【正文】 et more down time. ? Needpayoff 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 customer’s 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 Situation Question Problem Question Implied Needs Explicit Needs Implication Question NeedPayoff Question Benefits Advantage Feature Normal Sales Call Planning Form Situation: The background information I need before probing for the problem: Problems The difficulties the customer has that I could solve. Implications ―Knock on‖ effects for each problem stated PayOf The Value to the customer of solving these problems. SPIN Questioning Strategy Situation Question Problem Question Implication Question Need Pay Off Question ? Achieve fact finding objectives ? Have low selling impact ? Useful at focus of receptivity ? Achieve uncovering dissatisfaction objectives ? Have moderate selling impact ? Useful at focus of dissatisfaction ?Achieve Objective s of developing and channel satisfaction ? Have high selling impact ? Useful at focus of dissatisfaction and focus of power ? Achieve objectives of rehearsing and selectively channeling customer attention ? Have high selling impact ? Useful at focus of dissatisfaction and focus of power 強大的銷售工具 理解你的客戶 準(zhǔn)備 Account Fundamental ? Ownership ? Location ? Corporation Actions ? Financial Performance ? Future Prospects ? Timing ? Organization ? Top management cadre Understanding Your Customers : Organisation Structure amp。D Director of Mfg. Director of IT Controller SA E SA B B SA E E B B Adaptability to Change Technology Adoption Lifecycle Innovators Visionaries Pragmatists Conservatives Laggards Adaptability to Change Innovators Visionaries Pragmatists Conservatives Laggards Status Quo Reference Sites What They Want What They Buy Your Value Proposition Not to be left behind Evolution Solve Problems Revolution Recognition State of the art Trials Tests Customised Solution Total Solutions Industry standards at low price with no risk Enhancement of existing services Product excellence Innovation Future Competitive Advantage Return on Investment Guarantees Investment protection Mapping Adaptability to Change I : Innovator V : Visionary P : Pragmatist C : Conservative L : Laggard CEO Senior VP Sales amp。D Director of Mfg. Director of IT Controller SA E SA B B SA E E B B V V V P P I I L C C B B B B R T F F T R Level of Contact No Contact ! Brief Contact % Multiple Contacts * InDepth “How often do we meet with our client ?” Mapping Contact Coverage ! : No Contact % : Brief Contact * : Multiple Coverage : InDepth * CEO Senior VP Sales amp。D Director of Mfg. Director of IT Controller SA E SA B B SA E E B B V V V P P I I L C C B B B B R T F F T R ! ! ! ! ! % % ! ! X M M M % Position in Organisation amp。 Influence Networks CEO Senior VP Sales amp。 7S model + Know where to get customer information Understanding Your Customer’s Business 進入客戶策略 ——追根溯源 投標(biāo)前階段 Account Entry Strategy: Getting to Where It es ? 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 Peration Channel Sales Gate Keeper Influencer Decision Maker ? Hardest way to allocate purchase channel for a new innovative products and services in Selling Cycles . 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, represe