销售培训--目标解释销售(1).pptx
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销售培训--目标解释销售(1).pptx
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WelcometoTargetAccountSelling,2023年7月17日星期一,ProgramObjectives,Developingandtestingacomprehensiveplanforyoursalesopportunity,Enablingyoutocommunicatemoreeffectivelywithyourteam,Shiftingyoursalesfocusfromtacticaltostrategic,Helpyouwinby.,Focusingontherightissueswiththerightpeopleattherighttime,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,ProgramMap,OpportunityAssessment,Strategy,Politics,Alignment,Planning,Testing,Implementation,ProgramModules,AssesstheOpportunity,SettheCompetitiveStrategy,IdentifytheKeyPlayers,DefinetheRelationshipStrategy,TurnIdeasIntoActions,TestandImprovethePlan,ImplementtheProcess,TargetAccountSellingProcess,1,2,3,4,5,6,7,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,SalesReturnonInvestment,Level1,Level2,Level3,Productivity,Time,Tactical,Strategic,Competitive,Timeand$,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,Versatility,Level1,Level2,Level3,Focus,Orientation,Repertoire,Finance,Relationships,Event,Product/Service,Technology,Price,Operations,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,Development,Status,Mode,Politics,Resources,Performance,Considered,Reactive,Aware,PrematureorExcessive,Inconsistent,Level1,Level2,Level3,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,NotinControl,Sales,Personal,Controlisprovidingbusinessvalueforthecustomerwhileforcingthecompetitiontooperateinreactmode.,Itisdifficulttocontrolexternaleventsunlessyouareincontrol.,UnreturnedphonecallsNoaccesstoinformationCriteriaslantedCriteriaconstantlychangesDelaysBudgetgoesawayQuestioningbycustomersprobingyourweaknesses,PlayerschangeMeetingscancelledMeetingsdelegatedPreoccupiedwithpriceNoinsidesupportNotknowingyourewinning,Always5minuteslateToomanyhoursToomuchtelephonetimeContinualcrisisNothavingfun,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,PurposeProvideyouwithastructured,repeatablemethodologyforanalyzingasalesopportunityBenefitsQualifyopportunitiesfasterandmoreeffectivelybyanalyzingthemfromthemostcriticalcustomer,businessandcompetitiveperspectivesInvesttime,energyandresourcesontheopportunitiesyouaremostlikelytowinCommunicatethekeyissuesmoreeffectivelyusingacommonlanguageOutputComprehensiveassessmentofyourcurrentsalesopportunity,OpportunityAssessment,AssesstheOpportunity,SettheCompetitiveStrategy,IdentifytheKeyPlayers,DefinetheRelationshipStrategy,TurnIdeasIntoActions,TestandImprovethePlan,ImplementtheProcess,1,2,3,4,5,6,7,Page2.7,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,Introduction,+,Page2.8,Current:
goodwinrate,Potential,Z=1,Z=0ACCompromisedX&YLostZ=-1,X,Y,Z,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,FourKeyQuestions-The4PrinciplesofSelling,Isthereanopportunity?
Canwecompete?
Canwewin?
Isitworthwinning?
Page2.9,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,IsThereAnOpportunity?
Page2.10,#1CustomersApplicationorProject,Whatarethecustomersrequirements?
Whatarethecustomerskeyissuesandobjectivesfortheproject?
Whoinitiatedtheproject?
Whollbeworkingontheproject?
Howdoesthisprojectfitintothecustomersbusinessstrategy?
#2CustomersBusinessProfile,#3CustomersFinancialCondition,#4AccesstoFunds,Whatarethecustomersproductsandservices?
Whataretheirkeymarkets?
Whoaretheirkeycustomersandcompetitors?
Whatisdrivingthecustomersbusinessinternallyandexternally?
Whataretheirrevenueandprofittrends?
Howdotheirfinancialscomparetosimilarcompanies?
Whatistheirfinancialoutlook?
Whatarethecustomerskeyperformancemetrics?
Whatisthebudgetforthisproject?
Whatisthecustomersbudgetingprocess?
Whatisthepriorityofthisprojectcomparedtoothers?
Whatarethecustomersalternativeusesofcapital?
TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,#5CompellingEvent,Whydoesthecustomerhavetoact?
Whatisthedeadlineforthecustomertomakeadecision?
Whataretheconsequencesifthisprojectisdelayed?
Whatisthepaybackforthecustomeriftheprojectiscompletedontime?
Whatwillbethemeasurableimpactonthecustomersbusiness?
BusinessInitiatives,BusinessDrivers,BusinessProfile,Page2.11,CompellingEvent,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,CanWeCompete?
#6FormalDecisionCriteria,#7SolutionFit,#8SalesResourceRequirements,#9CurrentRelationship,Whatarethecustomersdecisioncriteria?
Whatistheformaldecisionprocess?
Whichdecisioncriteriaaremostimportant?
Why?
Whoformulatedthedecisioncriteria?
Page2.12,Howwelldoesoursolutionsolvethecustomersproblem?
Whatdoesthecustomerthink?
Whatmodificationsorenhancementswillberequired?
Whatexternalresourcesdoweneedtomeetthecustomersrequirements?
Howmuchtimewillthesalesteamneedtoinvestonthisopportunity?
Whatadditionalinternalorexternalresourceswillyouneedtowinthisopportunity?
Whatistheprojectedcostofsales?
Whatistheopportunitycost?
Whatisthestatusofyourrelationshipwiththecustomer?
Whatisthestatusofeachcompetitorsrelationshipwiththecustomer?
Whoserelationshipprovidescompetitiveadvantageforthisopportunity?
Howdoyouandeachofyourcompetitorscomparetothecustomersviewoftheidealrelationship?
TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,#10UniqueBusinessValue,Whatisthespecificormeasurablebusinessresultthatwewilldeliver?
Howdoesthecustomerdefinevalue?
Howwilltheymeasureit?
Howhavewequantifiedthisvalueinthecustomersterms?
Hasthecustomerconfirmedtheirunderstandingofthevaluewewilldeliver?
Howdoesthisvaluedifferentiateusfromourcompetitors?
BusinessProfile,BusinessDrivers,BusinessInitiatives,Capabilities,Solution,Differen-tiation,Page2.13,CompellingEvents,UniqueBusinessValue,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,Answerthequestions.Whatstheissue?
Howisitaffectingthecustomer?
Whataretheconsequencesorpayback?
Howcanyouhelp?
DevelopingYourValueProposition,Page1.9,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,Increase,Costs/Consequences,Value=Benefits-Costs/Risks/Consequences,Page3.9,RevenueMarketshareCustomersatisfactionInventoryturnsLoadfactorShareholdervalueCustomerbase,OrderfulfillmenttimeExpensesRejects/returnsWasteAdministrativecostsNumberofdayssupply(ofinventory)TimetocloseanorderCycletime,Decrease,EvaluationprocessPurchasepriceOrderprocessingExpeditingcostsCorrectingmistakes,AcquisitionCosts,Set-upandinstallationTaxesandinsuranceAdministrativecostsFinancecharges,PossessionCosts,TrainingSupportMaintenanceDepreciationDisposalInterfacetoothersystems,UsageCosts,AffectexistingbusinessesAwakentheircompetitionModificationstoexistingprocesses,OpportunityCosts(Risks&Consequences),TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,ValuePropositionTemplates,Youwillbeableto_resultingin_byimplementingour_.Wedeliveredsimilarresultsat_whichresultedin_.Bychangingfrom_to_,youwillaffect_whichmeans_.Wewilltrackthevaluedeliveredby_andreportitbacktoyou_.Wecanhelpyouaddress_byinstalling_whichwillresultin_.Wewillensureyourreturnoninvestmentby_.,businessinitiative,specificormeasurableoutcome,solution,similarsituationorcustomer,pastvaluedelivered,currentsituation,oursolution,businessdriver,specificormeasurableoutcome,valuetrackingsystem,frequency/time,compellingevent,solution,specificormeasurableoutcome,sharedrisk/rewardstrategy,Page1.10,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,SampleValuePropositions,Youwillbeabletoreducethenumberofrepeatcustomerservicecallsby15%resultinginanestimatedmonthlysavingsof$3.4MbyimplementingourSiebelCallCenterApplication.WedeliveredsimilarresultsatUnitedTelecom,whichachieveda25%improvementinfirstcontactcallresolution.BychangingfromapatchworkofhomegrownsolutionstoSiebelseBusinesssuite,youwillreduceyourtotalcostofownershipby$100M,whichrepresentsa40%increaseinEarningsPerShare.Wewillestablishametricsscorecardtoassistyouinevaluatingprogramperformanceandreportitbacktoyouatsixmonthintervals.,(businessinitiative),(measurableoutcome),(solution),(similarcustomer),(measurableresults),(currentsituation),(solution),(measurableoutcome),(measurableoutcome),(valuetrackingsystem),(frequency/time),Page3.13a,TAS.STD.OTE.070.01.120597.060100.pptSiebelSystems,Inc.Allrightsreserved.*,CanWeWin?
#11InsideSupport,#12ExecutiveCredibility,#13CulturalCompatibility,#14InformalDecisionCriteria,#15PoliticalAlignment,Whointhecustomersorganizationwantsustowin?
Whathavetheydonetoindicatetheirsupport?
Aretheywillingandabletoactonyourbehalf?
Dotheyhavecredibilitywithintheirownorganization?
Page2.8,Whichexecutive(s)willaffectorbeaffectedbythisdecision?
Howhaveyouestablishedtrustandcredibilitywiththem?
Howwillyougainaccesstothoseexecutives?
Whatisyourplantogainreturnaccesstothem?
Whatisthecustomersculture?
Howdoesthiscomparewithourcompany?
Whatisthecustomersphilosophytowardsvendorsandsuppliers?
Canweadjustoradapt?
Dowewantto?
Howwillthedecisionreallybemade?
Whatintangible,subjectivefactorscouldaffectthisdecision?
Whataretheunstatedissues?
Whoseprivateopinionsdoweknow?
Whichonescount?
Whoarethemostpowerfulpeop
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