1、Welcome toTarget Account Selling 2022年年10月月10日星日星期一期一Page 1.1Program ObjectivesDeveloping and testing a comprehensive plan for your sales opportunityEnabling you to communicate more effectively with your teamShifting your sales focus from tactical to strategicHelp you win by.Focusing on the right is
2、sues with the right peopleat the right timeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.2Program MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key Playe
3、rsDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.3Sales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStr
4、ategicCompetitive Time and$TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.4VersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueE
5、xecutiveTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.5DevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely&JudiciousConsistentlyAchievesDominantProactiveAstute
6、High ROIReliably ExceedsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.6Not in ControlSalesPersonalControl is providing business value for the customer whileforcing the competition to operate in react mode.It is difficult to control external events unless you arein
7、 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 Meetings delegated Preoccupied with price No inside support Not knowing youre winning Alway
8、s 5 minutes late Too many hours Too much telephone time Continual crisis Not having funTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.7PurposeProvide you with a structured,repeatable methodology for analyzing a sales opportunityBenefits Qualify opportunities faster
9、 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 key issues more effectively using a common languageOutput Comprehensive assessment of your cu
10、rrent sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.7TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights r
11、eserved.Page 1.8Introduction+ABCPage 2.8Current:good win ratePotential Z=1 Z=0 A C Compromised X&Y Lost Z=-1XYZTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.9Four Key Questions-The 4 Principles of Selling Is there an opportunity?Can we compete?Can we win?Is it wor
12、th winning?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.10Is There An Opportunity?Page 2.10#1Customers Application or Project What are the customers requirements?What are the customers key issues and objectives for the project?Who initiated the project?Wh
13、oll 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 products and services?What are their key markets?Who are their key customers and competitors?What is driving
14、 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 customers key performance metrics?What is the budget for this project?What is the customers budgeting process?W
15、hat is the priority of this project compared to others?What are the customers alternative uses of capital?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.11#5 Compelling EventWhy does the customer have to act?What is the deadline for the customer to make a decision?
16、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?BusinessInitiativesBusiness DriversBusiness ProfilePage 2.11CompellingEventConsequencesPaybackProblemsOpportuniti
17、esTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.12Can We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sales ResourceRequirements#9Current Relationship What are the customers decision criteria?What is the formal decision process?Which decision criteria are most
18、 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 will be required?What external resources do we need to meet the customers requirements?How much time will the sales tea
19、m 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 cost?What is the status of your relationship with the customer?What is the status of each competitors relationship with
20、 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?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.13#10 Unique Business ValueWhat is th
21、e 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?Has the customer confirmed their understanding of the value we will deliver?How does this value differentiate us from our
22、competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.13CompellingEventsUniqueBusinessValueTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.14Answer the questions.Whats the issue?How is it affecting the customer?What
23、 are the consequences or payback?How can you help?Developing Your Value PropositionPage 1.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.15IncreaseCosts/ConsequencesValue=Benefits-Costs/Risks/ConsequencesPage 3.9 Revenue Market share Customer satisfaction Inventor
24、y turns Load factor Shareholder value Customer base Order fulfillment time Expenses Rejects/returns Waste Administrative costs Number of days supply(of inventory)Time to close an order Cycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting costsCorrecting mistakesAcquisition Co
25、stsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffect existing businessesAwaken their competitionModifications to existing processesOpportunity Costs(Risks&Consequences
26、)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.16Value Proposition TemplatesYou will be able to _ resulting in _ by implementing our _.We delivered similar results at _ which resulted in _.By changing from _ to _,you will affect _ which means _.We will track the v
27、alue 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 _.business initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusine
28、ss driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.17Sample Value Propositions You will be able to reduce
29、 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 delivered similar results at United Telecom,which achieved a 25%improvement in first contact call resolution.By changing from a patchwork of home
30、 grown solutions to Siebels eBusiness suite,you will reduce your total cost of ownership by$100M,which represents a 40%increase in Earnings Per Share.We will establish a metrics score card to assist you in evaluating program performance and report it back to you at six month intervals.(business init
31、iative)(measurable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking system)(frequency/time)Page 3.13aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.18Can We Win?#11InsideSup
32、port#12Executive Credibility#13CulturalCompatibility#14Informal DecisionCriteria#15PoliticalAlignment Who in the customers organization wants us to win?What have they done to indicate their support?Are they willing and able to act on your behalf?Do they have credibility within their own organization
33、?Page 2.8 Which executive(s)will affect or be affected by this decision?How have you established trust and credibility with them?How will you gain access to those executives?What is your plan to gain return access to them?What is the customers culture?How does this compare with our company?What is t
34、he customers philosophy towards vendors and suppliers?Can we adjust or adapt?Do we want to?How will the decision really be made?What intangible,subjective factors could affect this decision?What are the unstated issues?Whose private opinions do we know?Which ones count?Who are the most powerful peop
35、le involved in this decision?Do they want us to win?Why?Are they able to influence or change the decision criteria?Can they create a sense of urgency?How have they demonstrated this in the past?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.19Is It Worth Winning?#1
36、6Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic Value What is the order amount?Does it exceed our threshold?$_ When 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 exc
37、eed our thresholds?How is this project or application linked to future revenue?How will you ensure customer promises become commitments?What is the projected profit on this sales opportunity?Does it exceed our profit threshold?What impact will discounts have on profitability?How can we improve the p
38、rofitability on this opportunity?How could we cause our solution to fail?What are the critical dependencies in delivering value to the customer?How could 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 beyon
39、d the revenue?How does this opportunity fit in our business plan?How can we leverage this opportunity into revenue from other companies or markets?How will this opportunity help us improve our product or service?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page
40、1.20Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTU
41、RE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can
42、 We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.21Individ
43、ual Exercise:Current OpportunityStep 1 Use your current sales opportunity and complete the Opportunity Assessment on page 2.11 Identify your 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 t
44、he shaded column,rate your competitorsposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys+-?FINISH BY:Page 2.10a2000 Siebel S y stems,Inc.A ll rights reserved.TAS.STD.O TE.070.01.120 597.060 100.pptPage 1.33Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMER
45、S BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth W
46、inning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNI
47、QUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.22Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS
48、PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page
49、 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINES
50、S VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems,Inc.All rights reserved.Page 1.23Business PartnersProviding you with access to new markets or customersLeveraging existing relationships with key player
