【正文】 met without working overtime6.” 1. Key Player (Job Title Industry) 2. Goal or Issue 3. Contributing Reason 4. Corresponding Capability 5. Capability Statement 6. Quantified Results Establishing Credibility The Success Story Success Story Components: Goal Identification “ What are you hoping to acplish?” Menu of Goals/Success Story Solution Development Current Situation/Capabilities with Measurement Goal Expansion Menu of Goals/Success Story Preliminary Qualification “ Is now the right time to evaluate?” Close The Call “ How would you like me to follow up?” * They want to talk to you. It could be based on an inbound call, a request from an existing customer, a referral from a distributor, etc.. Conversational Road Map 1 Inbound* Contact “我們目前 與 裝瓶廠的廠長 1一起工作，他想 增加 生產(chǎn)量。 技巧 ? 潛在主顧和業(yè)務(wù)發(fā)展 ? 組合 –個人的 – 采購人超時行為 – 采購人起點 ? 解決方案開發(fā) , 繼續(xù) ? 關(guān)鍵人物 資質(zhì)認定 ? 機會 認定 控制 ? 建立商業(yè)價值 ? 談判 ? CCS流程管理 61 Emotional decisions are justified by value and logic CCS Core Concept 6 Rqmts Vendor A Vendor B Vendor C “ How are you any different from Vendor A?” 情緒化的決定通過價值觀和邏輯證明 CCS核心概念 6 62 要求 供應(yīng)商 A 供應(yīng)商 B 供應(yīng)商 C “你與供應(yīng)商 A有不同之處嗎 ?” 63 If You’ re Vendor A If You’ re Vendor B …. Buying Stages ? Skeptical ? Lengthy diagnosis ? Open discussion ? Unclear timeframes ? Access to power ? See new usages ? Excitement ? Time is extended ? Key Players are involved ? Nonproduct objections ? Go / No Go decision ? Last look ? May avoid talking with you ? Access to power the proposal is delivered ? Col. A was here ? Believers ? Have all the answers ? Limit discussion ? They push you ? “ Rubber stamp” ? Check list ? Reservations ? In a rush ? Delegated Representatives ? Minor product objections but it will do the job ? Encouragement ? “ Best and final price” ? Will return phone calls ? No access to power Stage I Need Development Stage II Proof Stage III Consequences Buyer Behavior People buy from people they… Success Story Components: 1. _________________________ 2. _________________________ 3. _________________________ 4. _________________________ 如果你是供應(yīng)商 A 如果你是供應(yīng)商 B …. 采購 階段 ? 懷疑的 ? 拖沓的診斷 ? 公開討論 ? 時間表不清 ? 訪問權(quán)勢 ? 看到新用途 ? 興奮 ? 時間延長 ? 關(guān)鍵人物介入 ? 非 產(chǎn)品目標 ? Go / No Go 決定 ? 最后一瞥 ? 會避免與你交談 ? 訪問給出提案的權(quán)勢人物 ? “ Column A” 在這兒 ? 相信者 ? 有所有的答案 ? 限制討論 ? 他們逼迫你 ? “橡皮圖章” ? 檢查單 ? 保留 ? 匆忙 ? 被授權(quán)的代表 ? 監(jiān)督產(chǎn)品目標但它會做此工作 ? 鼓勵 ? “最好的和最終的價格” ? 會回訪問 ? 不訪問權(quán)勢人物 階段 I 需求開發(fā) 階段 II 證據(jù) 階段 III 后果 采購者行為 64 人們從 … 的人那里購買 成功 經(jīng)歷 組成部分 : 1. _________________________ 2. _________________________ 3. _________________________ 4. _________________________ 65 Do they believe you’ re sincere? Do they believe you’ re sincere AND petent? The Buying Influence is willing to have a conversation. The Buying Influence is willing to reveal their business goals, problems, needs. “ Yes” “ Yes” Trust = Sincerity + Competence 1. Key Player (Industry/Title) From Targeted Conversation List 2. Goal From the Menu of Goals 3. Contributing Reason Prior to implementing your offering, cite a reason they could not acplish their goal. This reason should e from the left side of the Key Player’ s SDP? 4. Corresponding Capability Choose the capability from the right side of the SDP? that addresses the corresponding reason cited 5. Capability Statement State that you or your pany provided the capability 6. Quantified Results Share quantified results that were achieved and be sure they link to the goal being discussed Establishing Credibility Success Story Components 他們相信你是誠心的嗎 ? 他們相信 你是誠心和有能力的嗎 ? 采購權(quán)力人物愿意 進行一次對話。 當生產(chǎn)中發(fā)生一個變化時（諸如包裝尺寸和貼標簽） , 如果 … 是否有幫助 你的控制工程師 能從中央計算機制作一個備份、作出一個修改和應(yīng)用新的參數(shù)到所有盤中，而無須分開連接到每個盤？ 當安排備件的存放時，如果 … 是否有幫助 資產(chǎn)管理專業(yè)人士可以在已安裝設(shè)備基地和平均故障間隔時間的數(shù)據(jù)分析的基礎(chǔ)上進行辨認、記錄、并推薦零件的使用要求，你可以在需要的時候獲得適當?shù)膫浼? 55 你采取什么樣的步驟減少停工時間 ? 目前的情況和問題 能力 問題 1. 你采取什么行動來排除系統(tǒng)故障？排除故障或更換和設(shè)置復(fù)雜的輸入 /輸出裝置，如一個損壞的設(shè)備要花費多少時間？有多少次你的員工連接到一個系統(tǒng)后發(fā)現(xiàn)他們沒有項目資料？這會消耗另外的資源嗎？停工一小時造成的生產(chǎn)成本消耗是多少？排除系統(tǒng)故障產(chǎn)生的加班成本是多少？ 量度 % $ E 2. 當一個生產(chǎn)過程發(fā)生變化時你如何修改或保存參數(shù)？生產(chǎn)過程發(fā)生變化的次數(shù)多嗎？比如包裝尺寸、標簽等？ 正確對設(shè)備進行設(shè)置并恢復(fù)生產(chǎn)的平均時間是多長？不正確地設(shè)置或沒有正確的設(shè)置信息會損失多長時間？停工一小時造成的生產(chǎn)成本消耗是多少？ 度量 % $ E 3. 你曾經(jīng)因為缺少備件而停工嗎？配件的缺乏使你損失了多少工時？你如何知道你是否有對現(xiàn)有備件的正確評價？獲得備件所需要的時間多長？你認為在你的庫存中有廢棄的材料嗎？與廢棄材料相關(guān)的成本是多少？ 度量 % $ E 概括 : “因此你的目前的 情況 是 … ” 確認 解決方案 : “假使你具備 (能力 )… 你能夠 (達到目標 )?” 你在尋求什么樣的特殊能力 ? 1. 事件： 問題 : 人物： 動作： 當你的生產(chǎn) 系統(tǒng)出現(xiàn)問題， 如果 … 是否有幫助 你的維修 工程師 能通過訪問中央數(shù)據(jù)表和采取糾正措施而無須補救多個程序和多套資料拷貝便能發(fā)現(xiàn)問題，這樣系統(tǒng)仍完全正常工作嗎。 5. SDP右側(cè) 4. 詢問采購權(quán)力人物，他們能采取什么行動以達到他們的目標。What steps do you take to reduce downtime? Current Situation Questions Capability Questions 1. What actions do you take to troubleshoot systems? How much time is spent troubleshooting or replacing configuring plex I/O devices, like a damaged drive? How often do your people connect to a system and find out that they don’ t have program documentation? Does this cause additional resources to get involved? How much does an hour of downtime in lost production cost? Do you incur overtime costs for extra hours needed to troubleshoot systems? Measure % $ E 2. When changes are made to a production run, how do you modify store parameters? How often are changes made to production runs, such as packaging size, labelers, etc.? What is the average amount of time it takes to configure the devices correctly and get back on line? How much time is lost due to incorrectly configuring t