非常好的解决方案销售培训资料课件.ppt

1、非常好的解决方案销售培训资料2Solution Selling1A Powerful Tool for SalespeopleWho is Selling a Combination ofProducts,Services and Concepts4Diagnostics and Power Based Selling Both are sales models which integrate with and expand Sales Training.Diagnostics selling helps in the area of needs processing and decision

2、 management.Power Base Selling helps establish a political influence strategy and a competitive sales strategy.5THE TRADITIONAL PROCESSTHE DIAGNOSTIC PROCESSUNSTABLE RELATIONSHIPSTABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15%5%5%10%35%50%AgreementPresentationDesign SolutionsPr

3、oblem SolvingDiagnosis6Sales Process Overview Target potential opportunities Pre-call planning and research Create curiosity and hope Rapport,credibility,credentials Develop buyer and user needs determine pain,critical issues diagnose reasons with bias toward offerings determine impacts across the o

4、rganization-who,how,financial create,participate in,reengineer buyer visions clarify expectations and ownership Agree on evaluation criteria7 Determine capabilities needed to meet buyer vision Present offerings Buyer acceptance of offerings Mutually agree on ROI Negotiate a win/win profitable agreem

5、ent Implement as agreed,measure success criteria Continue to develop relationship Use success to leverage other opportunitiesSales Process Overview(cont)8High Difficulty Selling Conceptual/intangible Difficult to learn and explain Perceived as expensive Perceived as complex Requires major change by

6、buyer Sold to committees Small organization selling to large9Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkills10Basic Principles No PAIN,no Change Diagnose before you prescribe Three levels of Buyer PAIN People buy from people Power buys from power“Product”=Buyer VISUALIZ

7、ATION You cant sell to someone who cant buy11Latent Pain Vs.PainLATENT PAINPAINCURRENTACTIVE EVALUATIONS12Three Levels of Buyer PainLevel One:LATENT PAINLevel Two:PAINLevel Three:VISUALIZATION13Definition of Needs Level One:Latent Pain Potential needs for a product or service in the mind of the sell

8、er.Latent needs are usually either ignorance or rationalizations.A potential buyer is unaware that a potential solution exists or has previously attempted to find a solution and was unsuccessful.It is/was“too expensive”or“too complicated”or“too risky”,etc.Level Two:Pain Complaint statements by the b

9、uyer about problems,difficulties or dissatisfaction with the existing situation,ie pain.Complaint statements indicate that the buyer knows he/she has a problem,but does not know how to solve the problem.Level Three:Vision of a Solution Capability statements by the buyer indicating that the buyer acc

10、epts responsibility for solving the problem and specifying the precise capabilities needed to deal with the problem.The seller must participate personally in the development of the need in order for it to be a qualified need.14Definition of Needs(cont)Vision of a Solution NOTE:When a buyer has a vis

11、ion of a solution,he does not expect the seller to solve the problem,but can now“see”himself solving the problem in his mind.He is enabled.15Examples of Needs Level One:Latent NeedsPeople standing in line for transactions on their lunch hour at the bank.Inventory build-up due to obsolete parts.Peopl

12、e manually re-keying data from unlike financial systems.An entrepreneur with no disability insurance.Level Two:Pain“We are losing customers because people hate standing in long lines”.“Our inventory is much too high.”“The re-keying errors are killing us”.“Im worried about what will happen to my busi

13、ness if I get sick.”Level Three:Vision of a Solution“We need to be able to handle the average banking transaction in under 60 seconds”.“I need to be able to sort my inventory by date of last use.”“We need the ability to consolidate data from unlike systems without re-keying.”“I need the ability to g

14、enerate X dollars of income even if I am disabled”.16Types of Approval Sponsor Beneficiaries Adversaries Legal/Technical/Administrative Financial Power Sponsor POWER17Components of a SalePAIN+POWER+VISION+MOMENTUM+PROCESS=SALE18How People Buy Latent Pain Pain Visualization Match Vision Cost Justify

15、Overcome Fear of Risk Price Justify Take Action19Alignment of Buying&Selling PhasesPhase I Phase II Phase IIINeed Definition Evaluate Alternatives Take Action How much does it cost?Do I need to change?What do I need?Is there a solution?Which one meets my needs?Can I afford it?Should I do it?Conseque

16、nces?Is it the right price?Define their needs with our product bias.Qualify buying process.Demonstrate how product meets defined needs.Why us?Why now?BUYER:SELLER:Need Development Proof Close the Sale20Buying PhasesTimePhase IPhase IIPhase IIISolutionRiskNeedsCostLevel of Concern21Risk Objections Sm

17、ile(to yourself)Empathize Answer(if appropriate)Recall pain Recall reasons Recall vision Recall proof Nudge22Pain SheetPain:Situation:Our Product:Potential ReasonsImpactCapabilitiesIs it because.(reasons for the pain that align withyour product orservice capabilities)Is this causing.(impact on other

18、 areas,depts.,people,who is impacted/concerned)What if there were away for you to.(product capabilitieslinked with reasons)23Pain SheetPain:Failure to meet shipment scheduleJob Title:VP Mfg.,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential ReasonsImpactCapabilitiesIs it because.Sales is quoti

19、ng unrealistic delivery dates Excessive material shortage You are planning production you dont have the capacity to meet Frequent schedule changes from mktg.Service parts forecasts are not recognized when planningIs this causing.missed revenue targets lower profits inability to accurately predict re

20、venue Is the VP Finance concerned?losing customer orders losing customer credibility losing market share Is the VP Sales impacted?What if there were away for you to.give sales access to mfg.schedules while they enter orders notify planners/buyers in advance of potential shortages estimate bottleneck

21、 resource loads before finalizing schedule show marketing the effect of a proposed schedule change include marketings service part forecast in production planning24Pain SheetPain:Inventory Investment is too HighJob Title:VP Finance,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential ReasonsImpac

22、tCapabilitiesIs it because.Excessive obsolete inventoryInaccurate stores and WIP inventoryManufacturing is building things it no longer needsPurchasing buys long lead time materials based on their own forecastsIs this causing.excessive WIP inventorypressure to reduce production costspressure to cust

23、 back productionpressure to reduce purchasesshortages which impact shipments Is the VP Mfg.impacted?missed customer delivery datespressure to sell what you haveinability to meet sales goals Is the VP Sales affected?What if there were a way for you to.Easily identify,locate and quantify obsolete inve

24、ntoryEasily audit and verify inventory levelsReevaluate production plans dailyFind all Pos supplying unneededmaterial25Job Title:CEOPain:Eroding ProfitsReasons:Missed ShipmentsWeaving the Pain ChainJob Title:VP ManufacturingPain:Missed ShipmentsReasons:ShortagesJob Title:Materials Mgr.Pain:Shortages

25、Reasons:Inaccurate inventory Order changes Uncontrolled ECNs26Organizational“Pain Chain”Example CEOPain:Stock price is downR1:Profits are downR2:Customer erosion CFOPain:Profits are downR1:Revenue downR2:Cost of Mfg.up VP MARKETINGPain:Customer erosionR1:Cant fill ordersR2:Cant sell substitute produ

26、cts to customers VP MANUFACTURINGPain:Cost of Mfg.upR1:Orders for products they dont haveR2:Not selling products they do have VP SALESPain:Not meeting revenue goalsR1:Salespeople taking orders they cant fulfillR2:Cant offer substitutes to customers DIRECTOR OF MISPain:Unhappy line VPsR1:Cant deliver

27、 needed applications on time MGR.APPLIC.DEVELOP.Pain:Cant deliver needed applications on timeR1:Legacy applications still on mainframeR2:Applications are not flexible to change with businessSpecific capabilities of sellersproducts and services will enable this person to deal withthese issues,thus ef

28、fecting a“beneficiary chain”up to thetop of the organization.27Case Study“Pain Chain”Title:Pain:R1:R2:For your fictious prospect organization,create a“pain chain”between a minimumof four job titles.One of them should be a decision maker and a minimum of oneof them a direct user of your productsor se

29、rvices.Align a minimum of two specific capabilitiesof your offering with the reasons of the directuser(s).Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:28Reference Story FormatSITUATIONThe situation must include the persons job title and indust

30、ryCRITICAL ISSUEThe critical issue is the pain of the person above.(Anxiety words and phrases are very powerful here.)REASONSThe business reasons for the critical issue are biased to your product.VISIONIn the words of your customer the capabilities he/she/they needed to solve their problem-“He/She/T

31、hey told us they needed.”_ PROVIDED If the“solution”is described properly above,all we have to do here is say that we(our product/company)gave them those capabilities.RESULT Specific measurement is best!29Reference StorySITUATION Materials Manager,power supply panyCRITICAL ISSUE Difficulty controlli

32、ng shortagesREASONS Frequent engineering changes and two different bills of material(one for engineering and one for manufacturing)VISION He told us he needed to be the control point for implementing engineering changes.This would allow him to simulate the impact in advance of the change.He also nee

33、ded both engrg.and mfg.to operate from the same bill of material._ PROVIDED We provided him with those capabilitiesRESULT Over three years he has had no more than 18 parts short at one time out of 3500 parts.30Whats It Worth to Reduce Inventory?Cash-Inventory requires and ties up cash Cash needlessl

34、y tied up in inventory reduces cashreserves or requires additional debt.Profit-Carrying costs reduce profits Carrying costs increase operating costs,which reduce profits.Carrying costs include:Storage facility costs Staffing and handling costs Insurance Taxes Pilferage Damage Obsolescence.and more.I

35、nventory carrying costs are usuallyat least 25%31Whats It Worth to Reduce Receivables?Cash!It generates cash.Receivables are simply no-interest loans to yourcustomers Cash you could use to fund your business Days in excess of terms raise your costs and increase your risk of cash loss.You have to bor

36、row less(usually)Interest expense is reduced and most liquidity ratios are strengthened.Receivables can be controlled by setting a“Days of Receivables”goal and monitoring performance to achieve it.32Value Measurement Elements What will be measured?Who is responsible?How much is possible?What capabil

37、ities will be needed?When will this investment pay for itself?33Power Sponsor aka the“Vice President of Change”Typically an innovator or early adapter Enough clout to get it if they want it,regardless of job title Willing to introduce you to anyone you need to talk to Willing and able to negotiate a

38、n evaluation plan34Why Change?ERODING:profits,market share,service,quality,growth rate,etc.INCREASING:costs,competition,errors,returns,employee turn-over,etc.GOVERNMENT:EPA,FTC,FCC,OSHA,IATA,FDA,etc.COMPANY IMAGE35InterdependenceLowHighBowling TeamOrchestra Business36Organizational Interdependence20

39、th Century Organization$PresidentVPMarketingVPSalesVPMfg.VPFinanceDistributionManagerPlantManagerDirectorMISMaterialsManagerAppl.Dev.Manager37Transition to Vision ProcessingPotential Buyer Responses.enough about me/us,tell me about you and your situation.Four Potential Buyer Responses:1.2.3.4.Seller

40、 Action:1.2.3.4.38Transition to Vision ProcessingGetting Buyer to Admit PainEnough about me.Pain?TalkingFreely?Situation QuestionsPain?Menu of PainBranch to DoorPain?NoYesNoNoYesYesYes$/EmotionNoR1I1C1R2I2C2R3I3C339Transition to Vision ProcessingTransition Question Examples Situation Questions:Descr

41、ibe your current architecture?How does everyone get the news when a change occurs in the middle of the design cycle?How do you gather user feedback?How are you dealing with distributed development?40Transition to Vision ProcessingTransition Question Examples Multiple Choice“Menu”Approach:The top thr

42、ee difficulties we are hearing from CIOs these days include:inability to deliver client/server applications on time,applications that fail to meet user expectations,difficulty meeting the ROI requirements of the organization.are you facing any of these issues today?41Transition to Vision ProcessingT

43、ransition Question Examples$/Emotion Questions:How do you get the news?How does this impact you personally?Who else is aware of this situation?Are they looking to you to fix it?42Navigating the Three Levels of NeedLevel Three:Vision of a SolutionLevel Two:PainLevel One:Latent9 Block Vision Processin

44、g ModelReference Story43Three Levels of NeedCreating a Specific Need for a Specific FeatureLEVEL THREEFeature becomes a benefit!Vision of a SolutionLEVEL TWOCapability QuestionPainLEVEL ONEAnxiety QuestionLatent44PAINR1(1)I1(4)C1(7)R2(2)I2(5)C2(8)R3(3)I3(6)C3(9)DiagnoseReasonsExploreImpactVisualizeC

45、apabiltiesOpenControlConfirmVISION OF A SOLUTIONHow does this affectyou as.;how do youget the news?Who is looking to you to fix this problem?“Tell me about it,what iscausing you to have this.(repeat pain)?”“Besides yourself,who in yourorganization is impacted by this(repeat pain)and how are thy impa

46、cted?”“What is it going to take forYOU to be able to solve this(repeat pain)?”“Could I try a few ideas on you?“Is it because.?”“Is this(pain)causing.?”If so,wouldnt(title)be concerned.?”“What if there were a way for you to.,wouldthat help?What if you were also ableto.?”“So,the reasons for your(repea

47、t pain)are.?”“From what I just heard,ifyou had the ability to.(repeat vision capabilities)Could you solve your(repeat pain)?What would it worth.?”“From what I just heard,(repeat the who and how)it soundslike this is not just your problem,but a _ problem!”45Vision Processing ModelPAINR1I1C1R2I2C2R3I3

48、C3DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVISION OF A SOLUTION46The Power BaseFinding the People with InfluenceInfluential AuthoritariansNon-InfluentialAuthoritariansInfluentialNon-AuthoritariansNon-InfluentialNon-Authoritarians47The Power BasePower Base:Finding the Peoplew

49、ith influenceWe are not fit to lead an army unless we are familiar with the face of the country.Sun Tzu48 The Power BaseVice PresidentMarketingDirector Western RegionDirectorCentral RegionDirectorEastern RegionMgr.SalesMgr.SupportMgr.SalesMgr.SalesMgr.SupportMgr.Support49Pre-Call PlanningCompany:_Da

50、te/Time:_Location:_Revenue:_Telephone:_Industry:_Potential Sponsors:1._ 2._Recent press:_Call Objective:Reference Story:Potential Pains:Situation Questions:Typical areas of concern:50Vision Reengineering Participate in existing vision Add your bias to existing vision Confirm they dont currently have