非常好的解决方案销售培训资料课件.ppt
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1、非常好的解决方案销售培训资料2Solution Selling1A Powerful Tool for SalespeopleWho is Selling a Combination ofProducts,Services and Concepts4Diagnostics and Power Based Selling Both are sales models which integrate with and expand Sales Training.Diagnostics selling helps in the area of needs processing and decision
2、 management.Power Base Selling helps establish a political influence strategy and a competitive sales strategy.5THE TRADITIONAL PROCESSTHE DIAGNOSTIC PROCESSUNSTABLE RELATIONSHIPSTABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15%5%5%10%35%50%AgreementPresentationDesign SolutionsPr
3、oblem SolvingDiagnosis6Sales Process Overview Target potential opportunities Pre-call planning and research Create curiosity and hope Rapport,credibility,credentials Develop buyer and user needs determine pain,critical issues diagnose reasons with bias toward offerings determine impacts across the o
4、rganization-who,how,financial create,participate in,reengineer buyer visions clarify expectations and ownership Agree on evaluation criteria7 Determine capabilities needed to meet buyer vision Present offerings Buyer acceptance of offerings Mutually agree on ROI Negotiate a win/win profitable agreem
5、ent Implement as agreed,measure success criteria Continue to develop relationship Use success to leverage other opportunitiesSales Process Overview(cont)8High Difficulty Selling Conceptual/intangible Difficult to learn and explain Perceived as expensive Perceived as complex Requires major change by
6、buyer Sold to committees Small organization selling to large9Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkills10Basic Principles No PAIN,no Change Diagnose before you prescribe Three levels of Buyer PAIN People buy from people Power buys from power“Product”=Buyer VISUALIZ
7、ATION You cant sell to someone who cant buy11Latent Pain Vs.PainLATENT PAINPAINCURRENTACTIVE EVALUATIONS12Three Levels of Buyer PainLevel One:LATENT PAINLevel Two:PAINLevel Three:VISUALIZATION13Definition of Needs Level One:Latent Pain Potential needs for a product or service in the mind of the sell
8、er.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 risky”,etc.Level Two:Pain Complaint statements by the b
9、uyer 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 statements by the buyer indicating that the buyer acc
10、epts 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.14Definition of Needs(cont)Vision of a Solution NOTE:When a buyer has a vis
11、ion 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.15Examples of Needs Level One:Latent NeedsPeople standing in line for transactions on their lunch hour at the bank.Inventory build-up due to obsolete parts.Peopl
12、e 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 inventory is much too high.”“The re-keying errors are killing us”.“Im worried about what will happen to my busi
13、ness 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.”“We need the ability to consolidate data from unlike systems without re-keying.”“I need the ability to g
14、enerate X dollars of income even if I am disabled”.16Types of Approval Sponsor Beneficiaries Adversaries Legal/Technical/Administrative Financial Power Sponsor POWER17Components of a SalePAIN+POWER+VISION+MOMENTUM+PROCESS=SALE18How People Buy Latent Pain Pain Visualization Match Vision Cost Justify
15、Overcome Fear of Risk Price Justify Take Action19Alignment of Buying&Selling PhasesPhase I Phase 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?Conseque
16、nces?Is it the right price?Define their needs with our product bias.Qualify buying process.Demonstrate how product meets defined needs.Why us?Why now?BUYER:SELLER:Need Development Proof Close the Sale20Buying PhasesTimePhase IPhase IIPhase IIISolutionRiskNeedsCostLevel of Concern21Risk Objections Sm
17、ile(to yourself)Empathize Answer(if appropriate)Recall pain Recall reasons Recall vision Recall proof Nudge22Pain SheetPain:Situation:Our Product:Potential ReasonsImpactCapabilitiesIs it because.(reasons for the pain that align withyour product orservice capabilities)Is this causing.(impact on other
18、 areas,depts.,people,who is impacted/concerned)What if there were away for you to.(product capabilitieslinked with reasons)23Pain SheetPain:Failure to meet shipment scheduleJob Title:VP Mfg.,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential ReasonsImpactCapabilitiesIs it because.Sales is quoti
19、ng 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 predict re
20、venue 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 bottleneck
21、 resource loads before finalizing schedule show marketing the effect of a proposed schedule change include marketings service part forecast in production planning24Pain SheetPain:Inventory Investment is too HighJob Title:VP Finance,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential ReasonsImpac
22、tCapabilitiesIs 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 reduce production costspressure to cust
23、 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 identify,locate and quantify obsolete inve
24、ntoryEasily audit and verify inventory levelsReevaluate production plans dailyFind all Pos supplying unneededmaterial25Job Title:CEOPain:Eroding ProfitsReasons:Missed ShipmentsWeaving the Pain ChainJob Title:VP ManufacturingPain:Missed ShipmentsReasons:ShortagesJob Title:Materials Mgr.Pain:Shortages
25、Reasons:Inaccurate inventory Order changes Uncontrolled ECNs26Organizational“Pain Chain”Example CEOPain:Stock price is downR1:Profits are downR2:Customer erosion CFOPain:Profits are downR1:Revenue downR2:Cost of Mfg.up VP MARKETINGPain:Customer erosionR1:Cant fill ordersR2:Cant sell substitute produ
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