Key customers how to sell (English Ppt 79 pages) Website: www.alibaba520.net welcome world friends exchange! EMAIL: 543953380@qq.com DELHI Business PPT, let your sales proposal for a Arrow Through the Eye

1. Welcome to Target Account Selling ®

2. Program Objectives Developing and testing a comprehensive plan for your sales opportunity Enabling you to communicate more effectively with your team Shifting your sales focus from tactical to strategic Help you win by... Focusing on the right issues with the right people at the right time

3. Program Map Opportunity Assessment Strategy Politics Alignment Planning Testing Implementation Program Modules Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process Target Account Selling Process 1 2 3 4 5 6 7

5. Versatility Level 1 Level 2 Level 3 Focus Orientation Repertoire Finance Relationships Event Product/Service Technology Price Operations Process Business Services Cost Management Outcome Political Solution Value Executive

6. Development Status Mode Politics Resources Performance Considered Reactive Aware Premature or Excessive Inconsistent Level 1 Level 2 Level 3 Preferred Responsive Agile Timely & Judicious Consistently Achieves Dominant Proactive Astute High ROI Reliably Exceeds

17. Value Proposition Templates You 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 the 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 initiative specific or measurable outcome solution similar situation or customer past value delivered current situation our solution business driver specific or measurable outcome value tracking system frequency/time compelling event solution specific or measurable outcome shared risk/reward strategy Page 1.10

21. Opportunity Assessment Page 2.10 Criteria Assessment CUSTOMER’S APPLICATION OR PROJECT 1 UNDEFINED DEFINED CUSTOMER’S BUSINESS PROFILE 2 WEAK STRONG CUSTOMER’S FINANCIAL CONDITION 3 WEAK STRONG COMPELLING EVENT 5 UNDEFINED DEFINED ACCESS TO FUNDS 4 NO YES + – + – + – + – + – Is There An Opportunity? HIGH + Criteria Assessment SHORT-TERM REVENUE 16 LOW FUTURE REVENUE 17 LOW HIGH PROFITABILITY 18 LOW HIGH STRATEGIC VALUE 20 NO YES DEGREE OF RISK 19 HIGH LOW – + – + – + – + – Is It Worth Winning? Criteria Assessment INSIDE SUPPORT 11 WEAK EXECUTIVE CREDIBILITY 12 WEAK STRONG CULTURAL COMPATIBILITY 13 POOR GOOD POLITICAL ALIGNMENT 15 WEAK STRONG INFORMAL DECISION CRITERIA 14 UNDEFINED DEFINED – + – + – + – + – Can We Win? STRONG + Criteria Assessment FORMAL DECISION CRITERIA 6 UNDEFINED DEFINED SOLUTION FIT 7 POOR GOOD LOW UNIQUE BUSINESS VALUE 10 WEAK STRONG CURRENT RELATIONSHIP 9 WEAK STRONG + – + – + + – + – Can We Compete? SALES RESOURCE REQUIREMENTS 8 HIGH –

23. Opportunity Assessment Page 2.10 Criteria Assessment CUSTOMER’S APPLICATION OR PROJECT 1 UNDEFINED DEFINED CUSTOMER’S BUSINESS PROFILE 2 WEAK STRONG CUSTOMER’S FINANCIAL CONDITION 3 WEAK STRONG COMPELLING EVENT 5 UNDEFINED DEFINED ACCESS TO FUNDS 4 NO YES + – + – + – + – + – Is There An Opportunity? HIGH + Criteria Assessment SHORT-TERM REVENUE 16 LOW FUTURE REVENUE 17 LOW HIGH PROFITABILITY 18 LOW HIGH STRATEGIC VALUE 20 NO YES DEGREE OF RISK 19 HIGH LOW – + – + – + – + – Is It Worth Winning? Criteria Assessment INSIDE SUPPORT 11 WEAK EXECUTIVE CREDIBILITY 12 WEAK STRONG CULTURAL COMPATIBILITY 13 POOR GOOD POLITICAL ALIGNMENT 15 WEAK STRONG INFORMAL DECISION CRITERIA 14 UNDEFINED DEFINED – + – + – + – + – Can We Win? STRONG + Criteria Assessment FORMAL DECISION CRITERIA 6 UNDEFINED DEFINED SOLUTION FIT 7 POOR GOOD LOW UNIQUE BUSINESS VALUE 10 WEAK STRONG CURRENT RELATIONSHIP 9 WEAK STRONG + – + – + + – + – Can We Compete? SALES RESOURCE REQUIREMENTS 8 HIGH –

24. Business Partners Providing you with access to new markets or customers Leveraging existing relationships with key players in your customer’s organization Providing new levels of expertise in specific industry segments Expanding your ability to deliver a “whole product” or complete solution Reducing the risks associated with the implementation of complex solutions Business Partners can help you advance your sales campaign by… Page 1.20

31. Origin of Strategy The Art of War – Sun Tzu Know yourself, know your enemy, and you need not fear one hundred battles. Know only yourself and not your enemy, and for every victory gained you shall sustain defeat. Know neither yourself nor your enemy, and you shall succumb in every battle. Your strength will eventually become your weakness. The key to victory is not in defeating the enemy, but in defeating the enemy’s strategy; therein lies their vulnerability. Page 3.5

43. Formal Roles in the Buying Process User Evaluator Decision-Maker Approver U E D A Page 4. Sponsor S

44. Mapping Buying Roles Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A D E E U E U E Page 4. U User E Evaluator D Decision-Maker A Approver

45. Adaptability to Change* Innovators Visionaries Pragmatists Conservatives Laggards *Originally developed by Everett Rogers, University of Iowa and recently updated by Geoffrey Moore, Inside the Tornado . The “Technology Adoption Life Cycle” model is used with Mr. Moore’s permission. Page 4.

46. Adaptability to Change What They Buy What You Should Sell What They Want Trials Tests Industry standards at low price with no risk State of the art Revolution Recognition Enhancement or extension of existing systems Investment protection Innovators Visionaries Pragmatists Conservatives Laggards Customized solution Total solutions Status quo Not to be left behind Evolution Solve problems Product excellence Innovation Future Competitive advantage Return on investment Guarantees Proven expertise in solving similar problems Page 4.

47. Mapping Adaptability to Change Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A P V D C E I E U V E U C E L Page 4. C Conservative P Pragmatist V Visionary I Innovator L Laggard

48. Coverage No Contact Brief Contact Multiple Contacts In-Depth Page 4.

49. Mapping Coverage Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A P V D C E I E U V E U C E L Page 4. In-Depth Multiple Contacts Brief Contact No Contact

50. Your Status Enemy Non-supporter Neutral Supporter Mentor X – = + Page 4.

51. Mapping Your Status in the Sales Campaign Rank Function Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services A P = V = D – Sales Manager Product Marketing Manager E I + R&D Manager Mfg. Manager E U V = E U C X Systems Manager Operations Manager E L = C Page 4. Influence Non Sppuorter – Neutral = + Mentor Enemy X Supporter

52. Rank vs. Influence Influence 5 4 3 2 1 Rank 1 2 3 4 5 Page 4. (Formal) Agile Astute Control Outcomes Aware Wonder Make things happen Watch (Informal) Political Structure Inner Circle

53. Mapping the Political Structure Page 4.15 Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A P = V = D C – E I + E U V = E U C X E L = Consultants Colleagues Salespeople

54. Influence Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager V = D C – E I + E U V = E U C X E L = Consultants Colleagues Salespeople Influence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries). Page 4.16 Senior VP A P = Authority Influence

57. Identifying Influence 5 Cs Business Value (innovation, agreed goal, balance of returns) Track Record (referent) Philosophy and Policy (beliefs, behaviour, assumption) Partisans and Allies (like/trust shared information) Page 5.

62. Relationship Strategies Enemy Non-supporter Neutral Supporter Mentor X – = + Page 5.8 Neutralize Motivate Leverage Defensive Offensive

73. Building an Opportunity Plan Page 6. Quality Time P Q C S

79. Testing and Improving the Plan Page 5. Anticipate Challenges Prepare Challenges and Recommendations Present the Plan Clarify the Plan Listen & Take Notes Ask Questions Presenters Reviewers Test the Plan Improve the Plan Present Challenges Present Recommendations Understand the Plan Answer Challenges Improve Plan Steps 1 2 3 4 5

80. Weeks 9-12 1. Conduct ASRW/CSRW planning sessions . Continue to use CES coaching technique where appropriate. 2. OJIAB to recommend ORW/JERW planning session 3. At every review, continue to follow up on any key opportunity corrective actions using CES coaching technique. 4. Attend CEES workshop Week 13 5. Conduct CEJE planning session 6. Based on pipeline assessment and opportunity reviews, provide sales unit assessment to DM / GM including action plans. Week 5 1. Confirm 50% of all opportunities in CES have been analyzed and updated by sales reps. 2. Perform opportunity debriefs with each sales rep on key opportunities. Continue to validate / reset sales step in CES: -Check for outcome / evidence: - Planning aids - Customer Communications 3. Attend CEAP/CECP workshop Weeks 6-8 4. Remind sales reps that 100% of opportunities must be reviewed and updated in CES by day 60. 5. At every review, continue to follow up on any key opportunity corrective actions using CES coaching technique. 6. Attend CESM workshop Week 1 1. Conduct Sales Unit meeting to present CES Update 2. Attend CES Workshop Week 2 2. Perform 2 opportunity debriefs with each sales rep: Validate / reset sales step in CES. - Check for outcome / evidence: - Planning aids - Customer Communications 3. Remind sales reps that all new opportunities are entered in CES and graded to CES standard. 50% of existing opportunities should be reviewed and updated by day 30. 4. Establish any corrective actions using CES coaching technique. Review at next meeting. Weeks 3-4 5. Follow up on all action plans 6. Follow up to see if all reps have updated at least 50% of their opportunities correctly. 61 - 90 Days 31 - 60 Days First 30 Days Example

81. 二十一世纪管理培训网 http://www.21emr.com 010-51292062 视频资料 | 商务礼仪 | 危机公关 | 市场营销 人力资源 | 领导艺术 | 管理技能 | 财务管理 个人发展 | 生产物流 | 客户管理 | 成功学