Step 1: Get information and study customers.
1. Role analysis. Analyze the customer's organizational structure and find out four roles: user, buyer, technical gatekeeper and final decision maker. Use the mode of 1+2+ 1 to rationally allocate energy and effectively promote the project;
Develop guidelines for obtaining internal information. The guide can be your eyes and ears. It can not only provide customers with internal information, but also point out the direction of the promotion project for you. It may also introduce you to key people you have never met before. The first choice for tour guides must be acquaintances, because it is easier to establish closer relationships with people who already have a certain relationship foundation; If you don't know anyone, you must choose someone closer to the transaction, or choose someone with similar values.
Establish a relationship with two key roles, gain the right to speak in cooperation, and gain the recognition of any two roles.
Do what sales should do and control the whole process. For example, if you say the product is expensive, there must be a high reason for the high price. Do you have features or performance that competitors don't have? Did you make the customer realize the value of the product? For another example, you said that the customer has a good relationship with the old supplier. Since the relationship is good, why should we open the bid? Is it really just a formality? Is there any reason why you didn't dig here?
2. Risk analysis-control the risk of credit sale
As long as the risk awareness and sales awareness fall into different people or departments, there will be fights.
Credit score early warning risk
Item weight remarks
The purchasing potential of customers is 50%, and the higher the annual purchasing budget of customers, the better.
Negative record 25%, such as whether there is any debt delay payment, arrears of employee wages, arrears of payment for goods, etc.
Industry reputation 15% of peers' subjective evaluation may or may not be objective.
Operating conditions 10% Observe the passenger flow, go to the warehouse to see the delivery and purchase situation, or see if the products he sells now have the current explosions.
Step 2: Build relationships and gain trust.
Let customers know the process from strangeness to familiarity to trust. This recognition may be that the customer believes that your product can solve his problem, and your product is better than others. It may also be that customers think you are reliable, your company is reliable, and it is safe to cooperate with you.
How to establish a relationship with purchasing?
-Ask questions by answering them
Purchasing usually asks, "Which well-known enterprises in the industry have used your products?"
You can say this:
The word "A" customers have used our products. They reported several improvements, namely, one, two and three. These points are also the differences between us and other similar products. But I want to know, are these all the goals you want to achieve? "Usually at this time, the buyer may say," We need one and three, and we don't have any. "At this time you want to add," in addition to these two points, what do you want to achieve? "
-select enterprises that meet the needs of customers to endorse.
Because it is not that the bigger the endorsement enterprise, the greater the role it can play, but that it can play its greatest role by using the same kind of homogeneous customers infinitely close to the current needs of customers as endorsements.
-Push purchases at a frequency of 53 1. Within one month after the meeting, push the purchase process through five WeChat, three phone calls and one visit.
How to establish a relationship with users?
The main value in the sales process lies in feedback, feedback on your own demand for products and feedback on the trial experience of products.
It is the structural hole of information flow in the whole sales process.
Communicate directly with users in at least three steps.
For users, they only care about one thing, that is, you and your products can help them solve their work problems. If you can solve the problem in his mind, he will be inclined to you.
The first step is to locate the real demand.
As a salesperson, you should use your professional knowledge to help him dig out the real needs. If your product is very professional, you'd better bring technicians when communicating. However, there is often more than one solution behind the demand.
The second step is to plan the solution path.
The third step is to make an appointment for the next meeting.
How to establish a relationship with the janitor?
Lack of integrity, looking for opportunities to move reinforcements.
Use a flaw to attract refutation and let customers realize that your product is just right. This flaw must be a function or technical parameter that the customer does not need. This requires you to do a good job of pre-research, collect as many requirements as possible from all the resources you can access, and eliminate what customers must not need.
How to deal with powerful decision makers?
Dealing with a strong decision-maker is not to make him recognize your product, but to establish an equal dialogue relationship.
There is a sense of reciprocity. You are not persuading the decision maker to buy your product, but working with him to solve the problem.
Ask business questions, change the relationship between teachers and students, and ask business questions that decision makers care about or are good at.
Using one's own advantages, we leveled the unequal relationship and talked about how to solve the problems we are facing now. In fact, decision makers don't pay much attention to the product itself. Because we know that most of the products are not very different, the products that can come to him are all checked by layers. He values people more. He depends on whether the salesperson is capable of taking on the responsibility of this big order. Most sales people who can have an equal dialogue with decision makers have this ability.
Who is suitable to develop into a tour guide?
Users and buyers are the best candidates to be guides.
Users who use emotions are most eager to solve problems. When the problem is not solved, his emotions need an outlet. When you find that the other person has similar emotions, give him a chance to vent and express sincere understanding. The most important thing in purchasing is, if I buy your things, will your promise be fulfilled? Will there be any problems with your product? Will the company and colleagues praise me or blame me after the order is completed? You should provide enough evidence at the beginning to help him eliminate these concerns. For example, all parameters, data and certificates about product quality are prepared in advance and explained clearly to the other party; How has your product helped other customers solve problems in the past? Tell each other the facts and you will honor all your promises. Especially the praise from customers in the past, we must let the buyer know and tell him that he may receive such praise in the future. If his expectation for your cooperation is reassuring, positive and full of expectations, your relations will go further.
If we directly ask for an introduction, the other party will refuse, or at least hesitate, because he doesn't know what you will say to the other party and whether it will have a negative impact on him. At this time, if you tell him what you will ask, and this question can only be answered by a specific role, he has no reason to refuse you.
? Step 3: Excavate the demand and introduce the product.
Prepare lessons and distinguish the basic needs of customers at different levels.
Distinguish what you need from what you want. What you need is what you must have, and what you want is what you don't have, but it's better to have it. For example, water and air are definitely what we need, and we can't live without them; Coffee, a big house and a luxury car are all you want, even if you don't have them. One is different from person to person. Some people are addicted to coffee, while others despise it. The other is that the goal is different from the goal. When your goal is just to live, all you need is water, air and food, and when your goal is to work energetically, that cup of coffee may also become your demand.
What do you need for purchasing? What is needed is high cost performance; What I want is low price.
Users, products can be delivered to him on time, and it is convenient to use, which is his basic demand; It would be better if he could improve his work efficiency and performance.
Technical gatekeeper, what is most needed is product safety, product quality is guaranteed, even if there is a problem, it can not be a big problem. If there is a small problem, someone needs to respond and solve it in time.
Try to meet the needs of customers, and meet the needs of customers in a small amount.
The key to mining demand is not to ask the right questions, but to ask the right questions at the right time.
Predict customer demand and lock in the demand that is beneficial to you. Mining requirements is not asking questions aimlessly, but confirming requirements and even guiding them. By preparing lessons in the early stage, such as competing product analysis and customer analysis, we can predict what customers want in advance, grasp the demand base of customers, lock in what is beneficial to us and what is not, and push forward in the direction that is beneficial to us. This favorable demand is often what customers want, not what customers need.
Ask questions with a spin model, which is beneficial to your needs.
Situational questioning, identity questioning, also called background questioning. Understand each other's current problems.
The products to be sold are gray paperboard developed according to the special needs of puzzles. He found a company that switched from producing packaging boxes to producing puzzles. The customer now uses the supplier of raw materials for the packaging box. If there is no problem with their jigsaw puzzle making at present, it is difficult for him to have sales opportunities.
So the salesman said to the customer, "Mr. Lin, I heard that your company is also taking puzzle orders now." What happened? "
The other party said: "Generally speaking, there is still a certain gap between the order quantity and my ideal state. The customer is not satisfied with the product and does not trust to give me a big order. "
P- problem questions, difficult questions, and specific questions. Narrow the scope of the problem and lock in specific pain points.
He said, "It is said that you have been producing packing boxes for so many years. Making puzzles now is just a matter of changing production lines. What else can go wrong with product quality? "
The customer said, "My supplier can help me pass the proofing, but when it comes to mass production, delamination and deformation often occur. Later, someone introduced me to a good raw material supplier, but the factory is in Guangdong, which is too far away from me. If you order less goods, people will not deliver them at all. "
I- implication questions, connotation questions, are used to amplify pain points.
The salesman said, "Mr. Lin, I think there are two problems at present." One is that the quality of grey board paper can't meet the standard of making puzzles; " The other is the unstable supply of suppliers, which affects our production progress. Which question do you think is the most important? "Then the salesman said," If the goods are returned and redone, the expenses in all aspects should be quite high, right? ""The customer said, "Yes. To buy raw materials, you have to charter another car, which is very expensive. Redo will also delay delivery, and customers are particularly dissatisfied. Good orders and big orders can't be received, the production line is not full, and the labor cost is there. Business is really hard to do now. "
N- demand-return problem, a problem about demand and return.
Finally, the salesman said, "Mr. Lin, according to what you said, I think what you need is a raw material that is not layered and deformed, and this supplier should be quick and stable, and can deliver 3 tons and 5 tons to you, right?"
The customer said, "Yes."
Choose the opportunity to ask questions according to the characteristics of customers. Customers speak first, then ask questions, focusing on the latter two types of questions in the model. If customers don't talk, they should pave the way and create an exchange environment before asking questions.
Step 4: negotiate into a single order to facilitate the transaction.
Only about 30% people won the contract at the first meeting. In most cases, even the extremely busy final decision makers have to meet two or three times before agreeing to cooperate.
If you want the decision-maker to nod, you can't meet his goal at once, but you should talk about the best. If you can't talk about it, don't talk about death.
There are two kinds of background information that can help you judge the direction that decision makers may pay attention to. The first background information is what are the biggest tasks, goals and future plans of policy makers this year. The second background information is the tenure of the decision-maker in this position. Growth or stability?
If you want to avoid talking about death, you must not be cold, you must let the conversation continue. In the case of not completely talking about death, we will talk about it next time; In other words, the last time I asked, I was aiming at the other person with a sense of accomplishment.
[Respond to unfamiliar topics with open-ended questions] Continue to talk along the topics raised by customers, with the focus on eliciting customers' own opinions. It would be flattering if you mentioned it first. If customers take the initiative to bring up topics of interest to them, the relationship will show signs of developing into a friend relationship.
Use the words before and after the connection to urge the decision maker to make a choice? Do you have any concerns or questions about this cooperation?
When the customer has expressed almost, first affirm the value of digression, and then lead back to the theme to promote the decision-maker's choice.
Step 5: Follow up the payment,
[Change your attitude and ask for the account with confidence] Customers will be embarrassed to see you because they owe you money. The more money they owe you, the longer they stay, and the more estranged they may be.
[Step by step, force the customer to pay back the money] What reason does he use to prevaricate you, and you respond to him with the same reason. When a customer cries poverty, he will respond with the same logic. He talks about relationships, you talk about relationships. It's not easy for him to say it. What you say is worse than him. Point out the benefits that customers will get if they pay back the money now, and then warn customers of the possible long-term loss of benefits if they don't pay back the money.
[Step by step, pestering Lao Lai to pay back the money]
Step 6: Secondary sales
Customer satisfaction = experience-expectation, and the difference represents the customer's exit barrier. The higher the price difference, the more satisfied customers are, the lower the probability of switching to competitors, and the greater the success of secondary sales.
Enhance the experience-meet the conditions that customers want.
The introduction of old customers-psychologically, we should cross the threshold of our hearts and take the initiative to ask customers; Timing, to step on the customer's high point, in order to improve the success rate; When making a request, you must do the details well and do your homework. Not only do you have clear goals, but you can also help the other person figure out how to help you. When you ask a customer to recommend you, be sure to clearly point out which customer you want to know. Don't ask customers what contact you have. Introduce me.