1、来自来自 中国最大的资料库下载中国最大的资料库下载 1Solution Selling1A Powerful Tool for SalespeopleWho is Selling a Combination ofProducts,Services and Concepts来自来自 中国最大的资料库下载中国最大的资料库下载 2 A new approach to generate prospects and new business.A behaviorally-correct technique for developing buyer needs,specific to your produ
2、ct,service and concept.An integrated buyer-qualification model which targets access to power,committee decisions,and the negotiation of the sales cycle.A prototype for developing sales tools,specific to your products and markets,which enables sales people to succeed immediately while they gain the e
3、xpertise they will need long term.A set of tools which enables management to manage pipeline,assign prospecting activity,control the cost of sales,and predict future business more accurately.Sales Training Components来自来自 中国最大的资料库下载中国最大的资料库下载 3Diagnostics and Power Based Selling Both are sales models
4、 which integrate with and expand Sales Training.Diagnostics selling helps in the area of needs processing and decision management.Power Base Selling helps establish a political influence strategy and a competitive sales strategy.来自来自 中国最大的资料库下载中国最大的资料库下载 4THE TRADITIONAL PROCESSTHE DIAGNOSTIC PROCES
5、SUNSTABLE RELATIONSHIPSTABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15%5%5%10%35%50%AgreementPresentationDesign SolutionsProblem SolvingDiagnosis来自来自 中国最大的资料库下载中国最大的资料库下载 5Sales Process Overview Target potential opportunities Pre-call planning and research Create curiosity and h
6、ope Rapport,credibility,credentials Develop buyer and user needs determine pain,critical issues diagnose reasons with bias toward offerings determine impacts across the organization-who,how,financial create,participate in,reengineer buyer visions clarify expectations and ownership Agree on evaluatio
7、n criteria来自来自 中国最大的资料库下载中国最大的资料库下载 6 Determine capabilities needed to meet buyer vision Present offerings Buyer acceptance of offerings Mutually agree on ROI Negotiate a win/win profitable agreement Implement as agreed,measure success criteria Continue to develop relationship Use success to leverag
8、e other opportunitiesSales Process Overview(cont)来自来自 中国最大的资料库下载中国最大的资料库下载 7High Difficulty Selling Conceptual/intangible Difficult to learn and explain Perceived as expensive Perceived as complex Requires major change by buyer Sold to committees Small organization selling to large来自来自 中国最大的资料库下载中国最
9、大的资料库下载 8Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkills来自来自 中国最大的资料库下载中国最大的资料库下载 9Basic Principles No PAIN,no Change Diagnose before you prescribe Three levels of Buyer PAIN People buy from people Power buys from power“Product”=Buyer VISUALIZATION You cant sell to some
10、one who cant buy来自来自 中国最大的资料库下载中国最大的资料库下载 10Latent Pain Vs.PainLATENT PAINPAINCURRENTACTIVE EVALUATIONS来自来自 中国最大的资料库下载中国最大的资料库下载 11Three Levels of Buyer PainLevel One:LATENT PAINLevel Two:PAINLevel Three:VISUALIZATION来自来自 中国最大的资料库下载中国最大的资料库下载 12Definition of Needs Level One:Latent Pain Potential nee
11、ds for a product or service in the mind of the seller.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 risk
12、y”,etc.Level Two:Pain Complaint statements by the buyer 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 st
13、atements by the buyer indicating that the buyer accepts 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.来自来自 中国最大的资料库下载中国最大的资料库下
14、载 13Definition of Needs(cont)Vision of a Solution NOTE:When a buyer has a vision 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.来自来自 中国最大的资料库下载中国最大的资料库下载 14Examples of Needs Level One:Latent NeedsPeople standing
15、in line for transactions on their lunch hour at the bank.Inventory build-up due to obsolete parts.People 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 inventor
16、y is much too high.”“The re-keying errors are killing us”.“Im worried about what will happen to my business 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.”“
17、We need the ability to consolidate data from unlike systems without re-keying.”“I need the ability to generate X dollars of income even if I am disabled”.来自来自 中国最大的资料库下载中国最大的资料库下载 15Types of Approval Sponsor Beneficiaries Adversaries Legal/Technical/Administrative Financial Power Sponsor POWER来自来自 中
18、国最大的资料库下载中国最大的资料库下载 16Components of a SalePAIN+POWER+VISION+MOMENTUM+PROCESS=SALE来自来自 中国最大的资料库下载中国最大的资料库下载 17How People Buy Latent Pain Pain Visualization Match Vision Cost Justify Overcome Fear of Risk Price Justify Take Action来自来自 中国最大的资料库下载中国最大的资料库下载 18Alignment of Buying&Selling PhasesPhase I Ph
19、ase 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?Consequences?Is it the right price?Define their needs with our product bias.Qualify buying process.De
20、monstrate how product meets defined needs.Why us?Why now?BUYER:SELLER:Need Development Proof Close the Sale来自来自 中国最大的资料库下载中国最大的资料库下载 19Buying PhasesTimePhase IPhase IIPhase IIISolutionRiskNeedsCostLevel of Concern来自来自 中国最大的资料库下载中国最大的资料库下载 20Risk Objections Smile(to yourself)Empathize Answer(if appro
21、priate)Recall pain Recall reasons Recall vision Recall proof Nudge来自来自 中国最大的资料库下载中国最大的资料库下载 21Pain SheetPain:Situation:Our Product:Potential ReasonsImpactCapabilitiesIs it because.(reasons for the pain that align withyour product orservice capabilities)Is this causing.(impact on other areas,depts.,p
22、eople,who is impacted/concerned)What if there were away for you to.(product capabilitieslinked with reasons)来自来自 中国最大的资料库下载中国最大的资料库下载 22Pain SheetPain:Failure to meet shipment scheduleJob Title:VP Mfg.,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential ReasonsImpactCapabilitiesIs it because.Sal
23、es is quoting 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
24、 predict revenue 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
25、 bottleneck resource loads before finalizing schedule show marketing the effect of a proposed schedule change include marketings service part forecast in production planning来自来自 中国最大的资料库下载中国最大的资料库下载 23Pain SheetPain:Inventory Investment is too HighJob Title:VP Finance,Gen Mfr.(SIC 35)Our Product:Sym
26、ix Mfg.SoftwarePotential ReasonsImpactCapabilitiesIs 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 re
27、duce production costspressure to cust 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 ident
28、ify,locate and quantify obsolete inventoryEasily audit and verify inventory levelsReevaluate production plans dailyFind all Pos supplying unneededmaterial来自来自 中国最大的资料库下载中国最大的资料库下载 24Job Title:CEOPain:Eroding ProfitsReasons:Missed ShipmentsWeaving the Pain ChainJob Title:VP ManufacturingPain:Missed S
29、hipmentsReasons:ShortagesJob Title:Materials Mgr.Pain:ShortagesReasons:Inaccurate inventory Order changes Uncontrolled ECNs来自来自 中国最大的资料库下载中国最大的资料库下载 25Organizational“Pain Chain”Example CEOPain:Stock price is downR1:Profits are downR2:Customer erosion CFOPain:Profits are downR1:Revenue downR2:Cost of
30、 Mfg.up VP MARKETINGPain:Customer erosionR1:Cant fill ordersR2:Cant sell substitute products 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 fulfillR
31、2:Cant offer substitutes to customers DIRECTOR OF MISPain:Unhappy line VPsR1:Cant deliver 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
32、 of sellersproducts and services will enable this person to deal withthese issues,thus effecting a“beneficiary chain”up to thetop of the organization.来自来自 中国最大的资料库下载中国最大的资料库下载 26Case Study“Pain Chain”Title:Pain:R1:R2:For your fictious prospect organization,create a“pain chain”between a minimumof fou
33、r job titles.One of them should be a decision maker and a minimum of oneof them a direct user of your productsor services.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:
34、R1:R2:Title:Pain:R1:R2:来自来自 中国最大的资料库下载中国最大的资料库下载 27Reference Story FormatSITUATIONThe situation must include the persons job title and industryCRITICAL ISSUEThe critical issue is the pain of the person above.(Anxiety words and phrases are very powerful here.)REASONSThe business reasons for the criti
35、cal issue are biased to your product.VISIONIn the words of your customer the capabilities he/she/they needed to solve their problem-“He/She/They 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 capab
36、ilities.RESULT Specific measurement is best!来自来自 中国最大的资料库下载中国最大的资料库下载 28Reference StorySITUATION Materials Manager,power supply panyCRITICAL ISSUE Difficulty controlling shortagesREASONS Frequent engineering changes and two different bills of material(one for engineering and one for manufacturing)VI
37、SION 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 needed both engrg.and mfg.to operate from the same bill of material._ PROVIDED We provided him with those capabilitiesRESULT Over three
38、years he has had no more than 18 parts short at one time out of 3500 parts.来自来自 中国最大的资料库下载中国最大的资料库下载 29Whats It Worth to Reduce Inventory?Cash-Inventory requires and ties up cash Cash needlessly tied up in inventory reduces cashreserves or requires additional debt.Profit-Carrying costs reduce profit
39、s 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.Inventory carrying costs are usuallyat least 25%来自来自 中国最大的资料库下载中国最大的资料库下载 30Whats It Worth to Reduce Receiva
40、bles?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 borrow less(usually)Interest expense is reduced and most liquidity ratios are streng
41、thened.Receivables can be controlled by setting a“Days of Receivables”goal and monitoring performance to achieve it.来自来自 中国最大的资料库下载中国最大的资料库下载 31Value Measurement Elements What will be measured?Who is responsible?How much is possible?What capabilities will be needed?When will this investment pay for
42、itself?来自来自 中国最大的资料库下载中国最大的资料库下载 32Power 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 an evaluation plan来自来自 中国最大的资料
43、库下载中国最大的资料库下载 33Why 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 IMAGE来自来自 中国最大的资料库下载中国最大的资料库下载 34InterdependenceLowHighBowling TeamOrchestra Business来自来自 中国最大的资
44、料库下载中国最大的资料库下载 35Organizational Interdependence20th Century Organization$PresidentVPMarketingVPSalesVPMfg.VPFinanceDistributionManagerPlantManagerDirectorMISMaterialsManagerAppl.Dev.Manager来自来自 中国最大的资料库下载中国最大的资料库下载 36Transition to Vision ProcessingPotential Buyer Responses.enough about me/us,tell me
45、 about you and your situation.Four Potential Buyer Responses:1.2.3.4.Seller Action:1.2.3.4.37Transition to Vision ProcessingGetting Buyer to Admit PainEnough about me.Pain?TalkingFreely?Situation QuestionsPain?Menu of PainBranch to DoorPain?NoYesNoNoYesYesYes$/EmotionNoR1I1C1R2I2C2R3I3C3来自来自 中国最大的资料
46、库下载中国最大的资料库下载 38Transition to Vision ProcessingTransition Question Examples Situation Questions:Describe 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?来自
47、来自 中国最大的资料库下载中国最大的资料库下载 39Transition to Vision ProcessingTransition Question Examples Multiple Choice“Menu”Approach:The top three difficulties we are hearing from CIOs these days include:inability to deliver client/server applications on time,applications that fail to meet user expectations,difficul
48、ty meeting the ROI requirements of the organization.are you facing any of these issues today?来自来自 中国最大的资料库下载中国最大的资料库下载 40Transition to Vision ProcessingTransition Question Examples$/Emotion Questions:How do you get the news?How does this impact you personally?Who else is aware of this situation?Are
49、they looking to you to fix it?来自来自 中国最大的资料库下载中国最大的资料库下载 41Navigating the Three Levels of NeedLevel Three:Vision of a SolutionLevel Two:PainLevel One:Latent9 Block Vision Processing ModelReference Story来自来自 中国最大的资料库下载中国最大的资料库下载 42Three Levels of NeedCreating a Specific Need for a Specific FeatureLEVE
50、L THREEFeature becomes a benefit!Vision of a SolutionLEVEL TWOCapability QuestionPainLEVEL ONEAnxiety QuestionLatent43PAINR1(1)I1(4)C1(7)R2(2)I2(5)C2(8)R3(3)I3(6)C3(9)DiagnoseReasonsExploreImpactVisualizeCapabiltiesOpenControlConfirmVISION OF A SOLUTIONHow does this affectyou as.;how do youget the n
