Easy to get started in large-customer sales, difficult to achieve; easy to learn sales skills, difficult to respond to the battlefield; easy to meet customer demand, leading customer demand is difficult; easy to achieve cooperation, difficult to continue to cooperate
Large-customer sales need to have two essential skills: one is the "art", that is, the sales techniques, refers to a sales visit to solve a (or several) problem, but also the sales of the customer. Sales visit to get a (or several) people's ability to test the sales staff's immediate response, observation, communication skills, in the "art" on the cultivation of excellent sales staff, in the conversation can always make people feel pleasant, natural, not cold, infectious, and even contact in life also makes people feel very comfortable. Another ability is "Road", that is, the strategic ability, refers to a single business in how to layout, in the face of customers more than one decision, first see who, goodbye who, in a relatively long sales cycle, first what, and then what.
Viewing sales as technology rather than art means looking for patterns, sorting out processes, finding key points, and improving the success rate of each link, which is the only way to effectively improve the combat effectiveness of the sales team.
First-class sales people do not rely on the customer to be coy to get a single, but to be able to help customers correct procurement, to prove that the procurement is correct. The reason why customers are willing to purchase, not to reward the sales staff business, but the equivalent exchange, the sales staff to provide valuable advice and suggestions, customers feel that the sales staff enough to trust
Who can finally get the order, more than competing sales staff can find the customer's needs, in the product to do perfect, neither possible nor necessary.
Grasp the four stages of procurement of large orders: confirm the demand, assess the program, solve the doubts (not objections), the implementation of installation.
Large customer sales: seek to attack the road notes
Three basic issues of large customer sales: >> The first is the person. >> The second is the process. >> The third is the program.
For the sake of the customer>> For the sake of the customer refers to stand in the customer's point of view to consider what the customer needs to solve the problem, what risks they face, what they hope to gain, what their previous customers have similar problems and solutions.
Part 2 Customer Purchasing Behavior Analysis>> "How to buy customers" this issue involves three elements: people, processes, programs. These three elements are also the core of key account sales.
People>>. Contact with people under the budgetary boundary, can only be discussed within the budget; to break the budget, can only find people above the budgetary boundary. >> In general, the project will be involved in the customer's internal hierarchy can be roughly categorized into four categories: executive, decision-making, peripheral senior and industry experts.
Procurement process>> From the perspective of the procurement process, the purchase of a large single usually goes through four stages: confirming the needs, evaluating the program, resolving concerns, and implementing the installation.
Chapter 4 Not everyone can be "fixed" - customer decision-making structure analysis>> the analysis of people is divided into two aspects: a micro-analysis, that is, a person's needs and concerns; the second is the macro-analysis, that is, the project s decision-making structure and the relationship between decision makers.
Customer micro-analysis>> from five factors (Maslow's hierarchy of needs, attitude towards change, decision-making concerns, contact closeness and attitude towards us) to start the analysis of each buyer, can form a more complete understanding of the buyer, we call these five factors for the five dimensions, the five-dimensional model is therefore named >> the first dimension Maslow's hierarchy of needs >> The first level is physiological needs >> the second level is safety needs >> the third level is belonging needs >> the fourth level is respect needs >> the fifth level is the need for self-actualization >> Second Dimension: Attitude towards change >> In the population, pragmatists and conservatives account for about 80% of the population. Conservatives account for about 80% of the population, the top management of enterprises often show the characteristics of farsightedness, which requires key account managers to face different levels of people, the program should have different presentation techniques, both in front of the top management to talk about the long-term development of the enterprise, but also in front of the middle level to talk about how to solve specific problems. >> The third dimension Decision Concerns >> Judgement of personal needs and decision concerns are not easy things, for salespeople, available methods are as follows: >> (1) Inference. >> (2) Getting their own insiders to verify >> (3) Asking the person directly. >> Fourth dimension Contact closeness >> Fifth dimension Attitude toward our party >> Qualified mentors need to meet three conditions >> One is that we are well aware of its needs and know why he wants to help us; Two is that both parties have enough trust, we believe that the mentor is well acquainted with the inner circle, and also has enough influence that the mentor believes we can win this single, at the same time to meet their personal needs, the two sides do not hide; Third, many sales promotion work is the result of the two sides *** with the negotiation, before taking major sales actions, the two sides will be ventilated >> In the treatment of supporters and mentors, salespeople also need to pay attention to two points: >> First, do not let the supporters and mentors to take on the work of salespeople >& gt; Secondly, do not let everyone think that the sales staff is someone's supplier, once branded with this brand, sales of wiggle room will be a lot less >> sales staff to do is to use the help of the supporters, to reach out to the other participants in the procurement, to solve their problems, and get more people to support, rather than branded with a certain supporter to go to all the people to brag about their own have someone's support. support. >> (4) Non-supporters. >> (5) Opponents.
Macro-analysis >> Similar cases can be found everywhere in the field of large account sales, sales people need to analyze the macro-analysis, figure out the influence of the buyers and the different factions of the circle.
How the five-dimensional model guides sales strategy>> Precise analysis of the customer through the five-dimensional model can help salespeople in two ways: first, to fully understand the political factions within the enterprise, not to step on political landmines; second, to find the strategy and route to deal with each purchaser, you can have a plan to launch an attack with a target.
The Challenges of the Five-Dimensional Model>> (1) The five dimensions are mixed>> (2) The five dimensions are changing>> (3) The five dimensions are related
Chapter 5 One Good Man, Three Guides - Entry Paths to the Sale>> Revisit the willingness to The reason for the introduction: >> (1) both sides have *** with the same interests >> (2) need you to help him speak in front of the boss >> (3) the problem is beyond the scope of what he can solve >> to obtain the support of the decision maker, there are a lot of important significance in the sale of: >> (1) decision maker is the only person who can ultimately make the final decision, can be completely (1) The decision maker is the person who can make the final call and completely negate all the work you (or your competitors) have done before. >> (2) Getting the support of the decision maker makes it possible to "make" the project bigger. >> (3) Access to decision makers accelerates business progress. >> Said so much, two conclusions: (1) decision-makers must see can not be, especially in Chinese culture, the role of power is often beyond imagination, can not see the decision-makers, the probability of getting a single is very low; (2) the decision-makers are not good to see, the need to plan and then move.
The entry path to sales>> In the process of dealing with the receiver, salespeople are prone to the following mistakes: >> (1) distraction>> (2) premature display>> (3) misinterpretation of the information>> the impact of dissatisfaction with the target of the two main:>> (1) to find the dissatisfaction that amplifies the dissatisfaction and presses for action>> (2) Leads you to the person in power. >> When approaching the disgruntled person, the following need to be avoided: >> (1) Starting to discuss the grievance with the disgruntled person without verifying the information. (2) Not doing your homework to fully explore the grievance. (3) Touching on grievances that you can't resolve right now.
What to say to meet the decision maker >> see the decision maker (the powers that be) before the following aspects of preparation: >> (1) the customer company's basic information >> (2) cases in the same industry. >> (3) Client company strategy. >> What to talk about when meeting decision makers >> (1) Value >> (2) Vision >> (3) Differences. >> (4) Benchmarking>> Tracking after meeting the decision maker>> After meeting the decision maker, the salesperson should write a letter to the decision maker summarizing and confirming the content of the interview>> (1) What the customer is trying to achieve with this purchase. (2) The current customer situation and the problems faced. (3) What is needed to solve the problem and achieve the procurement goal. (4) The next step of the action plan. This action plan refers not only to the action plan of the sales side, but also to include the actions taken by the customer side. >> Mistakes to avoid in meeting decision makers>> (1) No internal support>> (2) Finding the wrong decision maker
The time-reversal method>> The time-reversal method means that after finding a receptive person early in the project, you can learn about the client's internal decision chain of needs and interpersonal relationships by looking at the client's large internal projects that were conducted the previous year or before. and interpersonal relationships.
Part 3 The Key Account Sales Process >> From the perspective of the procurement process, the purchase of a large order usually goes through four phases: identifying the need, evaluating the solution, resolving concerns, and implementing the installation. >> [Illustration]
To Buy or Not to Buy - Confirmation of Needs for a Large Customer Purchase>> Sales Strategies for the Confirmation of Needs Stage>> When a customer is in the first stage of the purchasing process, salespeople need to do two things: evaluate the immediate sales opportunity; help the customer discover their own
Really want to buy your - large customer purchasing to solve the doubts >> solve the doubts stage of the sales strategy >> "picking goods is to buy goods" this saying is only to this stage is right, because in this stage, the customer only in this stage, the customer is the only one to buy goods, the customer is the only one to buy goods. Because in this stage, the customer will only show worry, nitpicking or even fault-finding in front of the supplier they think is the most suitable, they will not waste time on the supplier who has already failed to choose.
Buying Right - Implementation and Installation of a Major Account Purchase>> Sales Strategy for the Implementation and Installation Stage >> The sales person needs to take three steps in this stage: >> First, manage the customer's expectations >> Second, demonstrate the milestones. >> Finally, uncover new needs
Chapter 7 Don't Waste Energy on the Wrong Customers-Business Opportunity Assessment for Key Account Sales>> , summarizes "Is there an opportunity", "Is there a chance", "Can you compete", "Can you win", "Is it worth winning" 4 **** 20 questions to assess the sales opportunity. >> The assessment of customer value determines the prioritization of this project within the company, while the assessment of opening positioning determines the next step in the sales strategy.
Customer value>> There are two dimensions of customer value that we can assess. >> short-term gains vs. long-term impact>> The long-term impact of a typical one-time business includes three dimensions:>> first, the potential for follow-on sales opportunities>> second, the impact on the company's brand and reputation>> and, third, the impact on the morale of the sales team
Customer Value Matrix>>. . After categorizing sales projects, salespeople can essentially decide which projects to commit to and how many resources to commit to them. >> Category 1 projects are big business and high impact >> Category 2 projects are small business and high impact. >> Category 3 projects are big business, small impact. >> Category 4 projects are small business, small impact.
Opening Positioning >> What is opening positioning? We examine it through two dimensions. >> Who is the turf and who is currently leading
The opening of the positioning of the nine-panel grid of everything in advance, there is no front of the preparatory work, followed by the encounter of a variety of emergencies can only cope with a mess, and finally failed to succeed. >> For these nine openings, we can be divided into three categories, namely, normal openings, problem openings and abnormal openings. >> For these nine openings, we can be divided into three categories, namely, normal openings, problem openings and abnormal openings. >>
Case review to see other people's successes and failures to avoid possible problems for my use is also playing the spectrum. >> hit the spectrum >> review in three aspects of the sales staff to play a positive role: >> one is the eyesight of the promotion >> two is the methodology of the promotion. >> Third, the enhancement of practical skills >> In the enterprise sales training, there are three common methods related to review >> First, the experience of sales masters to share >> Second, the simulation exercise of the designated scene,>> Third, the case study in the course.
Definition of demand>> In sales, demand refers to the gap between the status quo and expectations. There are two reasons why demand arises. >> The first is that the status quo is worse, i.e., something is wrong, and this problem can lead to big trouble if it is not solved. >> The second is that the status quo is OK, but there is a better vision for the future. >> It should be noted that the gap here refers not to the objective facts, but the customer's perception, that is, the customer thinks there is a gap. Customers feel that the greater the gap, the stronger the demand, customers feel that there is no gap, there is no demand. Therefore, there are often salespeople feel that the status quo has been a mess, and the customer is still happy with the situation
Explicit and implicit demand>> demand can be divided into explicit demand and implicit demand>> Explicit demand refers to the customer is clear about what they want to make clear to the supplier's requirements. Implicit demand refers to the customer is dissatisfied with the status quo, there is a desire to change the will and impulse (sometimes this will may not be obvious)
Business needs and personal needs >> Specifically for each buyer, the demand can be divided into business needs and personal needs. >> Business needs refer to what benefits this purchase will bring to the purchaser's organization, such as increased efficiency, decreased costs, and increased profits. >> The sources of business needs are usually the following: >> (1) Internal goals of the organization, for example, purchasing needs arising from the need to open up a new market. (2) The impact of policy and macro-environment, in China, the influence of policy is particularly obvious. (3) The influence of competitors. (4) The influence of customers' suppliers and customers' customers. (5) The influence of new technologies and business models. >> Personal needs refer to what benefits this purchase can bring to the purchaser personally >> These benefits include personal job advancement, increased power and control within the organization, and appreciation from leaders.
Analyzing business needs through the BVF model>> The BVF consists of four levels: (1) Executive KPIs. >> (2) Business Intentions. >> (3) Operational KPIs and functions. >> (4) Vendor solutions. >> Here's a step-by-step look at how to build a BVF: >> The first step is to list the high-level KPIs that the customer needs to improve by understanding their business, and quantify the percentage of KPI improvement that the customer expects by understanding their business plan. Step two, list your KPIs and business goals. Step 3, link your KPIs to the client's high-level KPIs, removing the parts of the client's KPIs that you can't meet and the parts of your KPIs that aren't relevant to that client. Step 4, for the client's high-level KPI, identify what needs to be done to fulfill it (business intent) and connect it to the upper level in a logical relationship. Step 5: Based on the customer's business intent, break down the next steps to specific functions, identify the departmental KPIs, and link them logically to the upper level. Step six, align your products and programs again to the client's department-specific KPIs and link them to the department-specific KPIs. After adjusting your products and solutions to meet three key points: reflect the company's differentiation advantages, measurable results, and phased implementation.
Needs and requirements>>. Any clear or even quantifiable indicators put forward by the customer, for example, product specifications, models, technical parameters, quantities, amounts, etc., are not needs, but requirements. >> There are several possibilities for the emergence of the requirements: >> (1) the customer's needs have been clear, the sales staff see only requirements. >> (2) the customer's needs are not clear, but the sales staff did not dig the demand, just around the requirements of the circle, both sides are very distressed. >> Where to meet the requirements of the behavior, in the sales of large customers in the results are often not good, the sales staff should do is back to the demand. >> back to the demand of the three key questions are: why? Who said it? Is it the right time?
By asking questions to dig demand >> SPIN is a collective term for four types of questions, of which >> S (situation question) refers to the background questions, that is, probing the customer's business status quo questions, >> P (problem question) refers to the difficult problem, that is, to find the customer's problems, difficulties and dissatisfaction, > P (problem question) refers to the difficult problem, that is, to find the customer's problems, difficulties and dissatisfaction. , difficulties and dissatisfaction, >> I (implication question) refers to the implication question, i.e., what will be the consequences of allowing these difficulties to develop. >> N (need-pay off question) refers to the demand-benefit question, i.e., what benefits can be brought to the customer by solving these difficulties. >> In the use of SPIN mining customer demand, there are the following points to note: >> (1) SPIN is not "selling abduction", the customer's problem is really there, rather than fooled out of the >> (2) SPIN is not a control, is not a predetermined answer. >> (3) SPIN is not cross-examination, do not just ask, to have to pay and exchange. >> (4) Meet different people and ask different questions. >> (5) It doesn't have to be asked, it can be said.
Chapter 9 Creating Differentiation in an Age of Homogenization - Solution Presentation for Key Account Selling >> In this phase, the client typically goes through the following steps >> (1) Identify the differentiators >> (2) Set the differentiator weights >> (3) The customer evaluates the supplier's proposal based on the sorted differentiation metrics (i.e., sourcing criteria).
How to determine whether the customer has purchasing criteria >> You can determine whether the customer has purchasing criteria through the following aspects: >> (1) whether the customer is clear about the next step. >> (2) Whether the customer is discussing a wide or narrow range of issues with you. >> (3) Ask your supporter directly.
Establishing standards >> A good standard fulfills the following three conditions:>> First, it should be able to differentiate itself from its competitors >> Second, it should combine soft differences with hard differences. >> Third, the criteria should be relevant to the needs of the customer.
Changing the standard >> e.g. additional resources to meet the standard, giving very low prices, through strong top level intervention >> There are four ways of attacking the existing standard >> the first is to turn the customer against the customer >> the second is to steal the standard,>> and the third is that you can't have both the fish and the bear. >> The fourth is to adjust the tiger away from the mountain
How to evaluate competitors >> The basic principle is not to attack the competitors, denigrate the competitors will destroy your image in the minds of customers. >> (1) Indirectly show the competitor's weakness. >> (2) Do not be particularly clear about the weaknesses of your competitors, but only talk about the causes of their weaknesses.
The timing of the submission of the program >> In summary, the sales staff to provide the best time to provide the program is clear customer demand, and customers *** with the establishment of the selection criteria, at least to do to make it clear that the customer's needs, and there is no obvious disadvantage in the customer's choice of criteria, premature submission of the program is not desirable.
What elements should be included in the program >> What elements should be included in the program. >> (1) Customer needs. >> Organizational needs must be included in the proposal to the client >> (2) Products and services. >> Another key word is differentiation >> (3) Action plan >> First, reassure the client. >> Second, control the customer's expectations >> Third, stimulate the customer's interest in a long-term relationship >> (4) Price
How the program is presented >> Presented to the individual >> (1) Mid-level personnel >> (2) High-level personnel. >> Typically client executives focus on the following areas>> (1) Business, including competitive advantage, customer satisfaction, mergers and acquisitions, growth rates, market share, and new market development. >> (2) Financials, including return on investment, cash flow stability, financial report embellishment, impact on investors, and so on. >> (3) political, including personal reputation, political performance and political future, how to get allies and support both internally and externally, etc. In China, state-owned enterprises, institutions and government departments are important customers, and there are times when purchases are not made for the sake of business and finances, but for political correctness. >> (4) culture, including management standardization, smooth communication, unity of thought, and talent echelon construction. >> Presented to the team
Chapter 10 How to overcome "pre-marital phobia" - the solution to the doubts of large customer sales >> Doubt and dissent are two different things, dissent is that the customer simply does not intend to choose you, in the sales of any stage. Any stage of sales will appear, and doubt refers to the customer in the completion of the evaluation program, basically determined to pick you, in the formal signing of the contract and implementation of that stage before the psychological changes.
Doubtful performance >> Doubtful performance >> 1. additional requirements >> 2. price
Countermeasures when leading >> Countermeasures when leading >> Discovering doubts >> Resolving doubts >> The correct solution to the problem of doubt has two methods: >> ; One is to have an in-depth conversation with the customer, reviewing the ****same goals and interests of both parties and arousing the other party's enthusiasm for cooperation. >> the second is the high-level visits
Backward when the countermeasures >> backward when the countermeasures >> salespeople have two choices: one is willing to gamble to admit defeat, a clean exit, go to other customers; the second is to create doubt, waiting for competitors to make a mistake, preferably the abolition of the bid and then come back, even if this single ultimately irreparable, can still be in the subsequent project The first is to create doubt and wait for the competitor to make a mistake.
Negotiation>> common problems are: >> 1. not show the value of the start of the negotiations >> 2. do not know what conditions to impress each other >> 3. do not know to whom to make concessions
Three elements in the negotiation >> three basic elements of negotiation is to retain the price, the space of the agreement and the conditions of Exchange of conditions. >> The low level of your efforts, it's not even your turn to spell talent with others
Chapter 11 Building a Long-Term Business - Program Implementation for Large Account Sales >> In order to avoid problems during the learning phase, salespeople can adopt three strategies:>> (1) Advance Foretell the risks. >> (2) Involve the customer. >> (3) Demonstrate milestones >> Communicate in a timely manner when problems arise during implementation
Developing new demand >> In terms of mining business demand, salespeople can do the following things: >> (1) Tree benchmarking. >> (2) Do planning. >> (3) Pay attention to changes in the environment. >> On the people side, there are several things salespeople can do: >> (1) Appease previous non-supporters and detractors. >> (2) Expand their contacts within the customer. >> (3) Pay attention to personnel changes within the client
Part 4 Self-Cultivation for Key Account Managers >> Clients can be categorized into three types:>> The first is the intrinsic-value type of client. >> The second category is extrinsic value customers. >> The third category is strategic customers
Sales of the "five talents" - the ability of the key account manager requirements >> sales staff need to have five talents >> 1) love >> ; (2) Faith. >> (3) Courage. >> (4) Loyalty. >> (5) Wisdom