1、重點(diǎn)客戶如何銷(xiāo)售培訓(xùn)Siebel Systems, Inc. All rights reserved. *Program 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 issues wit

2、h the right peopleat the right timeSiebel Systems, Inc. All rights reserved. *Program MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto

3、 ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567Siebel Systems, Inc. All rights reserved. *Sales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitive Time and $Siebel Systems, Inc. All rights reserved. *VersatilityLevel

4、1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveSiebel Systems, Inc. All rights reserved. *DevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePrem

5、ature orExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably ExceedsSiebel Systems, Inc. All rights reserved. *Not in ControlSalesPersonalControl is providing business value for the customer whileforcing the c

6、ompetition to operate in react mode.It is difficult to control external events unless you arein control.Unreturned phone callsNo access to informationCriteria slantedCriteria constantly changesDelaysBudget goes awayQuestioning by customers probing your weaknesses Players changeMeetings cancelledMeet

7、ings delegated Preoccupied with priceNo inside support Not knowing youre winning Always 5 minutes lateToo many hoursToo much telephone timeContinual crisis Not having funSiebel Systems, Inc. All rights reserved. *Purpose Provide you with a structured, repeatable methodology for analyzing a sales opp

8、ortunityBenefits Qualify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectivesInvest time, energy and resources on the opportunities you are most likely to winCommunicate the key issues more effectively using a common langu

9、ageOutput Comprehensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.8Siebel Systems, Inc. A

10、ll rights reserved. *Introduction+ABCPage 2.9Current: good win ratePotential Z = 1 Z = 0 A C Compromised X & Y Lost Z = -1XYZSiebel Systems, Inc. All rights reserved. *Four Key Questions - The 4 Principles of Selling Is there an opportunity? Can we compete? Can we win? Is it worth winning?Page 2.10S

11、iebel Systems, Inc. All rights reserved. *Is There An Opportunity?Page 2.11#1Customers Application or ProjectWhat are the customers 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

12、the customers business strategy?#2Customers Business Profile#3CustomersFinancial Condition#4Access to FundsWhat are the customers products 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 the

13、ir 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?What is the priority of this project compared to others?What ar

14、e the customers alternative uses of capital?Siebel Systems, Inc. All rights reserved. *#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 projec

15、t is completed on time?What will be the measurable impact on the customers business?BusinessInitiativesBusiness DriversBusiness ProfilePage 2.12CompellingEventConsequencesPaybackProblemsOpportunitiesSiebel Systems, Inc. All rights reserved. *Can We Compete?#6Formal DecisionCriteria#7Solution Fit#8Sa

16、les ResourceRequirements#9Current RelationshipWhat are the customers decision criteria?What is the formal decision process?Which decision criteria are most important? Why?Who formulated the decision criteria?Page 2.13How well does our solution solve the customers problem?What does the customer think

17、?What modifications or enhancements will 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 co

18、st 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 the customer?Whose relationship provides competitive advantage for this opportunity?How do you and each of your competitors compare to the custo

19、mers view of the ideal relationship?Siebel Systems, Inc. All rights reserved. *#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?Has the

20、 customer confirmed their understanding of the value we will deliver?How does this value differentiate us from our competitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.14CompellingEventsUniqueBusinessValueSiebel Systems, Inc. All rights reserved. *

21、Answer 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 1.9Siebel Systems, Inc. All rights reserved. *IncreaseCosts/ConsequencesValue = Benefits - Costs/Risks/ConsequencesPage 3.9 Reven

22、ueMarket shareCustomer satisfactionInventory turnsLoad factorShareholder valueCustomer base Order fulfillment timeExpenses Rejects/returns WasteAdministrative costsNumber of days supply (of inventory)Time to close an order Cycle timeDecreaseEvaluation processPurchase priceOrder processingExpediting

23、costsCorrecting mistakesAcquisition CostsSet-up and installationTaxes and insuranceAdministrative costsFinance chargesPossession CostsTrainingSupportMaintenanceDepreciationDisposalInterface to other systemsUsage CostsAffect existing businessesAwaken their competitionModifications to existing process

24、esOpportunity Costs (Risks & Consequences)Siebel Systems, Inc. All rights reserved. *Value 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 th

25、e 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 _.business initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbu

26、siness driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10Siebel Systems, Inc. All rights reserved. *Sample Value Propositions You will be able to reduce the number of repeat customer servic

27、e 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 grown solutions to Siebels eBu

28、siness 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 initiative)(measurable outcome

29、)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking system)(frequency / time)Page 3.13aSiebel Systems, Inc. All rights reserved. *Can We Win?#11InsideSupport#12Executive Credibility#13CulturalCompatibility#14Informal D

30、ecisionCriteria#15PoliticalAlignmentWho 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?Page 2.8Which executive(s) will affect or be affected by this dec

31、ision?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 the customers philosophy towards vendors and suppliers?Can we adjus

32、t 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 people involved in this decision?Do they want us to win? Why?Are th

33、ey able to influence or change the decision criteria?Can they create a sense of urgency? How have they demonstrated this in the past?Siebel Systems, Inc. All rights reserved. *Is It Worth Winning?#16Short-TermRevenue#17Future Revenue#18Profitability#19Degree of Risk#20Strategic ValueWhat is the orde

34、r amount?Does it exceed our threshold? $ _When will it close?Is it within our time frame? _ daysWhat 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 cu

35、stomer 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 profitability on this opportunity?How could we cause our solution to fail?What are the critical depend

36、encies 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 beyond the revenue?How does this opportunity fit in our business plan?How can we leverage this opportunity

37、 into revenue from other companies or markets?How will this opportunity help us improve our product or service?Page 2.9Siebel Systems, Inc. All rights reserved. *Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FI

38、NANCIAL 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

39、SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT REL

40、ATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHSiebel Systems, Inc. All rights reserved. *Individual 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 positi

41、on 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 rights reserved. TAS .STD.O TE.070 .

42、01.120 597.060 100.pptPage 1.33Opportunity AssessmentCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessment

43、SHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRI

44、TERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAssessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHSiebel Systems, Inc. All rights reserved. *Opportunity Assessmen

45、tCriteriaAssessmentCUSTOMERS APPLICATIONOR PROJECT 1UNDEFINEDDEFINEDCUSTOMERS BUSINESS PROFILE2WEAKSTRONGCUSTOMERS FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFIT

46、ABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW+Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISIONCRITERIA14UNDEFINEDDEFINED+Can We Win?STRONG+CriteriaAs

47、sessmentFORMAL DECISIONCRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+Can We Compete?SALES RESOURCEREQUIREMENTS8HIGHSiebel Systems, Inc. All rights reserved. *Business PartnersProviding you with access to new markets or customersLev

48、eraging existing relationships with key players in your customers organizationProviding new levels of expertise in specific industry segmentsExpanding your ability to deliver a “whole product” or complete solutionReducing the risks associated with the implementation of complex solutionsBusiness Part

49、ners can help you advance your sales campaign byPage 1.20Siebel Systems, Inc. All rights reserved. *The Partners Role in Your Value ChainSolutionsMarketingSales Implementa-tionPost-Sales Service and SupportSolutionsMarketingSalesImplementationPost-SalesWhat solutions are available from your business

50、 partner that could enhance your ability to compete?What competitors does this partner work with?What market share objectives does your partner have for this market or industry segment?What specific resources have they dedicated to this market segment?How effective is the business partners salespers

51、on or sales team associated with your joint business?Has the partner assigned the appropriate resources?Is there an agreed-to engagement process?How are your partners implementation services structured?What specific implementation services can be applied to your joint business?What services are avai

52、lable to support the implementation on a long-term basis?How do your companys offerings complement those of your business partners?Page 1.21Siebel Systems, Inc. All rights reserved. *Partner Assessment WorksheetIs there an opportunity?(#1-5) Understanding the customers application or project Providi

53、ng a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowledge of the customers formal decision criteria Providing solutions that lead to whole

54、products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yours Access and credibility at the executive level Understanding of the customers culture Knowledge of the customers informal decision process Access to the most influential pe

55、ople in the customers organization Understanding the linkage of the project to future revenue Reducing the risks associated with the projects implementation Developing a solution that provides significant strategic valueExamplesYour OpportunityHow can your business partner help you withPage 1.22Sieb

56、el Systems, Inc. All rights reserved. *Team Activity: Analyze Your Business PartnersStep 1 Review the examples shown next to each of the four key questions Step 2 Identify the specific areas where your business partner can help advance your team opportunity Cite the specific criteria (e.g., #5, #10,

57、 etc.)Step 3 Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.Page 1.23Purpose2000 Siebel S y stems, Inc. A ll rights reserved. TAS .STD.O TE.070 .01.120 597.060 100.pptPage 1.41Partner Assessment WorksheetIs

58、there anopportunity?(#1-5) Understanding the customers application or project Providing a perspective on the customers financial condition Understanding the customers budgeting process Creating or uncovering a compelling eventCan wecompete?(#6-10)Can we win?(#11-15)Is it worthwinning?(#16-20) Knowle

59、dge of the customers formal decision criteria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yours Access and credibility at the executive level Understanding of the customers culture K

60、nowledge of the customers informal decision process Access to the most influential people in the customers organization Understanding the linkage of the project to future revenue Reducing the risks associated with the projects implementation Developing a solution that provides significant strategic