rockwell以客户为中心的销售课件1.pptx

1、rockwell以客户为中心的销售1CCS 技巧技巧组合组合 28CustomerCentric Selling技巧 潜在主顾&业务发展 调整调整 个人个人 采购权力人物超时行为采购权力人物超时行为 采购权力人物起点采购权力人物起点 解决方案的开发 关键人物认定 机会认定和控制 建立商业价值 谈判 CCS 流程管理You get delegated to people you talk likeInsincere obviously basically candidly trust me honestly let me be honest with you hows it going?no p

2、roblem!like you/yoursWeak might we perhaps a little bit possibly probably maybeAmbiguous cutting edge seamless efficient synergistic user friendlyHypescalablerobustfeature richelegantautomaticallystate of the artdynamicManipulativeWhat you need isMonday or Wednesday?The red one or the black one?Will

3、 you be buying or leasing?If I could show you a way,?What do I have to do to earn your business?Inappropriate (Taking Ownership for Solving Customer Problems)“If I/we/my system could solve your problem/achieve your goal for you”Reinforcing The Stereotype With Words Faux Pas Words and Phrases你被授权为代言人

4、30虚伪虚伪 很明显很明显 基本上基本上 坦率地说坦率地说 相信我相信我 真心地说真心地说 请相信我的诚意请相信我的诚意 进展如何？进展如何？没问题没问题!就像你就像你/你的你的软弱软弱 我们可以我们可以 也许也许 一点点一点点 可能可能 有可能有可能 也许会也许会野心勃勃野心勃勃 锋芒毕露锋芒毕露 不留空隙不留空隙 高效高效 协作的协作的 用户友好用户友好刺激刺激可攀登的可攀登的精力充沛的精力充沛的feature rich体面的体面的自动地自动地先进的先进的动态的动态的操作操作你需要的是你需要的是周一还是周三周一还是周三?红色的那个还是黑色的那个红色的那个还是黑色的那个?你将采购还是租赁你将

5、采购还是租赁?如果我给你看一种方法如果我给你看一种方法,?要赢得你的业务我该做什么呢要赢得你的业务我该做什么呢?不恰当不恰当 （主动解决客户问题）“如果我如果我/我们我们/我的系统能够为你们解决问题我的系统能够为你们解决问题/达到你们的目标达到你们的目标”用措辞加强陈规31Salesperson Stereotype Until proven wrong*,buyers assume salespeople are:Aggressive Insincere Pushy Manipulative Obnoxious Over-familiar Prone to exaggerate/over s

6、ell Anxious to tell“everything you ever wanted to know”Poor listeners Likely to do whats best for them,not the buyer Not to be trusted*Buyers decide in the first few minutes.Adversity Creates OpportunityDifferentiate yourself by the way you sellBreak the salesperson stereotype by:Not forcing rapport

7、 Understanding the buyers business environment and issues Being honest about product shortcomings Walking away from unqualified opportunities Listening,taking notes and documenting discussions Presenting offerings only after buyer goals have been identified Understanding how buyers can use your offe

8、rings Understanding the potential value of your offerings Treating every buyer as being unique Documenting a road map for buying cycles Empowering people to buy instead of being“sold”Allowing buyers to make their own decisions by asking vs.telling销售人员陈规 直到证明是错误的，采购权力人物会假定销售人员是直到证明是错误的，采购权力人物会假定销售人员是

9、:咄咄逼人的不真诚的盛气凌人的 操纵的令人不快的 过于熟识的 倾向于言过其实的急于告诉“每件你曾经想知道的事情”不擅于聆听总爱做他们，而非采购权力人物最感兴趣的事情不值得信任采购权力人物的决定在起初的几分钟内形成采购权力人物的决定在起初的几分钟内形成32逆境创造机会你可以通过销售方法使自己与众不同通过下列方法可以使销售人员打破通过下列方法可以使销售人员打破“销售陈规销售陈规”：不强迫亲善关系 了解采购权力人物的业务环境和问题 不隐瞒产品的不足之处 避开未经认定的机会 讨论时注意倾听、记录并存档 只在采购权力人物的目标制订后才推介你的产品 了解采购权力人物如何计划使用他们的产品 了解产品的潜在价

10、值 独特对待每一位采购权力人物 为每个采购周期制定行车图 鼓动人们购买而非“被兜售”以询问对告知使采购权力人物做出自己的决定Questions vs.Statements Invite participation Facilitate alignment Allow you to first understand,then seek to be understood Allow others to add value Invite contradiction Cause misalignment Attempt to impose your opinion Make“conversations

11、”one-sidedGetting Buyers to Solutions:The prospect dictates where you startWhat capabilities,products,or service can we offer to differentiate ourselvesfrom the competition?Customer must admit goal(s)what are they?Spare parts?OtherAsset Managementneeds?The buying influence may not knowwe can provide

12、 these services!Customer states aproblem that is preventing them fromachieving a goal.问题与陈述 邀请参与 主持组合 让你自己首先去理解别人，然后被别人理解 让别人添加价值 招致矛盾 导致非组合 试图把自己的观点强加给别人 使“对话”一边倒34将购买者引导到解决方案前景决定你的出发点：我们有什么能力、可以提供什么产品、服务，让我们从竞争者中脱颖而出?客户必须认同目标，目标是什么?需要备件管理?有其他资产管理需求?采购权力人物可能还不知道我们可以提供这些服务!客户提出他们达到目标面临的问题Starting Po

13、ints for Developing Solutions Solution Buying Influence believes s/he knows what they want,and can describe capabilities.The Solution has been self generated or influenced by a competitor and may not be linked to a business goal or problem.Goal Buying Influence shares a goal(s)with the seller but ca

14、nnot describe how they will achieve it.Goals may be determined by the Buying Influence,determined by his/her organization,and/or influenced by a salesperson.Problem Buying Influence admits a problem/critical business issue to the seller,but does not know how to fix it.Latent Need Buying Influence is

15、 not trying to achieve a goal the seller believes they should.S/he may be unaware a goal is achievable,may have failed in a previous attempt to achieve the goal,or doesnt view the goal as a priority.Starting Point ExamplesSolution“Using automation software to identify plant inefficiencies should imp

16、rove our throughput capacity.”Goal“We would like to decrease manufacturing costs.”Problem“Our manufacturing costs are too high.I have no way to decrease our machine downtime.”Latent NeedThe seller says to the Buying Influence,“Many Plant Managers we work with are striving to decrease recovery time o

17、n failures.Is this an area that is a priority for you?”开发解决方案的出发点 解决方案解决方案 采购权力人物相信他/她知道什么是他们想要的，并能清楚描述其能力。解决方案是自己开发的或受竞争对手的影响，因而可能没有与业务目标或问题相关联。目标目标 采购权力人物与销售商分享他们的目标但说不清楚他们怎样达到这些目标。目标可能是采购权力人物自己创立的，他/她的组织强加的，和/或受销售人员的影响。问题问题 采购权力人物向销售人员承认一个问题/关键业务争端，但不知道如何解决。潜在的需求潜在的需求 采购权力人物不想达到某个目标，而销售者相信他们应该做到。

18、他/她可能没有意识到目标是可以达到的，可能因先前的意图而失败，或没有重视目标。36起点举例起点举例 解决方案解决方案“使用自动化软件来发现工厂的低效应该能提高我们的生产能力”目标目标“我们希望减少生产成本。”问题问题“我们的生产成本太高了。我没有办法减少我们机器的停工时间。”潜在需求潜在需求销售人员对采购权力人物说，“与我们合作的许多工厂经理正努力增加故障的修复时间。这是你们优先考虑的方面吗?”37Buyer Priority/ConcernSolutionDevelopmentProofConsequencesImplementationRqmts CostSolutionriskRqmts

19、 PriceSolutionriskRqmts CostSolutionrisk(People)(Offering)(Company)(People)Rqmts CostRESULTSaccountability“Horizontal”AlignmentBuyer priorities throughout your relationshipSolutionDevelopmentCCS Skill购买者优先考虑的事购买者优先考虑的事/关心的事关心的事解决方案解决方案开发证据证据后果后果贯彻执行贯彻执行要求要求 成本成本解决方案解决方案风险风险要求要求 价格价格解决方案解决方案风险风险要求要求

20、成本成本解决方案解决方案风险风险(人员人员)(产品产品)(公司公司)(人员人员)要求要求 成本成本结果结果责任责任“水平线”组合贯穿于你的人际关系的购买人优先考虑的事情38解决方案解决方案开发开发CCS 技巧技巧39CustomerCentric Selling Skills Prospecting&Business Development Alignment Personal Buyer behavior over time Buyer starting point Solution Development Key Player Qualification Opportunity Quali

21、fication&Control Establishing Business Value Negotiation CCS Process ManagementPeople are best convinced by reasons they themselves discoverCustomerCentric Selling 技巧 组合 个人的 采购权力人物超时行为 采购权力人物出发点 解决方案开发解决方案开发 关键人物资格认定 机会认定和控制 建立商业价值 谈判 CCS流程管理40人们最信服他们自己发现的原因41A sellers“Value Proposition”“We believew

22、hen a problem occurs in your production system,your engineers could identify the problem by accessing one data table and take corrective action without accessing multiple programs and multiple copies of documentation;Seller Opinion#1AND.when a change occurs in a production run,your control engineer

23、could make a copy of the existing system from a central computer,make modifications and apply new parameters to all drives without connecting to each drive separately;Seller Opinion#2THEN,you could reduce downtime&improve productivity!”The seller has given an opinion.Does the Buying Influence agree?

24、Solution Development:“Opinion”Or Solution?The only way to be sure the Buying Influence agrees with the seller is to ask:“When a problem occurs in your production system,would it help if your engineers could identify the problem by accessing one data table and take corrective action without accessing

25、 multiple programs and multiple copies of documentation?”Buying Influence agreement makes this Capability#1 “When a change occurs in a production run,would it be helpful if your control engineer could make a copy of the existing system from a central computer,make modifications and apply new paramet

26、ers to all drives without connecting to each drive separately?”Buying Influence agreement makes this Capability#2“With(Capabilities 1&2),could YOU reduce downtime&improve productivity?”If your Buying Influence agrees,you have earned the rightto properly use the term:Solution!Solution DevelopmentFrom

27、 salesperson opinion to Buying Influence Solution in three questions解决方案开发:“想法”还是 解决方案?一位销售员的一位销售员的“价值主张价值主张”“我们相信 如果当你的生产系统出现一个问题,你的工程师们能通过访问一个数据表发现该问题并采取纠正措施，而不需重新恢复多个项目和多份资料拷贝；销售员的想法#1以及如果.何时一个生产过程发生一个变化,你的控制工程师将从一个中央计算机对现有的系统制作一个备份，作出改装和对所有数据盘应用新的参数而无须分开连接到每个数据盘;销售员的想法#2然后,你将提高生产力并减少停工时间!”该销售员有一

28、个想法。采购权力人物同意吗?42确认采购权力人物采购权力人物 是否同意销售员的唯一方法是询问:“当当你的生产 系统发生一个发生一个问题，它有助于你的工程师们能通过访问一个数据表发现该问题并采取纠正措施，而不需重新恢复多个项目和多份资料拷贝吗?”采购权力人物协议产生此采购权力人物协议产生此 能力能力#1 “当当一个生产过程发生一个变化时，它有助于你的控制工程师将从一个中央计算机对现有的系统制作一个备份，作出改装和对所有数据盘应用新的参数而无须分开连接到每个数据盘吗?”采购权力人物采购权力人物 协议产生此能力协议产生此能力#2“有了有了(能力 1&2),你能提高你能提高 生产力并减少停工时间吗?”

29、如果你的采购权力人物同意如果你的采购权力人物同意,你就赢得权力来妥善使用该条款你就赢得权力来妥善使用该条款:解决方案解决方案!解决方案开发从销售人员的想法到采购权力人物 解决方案 有三个问题43No goal=No prospectThe only person who can call it a solution is the prospect!Types Of Goals Company driven:Increase:Revenue,profit,market share,growth,etc.Decrease:Costs,time to market,turnover,downtime

30、,etc.Government driven:Need to comply with regulations imposed by state and local governments FDA,CFR21-Part 11,ISO9XXX,EPA,etc.Market driven:Industry ATMs,e commerce,NEMA,IEC,platform obsolescence,withdrawal of support Common denominator?_没有目标=没有潜在客户 唯一能将其成为解决方案的人是潜在客户!44目标的种类 公司驱使:增加:营业额、利润、市场份额、增

31、长率等 减少:成本、进入市场的时间、周转时间、停工时间 等 政府驱使:需要遵守联邦、州和本地政府制定的条例 FDA、CFR21第11部分、FCC、ISO9XXX、EPA等 市场驱使:行业 ATMs,电子贸易,新品推出，平台废弃，支援回收 共同特性?_45You can only“sell”to someone who can“buy”InvestmentExpense*Line moves up or down dependent upon size of expenditure and organization.ValuePriceCOOCIO/IT Dept Plant ManagersP

32、roduction MgrSchedulingMaintenance MgrMaint SupvQuality MgmtMRO/Store RmEngineering MgrProcess Eng MgrElectrical Eng MgrMechanicalEng MgrVP ManufacturingVP Engineering Not Looking =No BudgetAbility to secure unbudgeted funds*你只能“卖”给那些能“买”的人46投资投资消费消费*虚线上移或下移取决于花费多少和组织规模的变化虚线上移或下移取决于花费多少和组织规模的变化 价值价值

33、价格价格COOCIO/IT 部门 工厂经理生产 经理计划维修经理维修指导质量 管理MRO/Store Rm工程经理程序工程经理电气 工程经理机械工程经理VP 生产VP 工程 不留意不留意 =没有预算没有预算确保非预算资金的能力确保非预算资金的能力*Decision Maker involvedBusiness Goals definedRequirements knownEvaluation ongoingBudgetedGoal to improveNot lookingto improve*What%of those“not looking”have the same goals and

34、objectives as those“looking”to improve?Competitive SolutionInitiating Buying CyclesVendor EvaluationRequirements1Column A2Column B3Column C31 Different Key Players may have different requirements.2“Column A”is the vendor whose offering best matches the requirements.The vender classified as“Column A”

35、can change during a sale cycle.3 When there is a“Column C”involved,the winning vendor is often already known,and“Column C”is invited to bid just to bring competition reduce the price包括决策者定义的业务目标已知的要求正在进行的评估预算目标目标是提高是提高未留意提高*“不留意不留意”的有百分之多少与的有百分之多少与“留意留意”提高的有相同的目标提高的有相同的目标?有竞争性的有竞争性的 解决方案解决方案启动采购循环48

36、供应商评估要求要求1A栏栏 2B栏栏 3 C栏栏31 不同的关键采购人可能不同的关键采购人可能有不同要求。有不同要求。2 A栏供应商产品最符合栏供应商产品最符合要求要求;A栏中的供应商可栏中的供应商可能在销售循环中发生变能在销售循环中发生变化。化。3 当有当有C栏中的供应商出栏中的供应商出现时，中标者通常在进现时，中标者通常在进行投标前就已经定下了。行投标前就已经定下了。邀请邀请C栏供应商参加投标栏供应商参加投标主要目的是引入竞争，主要目的是引入竞争，压低价格。压低价格。49Key Players*Buying Influences necessary for buying,funding a

37、nd implementing*Individuals often serve multiple roles.On small transactions,a buyer could fill all roles.CustomerCentric Selling Skill:SOLUTION DevelopmentCoach provides:Champion provides:Decision Maker can:Financial Approver:User:(or Manager of Users)Beneficiary:(anyone who directly or indirectly

38、receives benefit from the implementation of your products/services)Implementation Approver:(responsible for implementation of new capabilities;typically on time and within budget)Adversary:(YOUR objectives are)Key Player Opportunity Map ExampleEastman Chemical:Voridian ProjectDecision Maker Name:Phi

39、l Johnston Title:VP of Operations Goals:1)Improve operational efficiency by 15%2)Reduce operating costs by 2%ChampionName:Markus SchaeferTitle:Plant ManagerGoal:Reduce unscheduled downtime 3%Financial ApproverName:James Demel Title:VP of Finance Goal:Increase division profit-ability by 1%UserName:Ma

40、rty HayesTitle:Maint.Manager Goal:Reduce unscheduled downtime 3%&decrease overtime 15%Implementation Name:Marty Hayes Title:Maint.Manager Goal:Commission machines on time,within budget,and maintain operations of other lines during implementation.Poor entry point:Potential adversaryNo business issues

41、Limited resources13324Dont forget theMETRICS!#%$Beneficiary Name:Phil Johnston Title:VP of Operations Goals:1)Improve operational efficiency by 15%2)Reduce operating costs by 2%4关键人物*采购权力人物对采购的需要，资金和执行*个人经常担当多个角色。在小的交易中，一个采购者会担当所有角色。教员提供提供:倡导者 提供提供:决策者能够:财务批准人:用户用户:(或用户的或用户的经理经理)受益人:(你的产品你的产品/服务服务贯彻

42、贯彻执行执行中直接或间接中直接或间接接接收利益收利益的任何人的任何人)贯彻执行批准人:(对新能力的贯彻执行负责对新能力的贯彻执行负责;特别特别是及时和不超预算是及时和不超预算)对手:(你的目标你的目标是是)50关键人物关键人物 机会图示例机会图示例Eastman Chemical:Voridian 项目项目决策者决策者姓名：姓名：Phil Johnston职务：职务：运营 副总裁目标目标:1)提高运营效率15%2)减少运营成本2%倡导者倡导者姓名：姓名：Markus Schaefer 职务：职务：工厂经理 目标：目标：减少非计划停工时间3%财务批准人财务批准人姓名：姓名：James Demel

43、 职务：职务：财务副总裁财务副总裁 目标：目标：增加 分支利润能力1%用户用户姓名：姓名：Marty Hayes职务：职务：维修经理 目标：目标：减少非计划停工时间3%，并减少加班15%执行执行姓名：姓名：Marty Hayes 职务：职务：维修经理 目标：目标：保证机器按时运转，并不超过预算 在执行过程中保持其他生产线的运营不良切入点不良切入点:有潜在对手没有业务资源有限13324不要忘记标准不要忘记标准!#%$受益人受益人姓名：姓名：Phil Johnston职务：职务：运营副总裁目标：目标：1）提高 运营效率15%2）减少运营成本2%4Lab:Key Player Opportunity

44、 MapStep 1:Break into Case Study Groups Step 2:Identify minimum four(4)key players&titlesStep 3:Assign Roles (Decision Maker,Champion,Financial Approver,and Implementer Beneficiary and User are optional)Step 4:Define Measurable Goal(s)for each playerTake the time to diagnose before you offer a presc

45、ription研究室研究室:关键人物机会图关键人物机会图第1步:分成案例研究小组 第2步:确定至少四位关键人物和他们的头衔第3步:分配角色 (决策者、倡导者、财务批准人、执行者受益人和用户任选一个)第4步:为每位人物确定可衡量的目标提供你的处方前花时间诊断52Framing questions cant be answered with a“yes”,a“no”or a number.They invite the Buying Influences participation in the conversationDiagnostic questions allow sellers to d

46、irect the conversation.The answers will be“yes”,“no”,or a number.Other questions are:“How do you?”“How many,how often,how much?”Questioning EtiquetteConfirmations are used to obtain Buying Influence agreement with your summary of the conversation.Questioning Etiquette“What steps are you taking to co

47、ntrol manufacturing costs?”“What is it going to take to achieve your goal?”“Today,do you find that?”“What if you had the ability whenwould that help?”“So the reasons youre not achieving your goal currently areis that correct?”“If you had the capabilities we just discussedcould you achieve your objec

48、tive?”定框架的问题定框架的问题 不能简单以不能简单以“是是”、“否否”或一个数字回答。它们需要采或一个数字回答。它们需要采购权力人物参与。购权力人物参与。诊断的问题允许销售员直诊断的问题允许销售员直接对话。这些包括接对话。这些包括“是是”、“否否”或数字等或数字等答案，也包括答案，也包括“定框架定框架问题问题”，诸如，诸如:“你怎样你怎样?”质疑礼节 确认采取了行动来获确认采取了行动来获得采购权力人物的合得采购权力人物的合同以及你们对话的小同以及你们对话的小结。结。53“你采取什么样的步骤控制你采取什么样的步骤控制 生产成本生产成本?”“为达到为达到 你的目标将花费什么你的目标将花费什么

49、?”“今天，你是否发今天，你是否发现现?”“如果你有能力当如果你有能力当时时是否有帮助是否有帮助?”“所以目前你达不到你所以目前你达不到你的目标的理由是的目标的理由是对吗对吗?”“如果你有我们刚刚讨如果你有我们刚刚讨论过的能力论过的能力 你能达到你能达到 你的目标吗你的目标吗?”54质疑礼节Solution Development StepsLeft Side of the SDP:1.After the Buying Influence shares a goal,ask how they are currently trying achieve their goal2.Ask diagno

50、stic questions that lead to your offering 3.Summarize current situation and get Buying Influence agreementRight Side of the SDP:4.Ask Buying Influence what action they can take to achieve their goal5.Ask questions using usage scenarios(your opinion)to determine capabilities needed (Buying Influences