【正文】 Wele to Target Account Selling174。 ： ； :； ： Page 169。2022 Siebel Systems, Inc. All rights reserved. Program Objectives Developing and testing a prehensive plan for your sales opportunity Enabling you to municate more effectively with your team Shifting your sales focus from tactical to strategic Help you win by... Focusing on the right issues with the right people at the right time ： ； :； ： Page 169。2022 Siebel Systems, Inc. All rights reserved. Program Map Opportunity Assessment Strategy Politics Alignment Planning Testing Implementation Program Modules Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process Target Account Selling Process 1 2 3 4 5 6 7 Page 169。2022 Siebel Systems, Inc. All rights reserved. Versatility Level 1 Level 2 Level 3 Focus Orientation Repertoire Finance Relationships Event Product/Service Technology Price Operations Process Business Services Cost Management Oute Political Solution Value Executive Page 169。2022 Siebel Systems, Inc. All rights reserved. Development Status Mode Politics Resources Performance Considered Reactive Aware Premature or Excessive Inconsistent Level 1 Level 2 Level 3 Preferred Responsive Agile Timely amp。 Judicious Consistently Achieves Dominant Proactive Astute High ROI Reliably Exceeds Page 169。2022 Siebel Systems, Inc. All rights reserved. Not in Control Sales Personal Control is providing business value for the customer while forcing the petition to operate in react mode. It is difficult to control external events unless you are in control. ? Unreturned phone calls ? No access to information ? Criteria slanted ? Criteria constantly changes ? Delays ? Budget goes away ? Questioning by customers probing your weaknesses ? Players change ? Meetings cancelled ? Meetings delegated ? Preoccupied with price ? No inside support ?Not knowing you’re winning ? Always 5 minutes late ? Too many hours ? Too much telephone time ? Continual crisis ? Not having fun Page 169。2022 Siebel Systems, Inc. All rights reserved. Purpose ? Provide you with a structured, repeatable methodology for analyzing a sales opportunity Benefits ? Qualify opportunities faster and more effectively by analyzing them from the most critical customer, business and petitive perspectives ? Invest time, energy and resources on the opportunities you are most likely to win ? Communicate the key issues more effectively using a mon language Output ? Comprehensive assessment of your current sales opportunity Opportunity Assessment Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 2Page 169。2022 Siebel Systems, Inc. All rights reserved. Introduction + A B C – 2Current: good win rate Potential ? Z = 1 ? Z = 0 ? A – C Compromised ? X amp。 Y Lost ? Z = 1 X Y Z Page 169。2022 Siebel Systems, Inc. All rights reserved. Four Key Questions The 4 Principles of Selling ? Is there an opportunity? ? Can we pete? ? Can we win? ? Is it worth winning? 2Page 169。2022 Siebel Systems, Inc. All rights reserved. Is There An Opportunity? 21 Customer’s Application or Project ? What are the customer’s requirements? ? What are the customer’s key issues and objectives for the project? ? Who initiated the project? Who’ll be working on the project? ? How does this project fit into the customer’s business strategy? 2 Customer’s Business Profile 3 Customer’s Financial Condition 4 Access to Funds ? What are the customer’s products and services? ? What are their key markets? ? Who are their key customers and petitors? ? What is driving the customer’s business internally and externally? ? What are their revenue and profit trends? ? How do their financials pare to similar panies? ? What is their financial outlook? ? What are the customer’s key performance metrics? ? What is the budget for this project? ? What is the customer’s budgeting process? ? What is the priority of this project pared to others? ? What are the customer’s alternative uses of capital? Page 169。2022 Siebel Systems, Inc. All rights reserved. 5 – Compelling Event ? Why does the customer have to act? ? What is the deadline for the customer to make a decision? ? What are the consequences if this project is delayed? ? What is the payback for the customer if the project is pleted on time? ? What will be the measurable impact on the customer’s business? Business Initiatives Business Drivers Business Profile 2Compelling Event Consequences Payback Problems Opportunities Page 169。2022 Siebel Systems, Inc. All rights reserved. Can We Compete? 6 Formal Decision Criteria 7 Solution Fit 8 Sales Resource Requirements 9 Current Relationship ? What are the customer’s decision criteria? ? What is the formal decision process? ? Which decision criteria are most important? Why? ? Who formulated the decision criteria? 2? How well does our solution solve the customer’s problem? ? What does the customer think? ? What modifications or enhancements will be required? ? What external resources do we need to meet the customer’s requirements? ? How much time will the sales team need to invest on this opportunity? ? What additional internal or external resources will you need to win this opportunity? ?