the accounts philosophy toward vendors and suppliers?客户对于供应商和提供商的态度是怎样的？w Can

16、 we adjust or adapt?Do we want to?我们能适应吗？我们愿意适应吗？2003.1111-Poor-Poor-Poor-Poor+GoodMarket growth position市场增长定位2+GoodStrategic market value 战略意义的市场价值4+GoodSolution Requirements方案需求3+GoodO Charts图表1-Poor-Poor-Poor+GoodSolution fit 解决方案6+GoodCompetitive Advantage竞争优势7+GoodOpportunity 机会 5-Poor-Poor-Po

17、or+GoodSponsorship 支持者9+GoodCultural Compatibility 文化适应性10+GoodTrack Record 记录8A/C Profile 客户概况客户概况Opportunity Pipeline 机会储备机会储备Relationships 关系关系A/CsAccount Assessment 客户评估表客户评估表 2003.1112Pre-work Assignment前期工作安排前期工作安排A/C Knowledge 客户认知Current A/C Revenues 当前客户业务量Current opportunities 当前的机会A/C Seg

18、mentation客户分类客户分类A/C Assessment客户评估客户评估Account Planning Process 客户规划流程客户规划流程 2003.1113Future PotentialHiLowHiCurrent Revenue 当前收入当前收入“A+”“A”“C”“B”$Business Development业务发展Business Development业务发展Account Assessment&Segmentation Tools 客户评估及分类工具客户评估及分类工具 未来潜力2003.1114Offers significant future business

19、potential.Deserving of significant sales effort有巨大商业潜力的，应该投入大量的销售力量Valued but does not make a significant contribution and offers limited future potential有价值但是贡献不大的，且未来的价值不大A/A+Makes significant current revenue contribution.Delivering on their potential.目前对我们有巨大贡献的，挖掘他们的潜力Little or no revenue contri

20、bution today and insufficient data to accurately assess potential目前和将来都没什么价值BCDAccount Segmentation-Glossary 客户分类术语客户分类术语 2003.1115Future PotentialHighLowA+CBAAccount Name未来潜力Current Revenues当前收入Segmenting Your Accounts 细分你的客户细分你的客户 2003.1116客户分类客户分类未来潜力未来潜力资源配置资源配置介入程度介入程度主要策略主要策略A/A+高高深度介入发展业务B低中伺

21、机而动抓住机会C低低后台操作发展业务量Account Development Strategy 客户拓展策略客户拓展策略2003.1117Agenda 目录目录n Funnel Management漏斗管理漏斗管理nAccount Planning Process 客户规划流程nAccount Selling Process客户销售流程nFunnel Management漏斗管理nSales Forecast销售预测n In Summary 总结总结2003.1118Buyer CycleAssess Problem/OpportunityDefineObjectivesEvaluateSol

22、utionsInitiative a ProjectNegotiate/CommitProveConceptMeasureResultsImplementQualifyingDiscoverCloseProofSolution Develop Buying and Selling Cycle 采购和销售周期采购和销售周期DeployVendorCredible SourceProblem SolverTrusted AdviserSeller Cycle2003.1119Account Selling Process 客户销售流程客户销售流程Discover 发现发现Qualify机会确认机会

23、确认Develop关系建立关系建立Proof 达成协议达成协议Solution提出方案提出方案Close赢取胜利赢取胜利Deploy 实施实施 Initial Value PropositionSolution&Unique Customer ValueDevelop Value Proposition/Business CaseSuccess CriteriaVision Processing with DifferentiatorsCreate Interest with Value利用价值使客户感兴趣Convince with Value用价值说服客户Confirm the Value让

24、客户确信你的价值Close with Value用价值赢得客户2003.1120Agenda 目录目录n Funnel Management漏斗管理漏斗管理nAccount Planning Process 客户规划流程nAccount Selling Process客户销售流程nFunnel Management漏斗管理nSales Forecast销售预测n In Summary 总结总结2003.1121Funnel Analysis 漏斗分析漏斗分析Discover 0%发现发现Qualify 10%Develop 20%Solution Fit 40%POC 60%Close 80%

25、Deploy 100%赢取胜利赢取胜利机会确认机会确认实施实施 达成协议达成协议提出方案提出方案关系建立关系建立Step 1Step 2Step 3Step 4Step 5Step 6Step 72003.1122Step 1 Discover 第一步第一步 发现发现Purpose目的目的 Investigate opportunity profile 调查机会概况 Gather sufficient info.To make accurate initial assessment 收集有价值的信息以做出准确的初步评估 Percentage进程进程 0%Milestone里程碑里程碑 Lead

26、 引导Evidence证据证据 Opportunity Plan 机会管理表 Tactics 战术 Record 记录在案Action 行动行动 In assigned territory 分配任务 Meets marketing criteria 迎合市场 Potential sponsor identified 确定潜在支持者 -Who says they want to buy my products?谁说了想买我的产品？+Who has a problem that we can solve?谁目前有问题我们可以解决？2003.1123Step 2 Qualify 第二步第二步 确认确

27、认Purpose目的目的 Identify a potential opportunity 确认潜在机会 Beat out whether we can compete 搞清我们是否能竞争 Percentage进程进程 10%（一回生）Milestone里程碑里程碑 Opportunity identified/B.I admitted 机会被确认/找到客户燃眉之急Evidence证据证据 Initial customer contacts 初访客户1.关健需求 2.关健人物 3.客户规模 4.竞争对手 5.规划 6.预算Realize customers strategy&objective

28、 了解客户的策略和目的Action 行动行动 Setup sales team 建立销售小组 -Formal project with time$这是一个值多少钱的项目+How will use our recourse to solve the problem?如何利用我们的资源去解决客户的问题？2003.1124Step 3 Develop 第三步第三步 拓展拓展Purpose目的目的 Develop customers relationship 发展客户关系 Identify customers criteria 确定采购标准Percentage进程进程 20%（二回熟）Mileston

29、e里程碑里程碑 Executive sponsorship（获得）高层支持（找对人）Evidence证据证据 Budget identified 清楚预算 Customer relationship built up 客户关系建立Action 行动行动 Formal/informal criteria rewarded 切入正反两方面的标准-Focus on evaluation/committee/products/requirements/prices/features 注重产品价格/指标/要求/评估+Focus on inner circle,share the requirements

30、 注重客户内部沟通，参与要求/标准制定2003.1125Step 4 Solution Fit 第四步第四步 完备的方案完备的方案Purpose目的目的 Position a solution 确定方案 Demo initial solution 初步展示方案 Build specific proposal 建立定制报告 Percentage进程进程 40%（三回是朋友）Milestone里程碑里程碑 Proposed solution 建立方案Evidence证据证据 Customer confirmed requirements 客户确认了需求 Setting up vision with

31、 DM 给拍板人展示远景Action 行动行动 Accelerated customer engagement 加速客户互动（吃、喝、玩行动计划）-Focus on to meet requirement 迎合需求+Focus on informal process/UCV.SWOT关注“真实的”决策进程SWOT分析2003.1126Step 5 POV 第五步第五步 证明价值证明价值Purpose目的目的 Demo capability 显示实力 Exceed customers requirement 超出客户需求 Percentage进程进程 60%（已经是哥们了）Milestone里程

32、碑里程碑 Solution Demo 方案展示Evidence证据证据 Verbal approval received 得到口头承诺 Customers requirement met 客户需求被满足Action 行动行动 Proposal issued decision due 依据客户标准的方案发出 Deliver value 提供价值+sell UCV 销售独有客户价值 Connect B.I to senior executive 把客户的燃眉之急与高层管理者联系起来 Exec.s presentation 与客户高层沟通 Technical presentation/DEMO/re

33、ference 技术演讲2003.1127Step 6 Close 第六步第六步 签约签约Purpose目的目的 Finalize agreement 最终的合同 Implement plan 实施计划 Confirm UCV 确认UCV Percentage进程进程 80%Milestone里程碑里程碑 Win!赢了！Evidence证据证据 Sign agreement 签约Action 行动行动 Get credit 邀功 Setting up project team&owner 建立项目小组和负责人Get the order to finish selling 把签单作为销售的结束+

34、Get the order to start 签单是销售的开始2003.1128Step 7 Deploy 第七步第七步 实施实施Purpose目的目的 Update opportunity map 更新机会图 Percentage进程进程 100%Milestone里程碑里程碑 Logistic 物流、送货Evidence证据证据 Deployment in process 按流程实施Action 行动行动 Update data base 更新用户数据库Dont care and change to a new job +Accountable,get credit and start t

35、o next sales oppo.2003.1129Answer These Questions 回答下列问题回答下列问题注意:把规划和行动相结合 真实、准确、可证明Discover:发现Qualify:确认Close:签约Proof:价值Solution:方案Develop:拓展你如何正确确认一个支持者？构成支持文件最有效的因素是什么？描述出项目评估计划的时间、内容、目的。达到预期目的的最好办法是什么？针对你的计划，要得到口头同意必须做什么？成功的签约是你的目标，达到这个目标的关键步骤是什么？销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课

36、件培训课件培训教材2003.1130 Manager 销售经理Validates 与销售员一起确认机会的状况Focus 关注个人业绩和机会的提升 Performs 实施漏斗分析 Sales 销售 Provides 提供可核实的结果、证据和更新Collaborates 与经理同心协力 Executes 执行协商好的计划并返回报告Updates 更新机会漏斗How to improve the quality of Funnel?如何提升漏斗的质量如何提升漏斗的质量?销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材2003.113

37、1Agenda 目录目录n Funnel Management漏斗管理漏斗管理nAccount Planning Process 客户规划流程nAccount Selling Process客户销售流程nFunnel Management漏斗管理nSales Forecast销售预测n In Summary 总结总结销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材2003.1132Balance Sheet 平衡表平衡表Sale Step销售步骤销售步骤Revenue收入收入Yield产量产量 Ideal Balance%理理

38、想平衡想平衡Actual Balance%实实际平衡际平衡Differentiation差距差距 Quality 10%1020+10Develop 20%2029+9Solution 40%2519-6Proof 60%2523-2Close 80%209-11Total 100%100%Where is the problem,if any?Why?有什么问题吗？为什么？Is it an opportunity or performance problem?Why?是机会还是业绩问题？为什么？If there is a problem,what will you do to fix it?

39、如果真是问题，你将怎样解决？What is the advantage to you for fixing it?问题解决了对你有哪些好处？销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材2003.1133Agenda 目录目录n Funnel Management漏斗管理漏斗管理nAccount Planning Process 客户规划流程nAccount Selling Process客户销售流程nFunnel Management漏斗管理nSales Forecast销售预测n In Summary 总结总结销售漏斗管

40、理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材2003.1134QualifyDevelopSolutionProofCloseNeg.DeployWinning Strategy制胜策略制胜策略Proof:B.I证据证据:B.I.UCV Delivery提供提供UCVFilter out GarbageBased on Buying cycle and Selling cycle基于销售流程与采购流程的销售漏斗基于销售流程与采购流程的销售漏斗DiscoverPlanning&Selling 计划及销售计划及销售Funnel Mana

41、gement 漏斗管理漏斗管理MarginMaximize利润最大化利润最大化Verbal Approval口头承诺口头承诺Win!赢赢!Deploy销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材2003.11Funnel Based Selling Process 以以“漏斗漏斗”为基础的销售过程为基础的销售过程17-35%Improvement if Executed如果贯彻执行，业绩提高17-35%With Discipline 训练 With Consistency 协调一致 With Regularity 规律/系统化 With Predictability 可预测销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材2003.1136结结 束束有效的分析，是成功的关健销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材销售漏斗管理培训课件ppt优秀课件精品课件培训课件培训教材