大客戶銷售謀略2003.10-11-10-12ObjectiveofWorkshopUnderstandCharacteristicsofMajorAccountSellingStrategiesinWholeLifecycle,thustoShortenbid-to-winratioShortensellingcyclesMinimizediscountsandnegotiatedconcessionsEstablishclear,uniquebusinessvaluewiththecustomersReducesellingcoststhroughmoreeffectivesalesstrategiesIncreasesalesperemployee-Developexpectedrelationshipwiththecustomers.Eg.StrategicPartnershipetc.AgendaDay1HowtheCustomerMakeDecisionsSPINQuestionStrategyAccountEntryStrategyUnderstandYourCustomer&TheirBusinessHowtoMakeYourCustomersNeedYouDay2Influencethecustomer’schoiceDifferentiation&VulnerabilityOvercomingFinalFearsSalesNegotiationHowtoEnsureContinuedSuccess客戶是如何做決策的HowCustomerMakeDecisionsTheResearchBaseTheCustomerDecisionProcessAccountStrategyintheRecognitionofNeedsPhaseAccountStrategyintheEvaluationofOptionsPhaseAccountStrategyintheResolutionofConcernsPhaseAccountStrategyintheImplementationPhaseSummaryOverviewofMajorAccountSalesStrategySalesStrategyshouldbeaboutcustomersandhowtoinfluencethem.UnderstandingandWellPreparedaremandatorytoformaeffectivesalesstrategyCustomerBehaviorgoesthroughthreedistinctphasesinmakingamajorpurchasingdecisionsRecognitionofNeedsEvaluationofOptionsResolutionofConcernsAfourthphase,follow-upinimplementationphases,ifitiswellhandled,cangeneratesignificantadditionalsalesopportunities.Eachoffourphasesrequiredadifferentsetofstrategiesandskills.WhatisSalesStrategy&WhatisMajorAccountSalesStrategyAwayofthinkinganddirectingyouractionstoeffectivelyinfluencecustomerpurchasingdecisions.FocusonUnderstandingCustomerBehaviorNotProcedureortechnique

MajorAccounts20/80rulesNewCustomersPotentialCustomersExercise:ATypicalERPDealLifecyclesWhatistypicalERPDealSellingCyclesCustomerDecisionProcessWhoisMajorAccountofERPS/WTraditionalMfgOthersCustomerDecisionProcessResearchBaseNeilRackham Huthwaite35,000salescallsin27countries10,000salesSPIN(Situation,Problem,Implication,NeedPay-off)DecisionI:RecognitionOf

Needs

V

ChangeOver

TimeIVImplementationIII

ResolutionOf

ConcernsII

EvaluationOf

OptionsBuyer

CycleCustomerDecisionProcessATypicalPurchaseDecisionNewPurchaseRequestOfProcurementDepartmentWhatAProcurementManagerSay:Problem,Dissatisfaction,cannotsolvewithexistingequipmentorsuppliesSpec.;Objective;Must&Wants;VendorSelectionIfdecisionisbig;carefullyresolveallconcern.Exercise1.ProcurementProcessReadAppendixA:ProcurementProcessDoyouknowitbefore,andhowyouknowwhichphaseyouareinwhileyoubid,andyourstrategiesoneachphase.10minutesAccountStrategyintheRecognitionofNeedsPhaseTheMostEffectiveSellingStrategyDuringthePhase:Touncoverdissatisfactionintheaccountandtodevelopthatdissatisfactionuntilitreachesthecriticalmass.Whendissatisfactionreachesasufficientlevelofintensityorurgency,theaccountmakesadecisiontochange.SuccesssalesasksalotofquestionsduringsalescallsthandotheirlesssuccessfulcolleaguesQuestioningSkills(SPIN)AccountStrategyintheEvaluationofOptionsPhaseTheMostEffectiveSellingStrategyDuringthePhase:ToCentralizeOnUnderstanding,Influencing,andRespondingtoCustomerDecisionCriteria.Differentiateyoursolutionwithyourcompetitorsisoneofyoureffectivesellingstrategy.CommonFaultsduringtheperiodisfailuretorecognizethatashifthastakenplaceincustomerconcerns.Nottrytouncovercustomerguideline,orcriteria,formakingthedecision.AccountStrategyintheResolutionofConcernsPhaseTheMostEffectiveSalesStrategyDuringthePhaseTouncoverandhelpresolveperceivedriskLastminutesfearsandconcernsarisesthatcanblockthedecisionorcausecustomerstore-opendiscussionswithcompetitors.Asuccessfulsalesnormallyworkstouncoverandresolveissuesthataretroublingthecustomer,eveniftheseissuesareuncomfortableanddifficulttodiscuss.Negotiationiskeysellingtoolofthephase.AccountStrategyintheImplementationPhaseMostEffectiveStrategyofthePhaseFollow-upafterpostimplementationleadstocontinuedsuccess.VeryFewmajorsalesstopwhenthecustomersignsthecontract.Howtobuilduplongtermrelationshipwiththecustomers?ThinkAboutHowtoBuildUpStrategicRelationshipwiththeCustomer?CustomerDecisionPhasesDecisionPhaseTypicalCustomerConcernsDuringthePhaseSignthatthePhaseisOverandthenextphasearestartingCommonStrategieserrorsinthisphaseRecognitionofNeedsHowweaproblemHowbigisitDoesitjustifyactionsCustomeracceptsthattheproblemissevereenoughtojustifychangedandthereforedecidestotakeactionsFailuretoinvestigate/developcustomerneedsMakingproductpresentationstooearlyEvaluationofOptionsWhatcriteriashouldweuseinmakingadecisionWhichcompetitorbestmeetsourcriteria?Customerhasacleardecisionmechanisminplaceandhasusedittoselect1ormorefinalcontendersFailuretouncovercustomer’scriteriaLittleattempttoinfluence/changestatedcriteriaResolutionofConcernsWhataretherisksofgoingahead?Whatifitgoeswrong?Canwetrustthesepeople?CustomermakethepurchasingdecisionsIgnoringconcernsinthehopethey’llgoaway.PressuringthecustomertomakeadecisionImplementation-Arewegettingvaluefromthedecision?-HowquicklywillweseetheresultsNewneedsanddissatisfactionsariseFailuretotreatimplementationasasalesopportunitiesFailuretoanticipatevulnerableimplementationpoints強(qiáng)大的銷售工工具———提問問策略準(zhǔn)備SPINQuestioningSituationQuestionsQuestionsthatgatherdataandbackgroundfacts.E.g:Howmanypeopledoyouemploy?What’’syourpresentERPsystem?ProblemQuestionsQuestionsthatuncoverproblems,difficultiesanddissatisfactions.E.g:AreyouhappywithexistingERPsystem?DoestheexistingERPsystemhasreliabilityproblems.?ImplicationQuestionsQuestionsthatexploretheconsequencesorimplicationsofcustomer’sproblemE.g.DoesthisproblemleadstoincreasedcostsAsaresultoftheproblem,dowegetmoredowntime.Need-payoffQuestionsQuestionsthatexplorethevalueorusefulnessofsolvingaproblemEg.Whyisitsoimportanttoyou…….?Woulditbeusefulif…?ImpliedNeeds,ExplicitNeeds,Benefit,Advantage,FeaturesImpliedNeedsStatementbythecustomersaboutproblems,difficultiesordissatisfactionswiththeexistingsituation.Eg.Ialwaysgetbehindschedule.Wehavebeenlostalotofmoneyinthisarea.ExplicitNeedsStatementsofacustomer’swantsorintentions.

Eg. WhatIneedis…Iwantsometo…BenefitsStatementswhichshowhowaproduct,aproductfeatureoradvantagemeetexplicitneedwhichhasbeenstatedbythecustomer.Eg.Youhavesaidyouneedfastturnaround,wecangiveittoyoubytheendofthemonthAdvantageStatementshowinghowaproduct,productfeaturecanbeusedorhelpthecustomer.Mostadvantagescanbeexpressedintheform:becauseof……feature,youcan..”Eg.BecauseofourERPproductfinancemodule,youcanget….Ournewmodelcansaveadditional8%materialcost.FeaturesCharacteristicsofaproductorservicesEg.Thisunitcost$400.Thisisaclosedloopfeedbacksystem.SPINFormSituationQuestionProblemQuestionImpliedNeedsExplicitNeedsImplicationQuestionNeed-PayoffQuestionBenefitsAdvantageFeatureNormalSalesCallPlanningFormSituation:ThebackgroundinformationIneedbeforeprobingfortheproblem:------------------------------------------------------------------------------------------------------------------------------------------------------------ProblemsThedifficultiesthecustomerhasthatIcouldsolve.------------------------------------------------------------------------------------------------------------------------------------------------------------Implications“Knockon”effectsforeach

problemstated------------------------------------------------------------------------------------------------------------------------------------------------------------PayOfTheValuetothecustomerofsolvingtheseproblems.----------------------------------------------------------------------------------SPINQuestioningStrategySituationQuestionProblem

QuestionImplication

QuestionNeedPayOff

QuestionAchievefactfindingobjectivesHavelowsellingimpactUsefulatfocusofreceptivityAchieveuncoveringdissatisfactionobjectivesHavemoderatesellingimpactUsefulatfocusofdissatisfactionAchieveObjectivesofdevelopingandchannelsatisfactionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpowerAchieveobjectivesofrehearsingandselectivelychannelingcustomerattentionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpower強(qiáng)大的銷售工工具

理解你你的客戶準(zhǔn)備AccountFundamentalOwnershipLocationCorporationActionsFinancialPerformanceFutureProspectsTimingOrganizationTopmanagementcadreUnderstandingYourCustomers:OrganisationStructure&DynamicsObjectivesPurposeProvideaframeworkforbetterunderstandingoftheclient’sorganisationandhowtheymakedecisionsOutputOrganisationMap&PeopleProfilesBenefitsImproveyourviewintotheclient’sorganisationforimprovedrelationshipmanagementDeveloprelationshipswiththerightpeoplewhocanprovideinsightanddirectionKeyComponentsofUnderstandingCustomer’’sOrganisationMacroFormalStructurePoliticalStructureInnerCircleInfluenceNetworksMicroCoverageStatusDecisionOrientationInnovation/ChangeMaslow’sHierarchyofNeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationCharacterProfileMaslowAdaptabilityDecisionOrientationLevelsofContactYourPositionChenYuanCEO#%BVEMaslow’sHierarchyofNeedsPhysiologicalSafetyBelongingEsteemSelf-ActualisationSA:SelfActualisationE:EsteemB:BelongingS:SafetyP:PhysiologicalMappingNeedsSA:SelfActualisationE:EsteemB:BelongingCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBAdaptabilitytoChange-TechnologyAdoptionLifecycleInnovatorsVisionariesPragmatistsConservativesLaggardsAdaptabilitytoChangeInnovatorsVisionariesPragmatistsConservativesLaggardsStatusQuoReferenceSitesWhatTheyWantWhatTheyBuyYourValuePropositionNottobeleftbehindEvolutionSolveProblemsRevolutionRecognitionStateoftheartTrialsTestsCustomisedSolutionTotalSolutionsIndustrystandardsatlowpricewithnoriskEnhancementofexistingservicesProductexcellenceInnovationFutureCompetitiveAdvantageReturnonInvestmentGuaranteesInvestmentprotectionMappingAdaptabilitytoChangeI:InnovatorV:VisionaryP:PragmatistC:ConservativeL:LaggardCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCDecisionOrientation“Onwhatfactorsdoesourclientbasetheirdecisionon?”Financial$TechnicalTRelationshipRBusinessBMappingDecisionOrientationB:BusinessR:RelationshipF:FinancialT:TechnicalCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTRLevelofContactNoContact!BriefContact%MultipleContacts*In-Depth@“Howoftendowemeetwithourclient?””MappingContactCoverage!:NoContact%:BriefContact*:MultipleCoverage@:In-Depth*CEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!%YourPositionEnemyXNon-Supporter<Neutral#Supporter>“Wherearewewiththeclient?””MentorMMappingOurPositionX:Enemy<:Non-Supporter#:Neutral>:SupporterM:MentorCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!#><#XM##MM%PositioninOrganisation&InfluenceInnerCirclePoliticalStructureInfluenceStructurePhysicalStructurePositionInfluenceMappingTheInformalStructureCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!#><#XM##MMYou%InnerCircleandPoliticalStructureInnerCirclePoliticalStructureBusinessValueDefinetheorganisation’’sbusinessobjectivesandstrategyResponsibleforexecutingtheobjectivesandstrategyPhilosophyDefinedorganisation’’sculturebasedontheirphilosophyandvaluesUnderstandandassimilateintotheorganisation’’scultureViewpolicyandproceduresasaguidelineRecognisedasconsistentlysuccessfulinthepastandsoughtoutbyothersforadviceRecentsuccessfulperformanceinstilsconfidenceintheirabilitytohandlenew,highlyvisibleprojectsPartnersCentreoftheorganisation’’sinformalcommunicationsnetworkEndnodesoftheinformalcommunicationnetworkcollectionandprovidinginformationtotheinnercircleTrackRecordTrust&InfluenceNetworksCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!YouCEOSeniorVPSales&MarketingSeniorVPCFOVPFieldOperationsMarketingDirectorDirectorofR&DDirectorofMfg.DirectorofITControllerSAESABBSAEEBBVVVPPIILCCBBBBRTFFTR!!!!!%%!!XM##MM%ExerciseIII:MappingTheOrganisationTake20minutestoanalyseyourcustomer.MappingYourClientsStep1:DefinetheformalOrganisationStructureForeachindividual:Step2:IdentifytheirneedslevelStep3:IdentifytheiradaptabilitytochangeStep4:IdentifytheirDecisionOrientationStep5:IdentifyyourlevelofcontactStep6:IdentifyyourpositionStep7:Presentyourmaptoyouraccountteam強(qiáng)大的銷售售工具———了了解你的客客戶的業(yè)務(wù)務(wù)準(zhǔn)備ObjectivesTobuildanoverviewawarenessofcustomersbusinessactivitiesToknowhowtotrackcustomerinformationToknowwheretofindcustomerinformationToknowhowtouseframeworkstokeeptrackofcustomer’sbusinessUnderstandingYourCustomer’sBusinessUnderstandingYourCustomer’sBusinessUnderstandingYourCustomer’sBusinessBusinessPerformanceFactors:Political,Economical,Social,TechnicalCustomerBusinessStructureMap:Systems,Style,Staff,Strategy,Skills,StaffandSharedVision7sModelSummaryUnderstandhowtotrackcustomer’’sbusinessinformationUsePEST&7SmodelKnowwheretogetcustomerinformationUnderstandingYourCustomer’sBusiness進(jìn)入客戶策策略———追根溯溯源投標(biāo)前階段段AccountEntryStrategy:GettingtoWhereItcomesThePurchaseChannelWhereistheDecisionMakerEntryStrategyTheThreeFocusPointsofanEntryStrategyTheFocusofReceptivityTheDangerofReceptivityMovingFromReceptivitytoDissatisfactionIdentifyingtheFocusofDissatisfactionInfluencingtheFocusofDissatisfactionMovingtotheFocusofPowerSellingattheFocusofPowerWhentheFocusofPowerChangesDevelopingEntryStrategiesThePurchasingChannelRoutineAccountPenetrationChannelSales->GateKeeper->Influencer->DecisionMakerHardestwaytoallocatepurchasechannelforanewinnovativeproductsandservicesinSellingCyclesE.G.Mfg.BarcodePrintingOutsourcingSolutionSuccesssalesnormallyfindafocus(sponsor)withinaccounthelpinghimmovetowardsapointfromwhichtheyshouldbegindevelopingneeds.3focusmodelforsuccessfulpeopletofindsponsorsThefocusonreceptivityThefocusondissatisfactionThefocusonpowerWhereisdecisionmakerExerciseWhoisthedecisionmakerforERPprojectbid.CEOCFOCTOorothers.Whatisyourpassingexperiencetoconnecttodecisionmaker?EntryStrategiesSuccessfulpeopletendedtoseekasponsorSponsorAnIndividualwithintheaccountwhohelpedthem,advisedthem,andifnecessary,representedtheminplacewheretheycouldnotgainaccessNotonlyindividual,Butmoreaparticularfunctionorareaofanaccountassponsor.FocusFocusA“Focus”WithinAccount–aperson,acommitteeoradepartmentwhowouldhelpthemmovetowardapointfromwhichtheycouldbegindevelopingneedsTheThreeFocusPointsofAnEntryStrategy(I)SalesPeoplenormallycouldfindsponsorsfrom3focuspoints:Thefocusofreceptivity: thepointinanaccountwheretherewerereceptivepeoplewhowerepreparedtolistensympatheticallyThefocusofdissatisfaction:thepointinanaccountwheretherewerepeopleunhappywiththepresentsystemorsupplier.Thefocusofpower:theelusivepointinanaccountwheretherewerepeopleabletomakedecision.Especiallyforaccount,nopurchasingchannelexisted.EntryStrategyModelFocusofReceptivityFocusofDissatisfactionFocusofPowerLeadsyou

toLeadsyou

toTheIndividual,functionalareaorlocationmostlikelytoListenreceptivelyProvideyouwithinformationTheIndividual,functionalareaorlocationmostlikelytoPerceiveproblemsanddissatisfactioninanareawhereyoucanhelp.TheIndividual,functionalareaorlocationmostlikelytoApproveactionPreventactionInfluenceactionTheFocusofReceptivityEasieststartingpointforyouraccountpenetrationThereasonwhytheywanttolistenObjectiveofsalestofocusonreceptivityFindoutinformationGainaccesstofocusofdissatisfactionDangerofFocusofReceptivityDonotmisinterpretedtheinterestasprogressRememberyourstrategicobjectiveis““Information”&“Access”DangerofdistractionDangerofmisinterpretationDangerofpresentationMovingFromReceptivitytoDissatisfactionObjectiveofFocusonReceptivityGainaccesstopersonorfunctionwhoprobablynotsatisfiedUseSPINSituationalquestionE.GDoyouknowanybodyinyourcompanywho’sexperiencingproblemsinthisareas…Lesssuccessfulsalesconcentratedonimpressingthereceptiveperson.FocusofReceptivity,FocusofDissatisfactionandFocusofPowermaybesameperson.IdentifytheFocusofDissatisfactionMindsettosetyourproductinproblem-solvingtermstoallocatefocusofdissatisfaction.SPINQuestioningSkillsInfluencethefocusofdissatisfactionTheobjectiveofinfluencethefocusofdissatisfactionUncoverdissatisfactionanddevelopittoapointwherethecustomerwantstotakeactionUsethedissatisfactionyou’vedevelopedtogainaccesstothedecisionmaker,eitherdirectlyorbyusingyoursponsortosellonyourbehalf.SPINCallPlanningFormMovingtotheFocusofPowerIdentifythefocusofPowerDirectorindirectinterfacewithfocusofPowerSellingattheFocusofPowerWhat’’stypicalcharacteristicsofexecutiveorhighlevelmanagerNormallybusyObjectiveoriented,valuedrivenConfidenceDangerofsellingatthefocusofpower:FailuretodohomeworkFailuretotakecontrolPrematuremeetingInappropriateexpectations“WellPrepared&UnderstandingyourcustomerisKEY”ExperienceSharing:HowtomakeanappointmentwithVIPSetappointmentwithdecisionmakerisdifficultHowtogetthefacetofaceopportunitiesHomework,dollarizethereasonwhythecustomershoulddothebusinesswithyou.Sendafourorfivesentencelettertothecustomerdetailingthedollarizedbebefitoftheproductandpromisingafollow-upphonecall.TheobjectiveoftheletteristoletthecustomertakethephonecallWhenyouhavethecustomeronthephone,suggestameeting,thenask““isTuesdayatthreeOK””““HowaboutnextFridayatthree””““OK,great,themeetingwilltakeabouttwentyminutes.Seeyouatthree,thanks””Thisistypicalakillersalesquestionbecauseitleadstothatpreciousappointmentover90percentofthetime.DevelopYourAccountEntryStrategyFirst,Decidewhoislikelytobemostreceptivetoproductorserviceslikeyours.Approachreceptivityandaskformeetingandeasereceptivityfearsonhardselling.UncoverinformationduringthemeetingLocatethefocusofdissatisfaction,setupthemeeting,prepareaquestionlistwhichyou’’llasktouncoverpotentialdissatisfactionConductseveralmeetingwithyourcontactatthefocusofdissatisfaction.You’’llneedtomeetotherindividualsinordertojustifyinvolvingpeopleatthefocusofpower.TheobjectiveofthephaseistodevelopsatisfactionDevelopasponsoratthefocusofdissatisfactioneitherintroduceyouorrepresentyouatthefocusofpower.CaseStudy:HowtopenetratetoamedicalaccounttosellyoufinancesoftwareAssumeyouaresalesrep.inafinances/wcompany,aShanghaiStockExchangelistedcompanyopenedanewfactoryinyourterritoryin2002,yougetinformationthatthefactorywillhaveanewprojecttostandardizeitsfinanceoperation,youcompanyareoneof2topplayersinthearea.Developyouaccountpenetrationstrategies.Theobjectiveistogainbidrightfortheproject.如何何讓讓你你的的客客戶戶需需要要你你認(rèn)認(rèn)識識需需求求階階段段策策略略認(rèn)識識需需求求階階段段AgendaObjectivesfortheRecognitionsofNeedsPhaseUncoveringDissatisfactionSettingYourObjectivesPlanningYourQuestionsAskingSituationQuestionsAskingProblemQuestionsHowProblemsAreDevelopedSellingtotheFocusofDissatisfactionGainingAccesstoDecisionMakersSellingIndirectlytoDecisionMakersPrepareYourSponsorNeedpayoffQuestionsTheSPINQuestioningStrategy認(rèn)識需求客戶意識到有有新的購買需需求。策略目目標(biāo)：發(fā)現(xiàn)不滿擴(kuò)大不滿根據(jù)客戶的不不滿提供解決決方案RecognitionofNeedsTheaccountrecognizesthataneedexistswhichjustifies

apurchasingaction.StrategicObjectives:UncoverdissatisfactionDevelopdissatisfactionSelectivechanneldissatisfactionObjectivesfortheRecognitionofNeedsPhaseUncoverdissatisfaction-Becausewithoutdissatisfactionthereisnoreasonfortheaccounttobuy.Developdissatisfaction-Thedissatisfactionyouuncoverwillincreasetoalevelofseveritythatcausestheaccounttomakeadecisiontoact.Selectivechanneldissatisfaction-ThepeopleintheaccountselectivelyfeeldissatisfactioninthoseareaswhereyourproductsandservicesprovidethemwiththebestsolutionsUncoverDissatisfactionHowtouncoverdissatisfaction?AskQuestionstocustomer.Pre-stepofaskingquestion:Whatproblemyourproductcansolvecustomer’sproblem.Notonlytechnicalfeatureofyourproduct,thinkaboutbusinesspartofyourproductcanhelpthecustomer.SetyourcallobjectivesBuilduprelationshipwithspecificfocuspeopleCollectthespecificinformationwhichcanhelpyoumovingforward.ObjectiveshouldbespecificandmovingforwardPlanYourQuestionsTwotypesofQuestionsSituationQuestionQuestionsthatcollecteffectsabouttheaccountandindividualwithinit.TypicalQuestion:Doyouownthesystemorleaseit?ProblemQuestionQuestionsthatprobeforproblems,difficulties,ordissatisfaction.TypicalQuestion:Whatpartofoperationgiveyouthemostdifficulty.FromPsychologypoint,thecustomergetmoremotivatedwhenyouaskproblemquestions.Planningmoreproblemquestionsismoreeffectivewaytofulfillyourcallobjectives.AskingSituationQuestionDoyourhomeworkAnnualReport,MediatogetbasicinformationUsethefocusofreceptivityAsksituationquestionofpeopleatfocusofreceptivity,thusnotwastetimeinaskingbasicfact-findingquestions.SpreadthequestionsDonottrytoaskallyoursituationalquestiononetimeEarntherighttoasksituationquestionThemotivationofcustomeransweringyoursituationquestionisyoucanhelpcustomertosolvetheproblem.Somakeitclearyourquestionsaremotivatedbyaninterestinthebuyer’sproblemsandoutofadesiretohelpsolvethemAskingProblemQuestionsSmallsalesituation––thesalecanbefinishedwithinasinglecall.StrategicObjective:TouncovertheproblemwithproblemquestioningskillsLargesalessituation–thesalearemorecomplicated.StrategicObjective:Todeveloptheproblemsafteryouuncoverthem.HowProblemAreDevelopedAfteryouuncoverdissatisfactionwithsituationquestionandproblemquestion,beforeyoushowwhereyouproductcansolveoralleviatetheproblem,youneedtodeveloptheproblem.Thetoolisimplicationquestion:

Implicationquestion:Questionsthatexploretheconsequencesorimplicationsofcustomer’sproblemE.g.DoesthisproblemleadstoincreasedcostsAsaresultoftheproblem,dowegetmoredowntime.SellingtotheFocusofDissatisfactionUncovertheproblemanddeveloptheproblemtothepointswherethecustomerwanttotakeaction

ImplicationquestionisstrongtoolGainaccesstothedecisionmaker.DirectIndirectSellingIndirecttotheDecisionMaker(I)

PrepareYourSponsorIfyoucannotgetdirectsellingopportunitytothedecisionmaker,youshoulduseyoursponsoratfocusofdissatisfactiontoselltothedecisionmakeronyourbehalf.PrepareyoursponsorWhatwillgowrongforyoursponsorfacingdecisionmakerPeoplewillnotrememberallthey’vebeentold.PeoplewillnevergivesomebodyelsemessageasconvincinglyastheywouldgivetheirownRehearsal&TheirOwnLanguageSellingIndirecttotheDecisionMaker(II))Need-PayoffQuestionEffectivewaytorehearsalofyoursponsor

whileyoursponsorfacingdecisionmakeronyourbehalf.Need-PayoffQuestion!!Questionsthatexplorethevalueorusefulnessofsolvingaproblem

Eg. Whyisitsoimportanttoyou….?

Woulditbeusefulif……?SPINQuestioningStrategySituationQuestionProblem

QuestionImplication

QuestionNeedPayOff

QuestionAchievefactfindingobjectivesHowlowsellingimpactUsefulatfocusofreceptivityAchieveuncoveringdissatisfactionobjectivesHavemoderatesellingimpactUsefulatfocusofdissatisfactionAchieveObjectivesofdevelopingandchannelsatisfactionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpowerAchieveobjectivesofrehearsingandselectivelychannelingcustomerattentionHavehighsellingimpactUsefulatfocusofdissatisfactionandfocusofpowerRolePlay:PrepareYourSponsorInFrontofDecisionMakerAssumeyougettofocusofdissatisfaction,theFinanceAdmin.Manager,therewillhaveabriefingmeetingtoCEOtomorrowafternooninordertodecidedtwoinvitedcompaniesofthecomingclosedbid.Yourcompanyareoneofleading3finances/wcompaniesinthemarket.Yousetappointmentwithyoursponsorthisevening.Nowyouarethinkinghowtoprepareyoursponsor,plantheeveningappointment.Assumeeveningappointmentiscoming:Doaroleplay,oneissalesrep.ofthefinances/wcompany,oneistheFinanceAdmin.Manager.TheObjectiveoftheroleplayistoensureyoursponsoriscomfortabletopresentyouinfrontofCEOandaddyouinthebidderlist.15minuts影響客戶的選選擇

方案案評估階段的的策略方案評估階段段AgendaRecognizingtheEvaluationofOptionsPhaseObjectivesfortheEvaluationofOptionPhaseHowPeopleMakeChoicesIdentifyDifferentiationEstablishRelationImportanceofDifferentiatorsJudgingAlternativeUsingDifferentiatorsHowDecisionCriteriaInfluenceSalesSuccessSomePointsAboutDecisionCriteriaInfluencingDecisionCriteriaDevelopingcriteriafromneedsuncoveredearlierinthesaleReinforcingCrucialDecisionCriteriaYouCanMeetBuildingupIncidentalCriteriaWhereYouAreStrongReducingtheImportanceofCrucialDecisionCriteriaOvertakingRedefiningTrading-offCreatingAlternativeSolutionsThePs