大客户销售谋略（英文）（可编辑）

大客户销售谋略（英文）（可编辑） 大客户销售谋略(英文) Objective of Workshop Understand Characteristics of Major Account Selling Strategies in Whole Lifecycle thus to Shorten bid-to-win ratio Shorten selling cycles Minimize discounts and negotiated concessions Establish clear unique business value with the customers Reduce selling costs through more effective sales strategies Increase sales per employee - Develop expected relationship with the customers Eg Strategic Partnership etc Agenda Day 1 How the Customer Make Decisions SPIN Question Strategy Account Entry Strategy Understand Your Customer Their Business How to Make Your Customers Need You Day 2 Influence the customers choice Differentiation Vulnerability Overcoming Final Fears Sales Negotiation How to Ensure Continued Success 客户是如何做决策的 How Customer Make Decisions The Research Base The Customer Decision Process Account Strategy in the Recognition of Needs Phase Account Strategy in the Evaluation of Options Phase Account Strategy in the Resolution of Concerns Phase Account Strategy in the Implementation Phase Summary Overview of Major Account Sales Strategy Sales Strategy should be about customers and how to influence them Understanding and Well Prepared are mandatory to form a effective sales strategy Customer Behavior goes through three distinct phases in making a major purchasing decisions Recognition of Needs Evaluation of Options Resolution of up in implementation phases if it is well Concerns A fourth phase follow- handled can generate significant additional sales opportunities Each of four phases required a different set of strategies and skills What is Sales Strategy What is Major Account Sales Strategy A way of thinking and directing your actions to effectively influence customer purchasing decisions Focus on Understanding Customer Behavior Not Procedure or technique Major Accounts 2080 rules New Customers Potential Customers Exercise A Typical ERP Deal Lifecycles What is typical ERP Deal Selling Cycles Customer Decision Process Who is Major Account of ERP SW Traditional Mfg Others Customer Decision Process Research Base A Typical Purchase Decision New Purchase Request Of Procurement Department What A Procurement Manager Say Problem Dissatisfaction can not solve with existing equipment or supplies Spec Objective Must Wants Vendor Selection If decision is big carefully resolve all concern Exercise 1 Procurement Process Read Appendix A Procurement Process Do you know it before and how you know which phase you are in while you bid and your strategies on each phase 10 minutes Account Strategy in the Recognition of Needs Phase The Most Effective Selling Strategy During the Phase To uncover dissatisfaction in the account and to develop that dissatisfaction until it reaches the critical mass When dissatisfaction reaches a sufficient level of intensity or urgency the account makes a decision to change Success sales asks a lot of questions during sales calls than do their less successful colleagues Questioning Skills SPIN Account Strategy in the Evaluation of Options Phase The Most Effective Selling Strategy During the Phase To Centralize On Understanding Influencing and Responding to Customer Decision Criteria Differentiate your solution with your competitors is one of your effective selling strategy Common Faults during the period is failure to recognize that a shift has taken place in customer concerns Not try to uncover customer guideline or criteria for making the decision Account Strategy in the Resolution of Concerns Phase The Most Effective Sales Strategy During the Phase To uncover and help resolve perceived risk Last minutes fears and concerns arises that can block the decision or cause customers to re-open discussions with competitors A successful sales normally works to uncover and resolve issues that are troubling the customer even if these issues are uncomfortable and difficult to discuss Negotiation is key selling tool of the phase Account Strategy in the Implementation Phase Most Effective Strategy of the Phase Follow-up after post implementation leads to continued success Very Few major sales stop when the customer signs the contract How to build up long term relationship with the customers Think About How to Build Up Strategic Relationship with the Customer Customer Decision Phases 强大的销售工具 提问策略 SPIN Questioning Situation Questions Questions that gather data and background facts Eg How many people do you employ Whats your present ERP system Problem Questions Questions that uncover problems difficulties and dissatisfactions Eg Are you happy with existing ERP system Does the existing ERP system has reliability problems Implication Questions Questions that explore the consequences or implications of customers problem Eg Does this problem leads to increased costs As a result of the problem do we get more down time Need-payoff Questions Questions that explore the value or usefulness of solving a problem Eg Why is it so important to you Would it be useful if Implied Needs Explicit Needs Benefit Advantage Features Implied Needs Statement by the customers about problems difficulties or dissatisfactions with the existing situation Eg I always get behind schedule We have been lost a lot of money in this area Explicit Needs Statements of a customers wants or intentions Eg What I need is I want some to Benefits Statements which show how a product a product feature or advantage meet explicit need which has been stated by the customer Eg You have said you need fast turnaround we can give it to you by the end of the month Advantage Statement showing how a product product feature can be used or help the customer Most advantages can be expressed in the form because of feature you can Eg Because of our ERP product finance module you can get Our new model can save additional 8 material cost Features Characteristics of a product or services Eg This unit cost 400 This is a closed loop feedback system SPIN Form Normal Sales Call Planning Form SPIN Questioning Strategy 强大的销售工具 Account Fundamental Understanding Your Customers 理解你的客户 Organisation Structure Dynamics Objectives Key Components of Understanding Customers Organisation Maslows Hierarchy of Needs Character Profile Maslows Hierarchy of Needs Mapping Needs Adaptability to Change - Technology Adoption Lifecycle Adaptability to Change Mapping Adaptability to Change Decision Orientation Mapping Decision Orientation Level of Contact Mapping Contact Coverage Your Position Mapping Our Position Position in Organisation Influence Mapping The Informal Structure Inner Circle and Political Structure Trust Influence Networks Exercise III Mapping The Organisation Take 20 minutes to analyse your customer 强大的销售工具 了解你的客户的业务 Understanding Your Customers Business Objectives To build an overview awareness of customers business activities To know how to track customer information To know where to find customer information To know how to use frameworks to keep track of customers business Understanding Your Customers Business Collect Monitor Information from HP Sales Track local news and media Track your customers competition Keep a diary of events Read Customers Annual Business Report Financial Statements Go to com Understanding Your Customers Business Business Performance Factors Political Economical Social Technical Customer Business Structure Map Systems Style Staff Strategy Skills Staff and Shared Vision 7s Model Understanding Your Customers Business Summary Understand how to track customers business information Use PEST 7S model Know where to get customer information 进 入客户策略 追根溯源 Account Entry Strategy Getting to Where It comes The Purchase Channel Where is the Decision Maker Entry Strategy The Three Focus Points of an Entry Strategy The Focus of Receptivity The Danger of Receptivity Moving From Receptivity to Dissatisfaction Identifying the Focus of Dissatisfaction Influencing the Focus of Dissatisfaction Moving to the Focus of Power Selling at the Focus of Power When the Focus of Power Changes Developing Entry Strategies The Purchasing Channel Routine Account Penetration Channel Sales - Gate Keeper - Influencer - Decision Maker Hardest way to allocate purchase channel for a new innovative products and services in Selling Cycles EG Mfg Barcode Printing Outsourcing Solution Success sales normally find a focus sponsor within account helping him move towards a point from which they should begin developing needs 3 focus model for successful people to find sponsors The focus on receptivity The focus on dissatisfaction The focus on power Where is decision maker Exercise Who is the decision maker for ERP project bid CEO CFO CTO or others What is your passing experience to connect to decision maker Entry Strategies Successful people tended to seek a sponsor Sponsor An Individual within the account who helped them advised them and if necessary represented them in place where they could not gain access Not only individual But more a particular function or a area of an account as sponsor Focus Focus A Focus Within Account – person a committee or a department who would help them move toward a point from which they could begin developing needs The Three Focus Points of An Entry Strategy I Sales People normally could find sponsors from 3 focus points The focus of receptivity the point in an account where there were receptive people who were prepared to listen sympathetically The focus of dissatisfaction the point in an account where there were people unhappy with the present system or supplier The focus of power the elusive point in an account where there were people able to make decision Especially for account no purchasing channel existed Entry Strategy Model The Focus of Receptivity Easiest starting point for your account penetration The reason why they want to listen Objective of sales to focus on receptivity Find out information Gain access to focus of dissatisfaction Danger of Focus of Receptivity Do not misinterpreted the interest as progress Remember your strategic objective is Information Access Danger of distraction Danger of misinterpretation Danger of presentation Moving From Receptivity to Dissatisfaction Objective of Focus on Receptivity Gain access to person or function who probably not satisfied Use SPIN Situational question EG Do you know anybody in your company whos experiencing problems in this areas Less successful sales concentrated on impressing the receptive person Focus of Receptivity Focus of Dissatisfaction and Focus of Power may be same person Identify the Focus of Dissatisfaction Mindset to set your product in problem-solving terms to allocate focus of dissatisfaction SPIN Questioning Skills Influence the focus of dissatisfaction The objective of influence the focus of dissatisfaction Uncover dissatisfaction and develop it to a point where the customer wants to take action Use the dissatisfaction youve developed to gain access to the decision maker either directly or by using your sponsor to sell on your behalf SPIN Call Planning Form Moving to the Focus of Power Identify the focus of Power Direct or indirect interface with focus of Power Selling at the Focus of Power Whats typical characteristics of executive or high level manager Normally busy Objective oriented value driven Confidence Danger of selling at the focus of power Failure to do homework Failure to take control Premature meeting Inappropriate expectations Well Prepared Understanding your customer is KEY Experience Sharing How to make an appointment with VIP Set appointment with decision maker is difficult How to get the face to face opportunities Homework dollarize the reason why the customer should do the business with you Send a four or five sentence letter to the customer detailing the dollarized bebefit of the product and promising a follow-up phone call The objective of the letter is to let the customer take the phone call When you have the customer on the phone suggest a meeting then ask is Tuesday at three OK How about next Friday at three OK great the meeting will take about twenty minutes See you at three thanks This is typical a killer sales question because it leads to that precious appointment over 90 percent of the time Develop Your Account Entry Strategy First Decide who is likely to be most receptive to product or services like yours Approach receptivity and ask for meeting and ease receptivity fears on hard selling Uncover information during the meeting Locate the focus of dissatisfaction setup the meeting prepare a question list which youll ask to uncover potential dissatisfaction Conduct several meeting with your contact at the focus of dissatisfaction Youll need to meet other individuals in order to justify involving people at the focus of power The objective of the phase is to develop satisfaction Develop a sponsor at the focus of dissatisfaction either introduce you or represent you at the focus of power Case Study How to penetrate to a medical account to sell you finance software Assume you are sales rep in a finance sw company a Shanghai Stock Exchange listed company opened a new factory in your territory in 2002 you get information that the factory will have a new project to standardize its finance operation you company are one of 2 top players in the area Develop you account penetration strategies The objective is to gain bid right for the project 如何让你的客户需要你 认识需求阶段策略 Agenda Objectives for the Recognitions of Needs Phase Uncovering Dissatisfaction Setting Your Objectives Planning Your Questions Asking Situation Questions Asking Problem Questions How Problems Are Developed Selling to the Focus of Dissatisfaction Gaining Access to Decision Makers Selling Indirectly to Decision Makers Prepare Your Sponsor Need payoff Questions The SPIN Questioning Strategy 认识 需求 Recognition of Needs Objectives for the Recognition of Needs Phase Uncover dissatisfaction - Because without dissatisfaction there is no reason for the account to buy Develop dissatisfaction - The dissatisfaction you uncover will increase to a level of severity that causes the account to make a decision to act Selective channel dissatisfaction - The people in the account selectively feel dissatisfaction in those areas where your products and services provide them with the best solutions Uncover Dissatisfaction How to uncover dissatisfaction Ask Questions to customer Pre-step of asking question What problem your product can solve customers problem Not only technical feature of your product think about business part of your product can help the customer Set your call objectives Build up relationship with specific focus people Collect the specific information which can help you moving forward Objective should be specific and moving forward Plan Your Questions Two types of Questions Situation Question Questions that collect effects about the account and individual within it Typical Question Do you own the system or lease it Problem Question Questions that probe for problems difficulties or dissatisfaction Typical Question What part of operation give you the most difficulty From Psychology point the customer get more motivated when you ask problem questions Planning more problem questions is more effective way to fulfill your call objectives Asking Situation Question Do your homework Annual Report Media to get basic information Use the focus of receptivity Ask situation question of people at focus of receptivity thus not waste time in asking basic fact-finding questions Spread the questions Do not try to ask all your situational question one time Earn the right to ask situation question The motivation of customer answering your situation question is you can help customer to solve the problem So make it clear your questions are motivated by an interest in the buyers problems and out of a desire to help solve them Asking Problem Questions Small sale situation – the sale can be finished within a single call Strategic Objective To uncover the problem with problem questioning skills Large sales situation – the sale are more complicated Strategic Objective To develop the problems after you uncover them How Problem Are Developed After you uncover dissatisfaction with situation question and problem question before you show where you product can solve or alleviate the problem you need to develop the problem The tool is implication question Implication question Questions that explore the consequences or implications of customers problem Eg Does this problem leads to increased costs As a result of the problem do we get more down time Selling to the Focus of Dissatisfaction Uncover the problem and develop the problem to the points where the customer want to take action Implication question is strong tool Gain access to the decision maker Direct Indirect Selling Indirect to the Decision Maker I Prepare Your Sponsor If you can not get direct selling opportunity to the decision maker you should use your sponsor at focus of dissatisfaction to sell to the decision maker on your behalf Prepare your sponsor What will go wrong for your sponsor facing decision maker People will not remember all theyve been told People will never give somebody else message as convincingly as they would give their own Rehearsal Their Own Language Selling Indirect to the Decision Maker II Need-Payoff Question Effective way to rehearsal of your sponsor while your sponsor facing decision maker on your behalf Need-Payoff Question Questions that explore the value or usefulness of solving a problem Why is it so important to you Eg Would it be useful if SPIN Questioning Strategy Role Play Prepare Your Sponsor In Front of Decision Maker Assume you get to focus of dissatisfaction the Finance Admin Manager there will have a briefing meeting to CEO tomorrow afternoon in order to decided two invited companies of the coming closed bid Your company are one of leading 3 finance sw companies in the market You set appointment with your sponsor this evening Now you are thinking how to prepare your sponsor plan the evening appointment Assume evening appointment is coming Do a role play one is sales rep of the finance sw company one is the Finance Admin Manager The Objective of the role play is to ensure your sponsor is comfortable to present you in front of CEO and add you in the bidder list 15minuts 影响客户的选择 评估阶段的策略 Agenda Recognizing the Evaluation of Options Phase Objectives for the Evaluation of Option Phase How People Make Choices Identify Differentiation Establish Relation Importance of Differentiators Judging Alternative Using Differentiators How Decision Criteria Influence Sales Success Some Points About Decision Criteria Influencing Decision Criteria Developing criteria from needs uncovered earlier in the sale Reinforcing Crucial Decision Criteria You Can Meet Building up Incidental Criteria Where You Are Strong Reducing the Importance of Crucial Decision Criteria Overtaking Redefining Trading-off Creating Alternative Solutions The Psychology of Handling Crucial Decision Criteria Evaluation of Options Recognizing the Evaluation of Options Phase When we can determine the customer goes to Evaluation of Options phase Published specification RFP is broad RFP is very detail Purchasing Committee Vendor Presentation Objectives for the Evaluation of Options Phase Uncover decision criteria Find out which factors or criteria the customer intends to use to make choice between vendors Influence decision criteria Introduce criteria or factors which should be important in making the decision but which the customer may not have considered imize perceived fit with decision criteria Demonstrate to the customer that your product or service adequately fits those criteria which will be used to make the decision How People Make Choices The customer vendor selection process will go through following 3 clear stages Identifying differentiation Establish the relative importance of differentiators Judging alternative using differentiators Identifying Differentiation Identifying Differentiators Differentiator is criteria the customer used to judge between alternatives A effective differentiator consists of 2 elements It allows the customer to differentiate It relates in some way to the customers needs For Digital Camera Differentiator Price Capacity Capability Quality For ERP software What is buyers vendor selection differentiators Establishing Relative Importance of Differentiators How Decision Criteria Influence Sales Success I Decision Criteria for A Typical Successful Sale Customers Decision Criteria How customer Assessed the Successful Product How Decision Criteria Influence Sales Success II Decision Criteria for A Typical Unsuccessful Sale Customers Decision Criteria How customer Assessed the Unsuccessful Product How Decision Criteria Influence Sales Success III Skillful Sales Rep influence decision criteria to bring about a better fit with their products Customer judgment sequence may revisit the previous steps when the customer meet difficulties at any step Identify differentiators Establish relative importance of differentiators Judge alternatives using differentiators Decision Criteria Situation The account may set criteria before needs are fully established Customer may have preexisting criteria By developing needs you influence decision criteria Decision criteria live on after the sales Influence Decision Criteria Develop Criteria from needs uncovered earlier in the sales Reinforce crucial decision criteria you can meet Build up incidental criteria you are strong Reduce the importance of the crucial decision criteria you can not meet Reduce the Importance of Crucial Decision Criteria I It is hard to change a crucial criterion The customer has thought about any issue which is perceived as crucial The people does not easily change opinions which theyve thought about The issue is important to the customer The people is most resistant to change in areas they see as important Four ways to reduce importance of crucial decision criteria Overtaking Redefining Trade-off Creating alternative solutions Reduce Crucial Decision Criteria I Overtake To a crucial criterion eg Price you can not meet is to take a criterion which can be met – preferably one which is already quite important to the customer – and increase its importance so that it overtakes price and replace it as more important criterion Reduce Crucial Decision Criteria II Redefine When the customers tell you that a criterion is important they are letting you know that it matters to them – and it is hard to change So if youre unable to meet the criterion well do not make the mistake of trying to persuade a customer that it is unimportant Attempts to talk people out of crucial decision criteria usually fail and often only make the criterion even stronger Powerful tool - Redefine Reduce Crucial Decision Criteria II Trade Off Creating Alternative Solutions Trading off is a useful method for handling any decision criteria which can be met only if the customer is preparing to make sacrifices in other important areas Eg special for pricing negotiation Creating alternative solutions is final way to handle the criterion you can not meet it need imagination and creativity Reduce Crucial Decision Criteria IV Psychology of Four Methods 差异化以及薄弱环节 更多的关于竞争性战略 Agenda The Concept of Differentiation Whats Unique about Micro-Differentiation Hard and Soft Differentiators Competitive Strategy with Hard Differentiators Speeding Up the Decision Cycle Turning Soft Differentiators into Hard The Expert Judge Blurring Hard Differentiators Using Differentiation in the Competitive Sale Vulnerability Vulnerability Analysis Whats a Competitor Strategies for Countering Vulnerability Strategy 1 Change Decision Criteria Strategy 2 Increase Your Strength Strategy 3 Diminish Your Competition Two Successful Strategies for Talking about Competition Raising Weaknesses Indirectly Exposing Generic Weakness not specific Ones Competitive Differentiation The objective of competitive differentiation To make your product distinct in the customers mind from other available alternatives Marco Differentiation Marketing Term Differentiation Likely to have the most impact on the majority of the buying population of the target market Individual Variations in decision criteria is common for all sales case the skillful sales need to differentiate their products effectively during the evaluation of option phase of sale Hard and Soft Differentiators Hard Differentiator the differentiator can be objectively measured by the customer Like price size weight speed compatibility or delivery Soft Differentiator the differentiator are relied on judgment or those can not be objectively measured Quality responsiveness or standard of services ethics strategic alliance philosophy alignment etc Competitive selling will keen to hard differentiator but soft differentiators are equally or more important criteria than the hard if the seller will need considerable skills and careful strategic planning In large deal soft differentiator is one of important differentiator we need focus on Competitive Strategy with Hard Differentiators The ideal selling position is when your product has clear superiority in terms of hard differentiators As top competitor you need Speed up the decision cycle Turn soft differentiation into hard When some hard differentiator you are not good at you can take it and soften its outline make it difficult for the customer to use as objective standard of judgment Eg Print speed continuous speed or speed for a one off requirement Using Differentiators in the Competitive Sales The most effective way in competitive selling is to harden your soft differentiators the way to harden your soft differentiator are Define the differentiator Have the customers to define differentiator in their own words Refine the differentiator Adding to customer definition to be effective the refining must build on the customer own attempt to define the soft differnetiator Re-position the differentiator For the case the customer judgment is only for hard differentiator you need to consider re-position your soft differentiator make it hard 薄弱环节 Vulnerability is a risk which your competitor to is strong in the area which is important to your customer and you are weak in the area Vulnerability analysis Draw a customer viewed decision criteria and his ranking on you and your strong competitor The obvious V is most vulnerability point Understand Competitior Who is our competitor what is normal way to compete them in the market Are there any alternative solutions to the problem Are there any alternative use of the budget 3 strategies to countering Vulnerability Change decision criteria Increase your strength Diminish your competition Change Decision Criteria Overtaking Build up a lesser criterion so that it becomes more important than the crucial criterion youre trying to reduce Trading Off Balance the criterion against limitation penalties or disadvantages which would come from meeting the crucial criterion Redefining Alter the way in which the customer defines the criterion so that it becomes easier for you to meet it Creating alternative solutions Produce new and creative alternative way to meet crucial criterion Increase Your Strength To increase customers perception on your strength Correct any misunderstanding Negotiate Diminish Your Competitor The most dangerous and most difficult strategy of reducing your vulnerability is to attach the perceived strength of your competitor You have risk of losing your credibility and other risks are Lower your own image Open up areas you can not control Build the competitor importance Be Careful to use the strategies Two Successful Way For Talking About Competition Raise weaknesses indirectly Like when the customer ask your comments on competitor pricing you answer will be our product is more economical to fit the market need The answer psychology is different Expose Generic weakness not specific one When the customer ask discussion on competitors specific potential weak area the better way is to concentrate on the generic reason of the weakness not on specific weakness itself Summary Differentiation Hard differentiator Soft differentiator Competitive selling with differentiator Vulnerability Vulnerability Analysis Strategies for countering vulnerability Two successful strategies for talking about competition 战胜最终的恐惧 解决客户忧虑阶段的策略 Agenda Objectives for the Resolution of Concerns Phase Resolving Concerns in the larger Sales Risk in the Resolution of Concerns Phase Consequences The Risks of Going Ahead What Causes Consequence Issues Recognition The Essential First Step Some Early Warning Signals Detecting Consequences Face-to-Face Signs Which Suggest Consequences Discrepancies The Common Factor How Do You Handle Consequences Some Basic Principles The Three Deadly Sins of Handling Consequences Minimizing Prescribing Pressuring Handling Consequence Issues Successfully Resolution of Concerns Resolving Concerns in the Larger Sale Bigger Decisions More People More Competition Longer Selling Cycle More Implementation Issues Risk of buyer not only for purchase order but also his career or other more important consequence Consequnces The Risks going ahead Exercise Review the large sale you have participated list 35 normal consequences which the buyer or decision maker normal consider before signing the contract and the way you help the customer resolve it 5 minutes What Causes Consequence Issues I What Causes Consequence Issues II How the value equation changes Recognition – The Essential First Step Consequence is difficult to recognize because The consequences are often under the surface When they do surface they are often in the disguised form of a price concern Some Early Warning Signals Large Decisions High Visibility Decisions Better Known Competitors Competitors account Different Technology Detect consequence face to face Signs which suggest consequences Resurface of previously resolved issues Unrealistic price concern Unjustified postponements Unwilling to meet Withhold of Information How to Handle Consequences Do not ignore Consequences Build up relationship first Only the customer can resolve a consequence - you can not The Three Deadly Sins of Handling Consequences Minimizing Making light of a customers concern by denying its importance or by offering baseless reassurance Minimizing does not solve the consequences Minimizing drives the consequences underground Larger consequences remain hidden Prescribing Pushing the sellers own ideas solutions and recommendations for how the consequence should be solved Pressuring Pushing the customer for information or decisions Handling Consequences Issues Successfully Consequences Issues are solved by discussion and confidence building Enhance communication to have the customer resolve its consequences Executive Coverage Executive Visit Due Diligence to prove your capability Executive visit to enhance the commitment Exercise You are selling a finance software to a company while your selling the responsible customer project manager the finance operation manager told you that the customer would like to do further investigation as they are not sure return of investment Further discussion you understand the finance operation manger is near retired he is afraid the consequence of project failure Customer formed a project office as well project sponsor is CEO and there are several project team members from function department like rep from IT department rep from account department CEO has strong desire to implement finance software to improve the management of company finance and reduce the cost You have a successful similar reference in other province and a development team in place Whats your strategies to solve consequence 销售谈判 如何做出让步并达成一致 Sales Negotiation Negotiation Is not Selling Selling is purely persuasion you do not change any terms of standard product Negotiation is you have ability to vary terms in order to get an agreement Like Price Delivery or Contract Terms Do not go to the trap Negotiation Too Soon Key Rule Negotiate Late When not to negotiate Do not negotiate early in the selling cycle Negotiation should never be a substitute for selling Do not try to negotiate you way out of consequence issues or nonspecific concerns Final fears will not go away with your negotiation Negotiation A costly way to resolve consequences Showstoppers Barriers to moving forward which can not be overcome by selling skills alone Eg Exclusive Support of Your Supplier USA embargo listed countries license etc Strategic advice to deal with showstoppers To verify the barrier is genuinely a showstopper Deal with showstoppers relatively speedily Showstoppers are the only things you should negotiate during the Recognition of Need or the Evaluation of Options Phases Right Time for Negotiation No consequence no showstopper Questions asking yourself before negotiation Do I have authority to very terms Do not give the customer signs you can change everything Negotiation An attempt by two or more parties to reach an agreement when the following 3 conditions are present Both parties can very the terms The resource is scarce Agreement and conflict exist simultaneously The Overlapping Circles of Sales Negotiation Short-term versus Long Term Some negotiation is around imize short term advantage over a person youll never see again Like Long Distance Bus Train Station or Airport This is a purely rare case Most of negotiation is around developing a solid basis for future business long term Five Useful Ways in Negotiation Focus on areas of imum leverage Establish and Narrow Range Plan and use questions Separate understanding from agreement Rigorously test for misunderstanding Planned Concession Focus on areas of imum leverage Understand decision criteria will led sales rep to understand which concession areas will offer imum leverage Always asking question that how important will concession be to this customer Besides price quality delivery customer support training will be other areas of imum leverage Think about 5 minutes give a list of decision criteria of customer priority them and plan your concession for your coming negotiation Establish and Narrow Ranges Set a range gradually narrow the range until both parties can agree on a fixed point with the customer Why Psychology Logic way of concession Set your upper and lower limits Refine your upper limits in terms of customer expectations competitive strength The customer may walk away from the negotiation and decide not to negotiate further because your position is unrelistic You may create a credibility gap If you initial point is too high you may become vulnerable to competition Refine your lower limits in the same way in order to arrive at realistic range You may be giving away margins If you lower limits is too low you may create appetite for further concessions If the bottoms too low then youve no way to go Negotiate starting at the top of your realisitic range and making concessions in increasing smaller increments until you reach agreement Start at or near the top of your range Make concessions in small incremental Signal the bottom by making increasing smaller concession Planning and Using Questions Questions reveal needs Question expose problems Question reveal strategic information Question control discussion Questions are an alternative to disagreement Questions give thinking time SPIN Question Skills Plan Your Question In Advance Uncover Information Reveal Underlying Needs Expose Problem Get agreement Others for Negotiation Separate understanding from agreement Rigorously testing for misunderstanding Advice from skilled negotiators Make sure that each key point in an agreement is clearly understood by both sides Any point to delicate to stand up to rigorous discussion during the negotiation will never survive the strain of implementation after it Ambiguities worsen like a cancer an ambiguity during the negotiation grows into a misinterpretation afterward thus in turn grow into the most fatal of all negotiating illnesses –mistrust You can not undo history once mistrust exists there is lasting damage When you are negotiating never let misunderstanding or ambiguities go unchallenged Summary Differentiate between selling and negotiating Do not try to negotiate Consequence issues Focus on areas of imum leverage Establish and narrow your negotiating range Plan and Use Question Separate understanding from agreement Never allow misunderstanding to persist Agenda Why the Difference Between Selling and Negotiation is Important The Key Rule Negotiate Late Negotiation A Costly Way to Resolve Consequences Showstoppers The Right Time for Negotiation Everybody Negotiates Defining Negotiation Studies of Expert Negotiators Short Term versus Long Term Focusing on Areas of imum Leverage Establishing and Narrowing Ranges Set Your Upper and Lower Limit Refine Your Upper Limits Refine Your Lower Limits Negotiate within Your Narrow Ranges Planning and Using Questions Plan Your Questions in Advance Separating Understanding From Agreement Rigorously Testing for Misunderstanding Why Negotiations Go Sour A Final Word on Negotiation Tips Eight Ways to Negotiate with the Customer You Can Not Lose Increase your controllable factors and clearly understand the lower limit you can accept Price is not only factor you can consider more on RD RFP Shipment Payment the more option you have the more possibility you can win When you are attacked do not be angry listen first to have the customer clearly express his opinion you will get more valuable information from the customer conversation To minimize mistaken and assure the customer that you are listening you should stop timely and summarize results both entities achieved Understand yourselves need too much sympathy to customer will weak your problem solving importance and cause concession Have the customer focused on achieving success of negotiation and ensure solution winwin Put most difficult problem at last High start-up point Slow concession always keep high expectation and remember each compromise creates different values Do not be emotional do not confront with the customer and point out the customer emotional response is not acceptable Role Play Final SW Development Contract Negotiation 如何确保持续的成功 ----实施与客户维护策略 Agenda Objective of the Implementation Phase Stages of Implementation Motivation Dip Account Development Why is Account Management so important Five simple strategies for account development Implementation Phase Stages of Implementation Motivation Dip Three Strategies to Overcome Motivation Dip Start before the contract is signed Involve the Customer Put in effort early Why Account Management So Important Why Customers Leave Relationships are a critical part of retention and loyalty 15 of customers have left to find a better product 15 of customers have left to find a less expensive product 20 felt a lack of contact and individual attention 49 say contact from the vendors suppliers personnel was of poor quality Nearly 70 leave because they do not like the human side of doing business with the previous company Forum Corp 1999 Five Simple Strategies for Account Mgmt Strategy 1 Develop do not maintain Strategy 2 Document Good News Strategy 3 Generate Leads and References Strategy 4 Reassess Your Understanding of Customer Needs Strategy 5 Influence Future Decision Criteria Account Management Define Relationship Type Understand your customer and their business Value to customer Value to your company Competitive Analysis Account Planning with account team Executive Coverage Summary of Workshop Summary 狼性vs Good Sales Sense A good sales should have strong sense like wolf you need know where is big fish