【正文】 n run, would it be helpful if your control engineer could make a copy of the existing system from a central puter, make modifications and apply new parameters to all drives without connecting to each drive separately? Feature: Situation: Event: Question: Player: Action: When the potential buyer says “ yes” , the Usage Scenario bees a Capability that is part of their Solution Converting Features Into Usage Scenarios Feature: Situation: Event: Question: Player: Action: (What How) EQPA Exercise Can they close their eyes and SEE it happening? Creating Potential Capabilities Helping the Buying Influence visualize how features are USED 創(chuàng)建潛在能力 舉例 DeviceNet 轉(zhuǎn)變時(shí)間延長(zhǎng)了 生產(chǎn)運(yùn)營(yíng)中出現(xiàn)的一個(gè)變化 , 如果 … 有幫助嗎 你的控制工程師 可以從中央計(jì)算機(jī)上現(xiàn)有的系統(tǒng)制作一個(gè)拷貝，做一番修改并將新的參數(shù)應(yīng)用到所有硬盤上而無(wú)需分別連接每個(gè)硬盤嗎？ 特色 : 情形 : E事件 : Q問(wèn)題 : P人物 : A動(dòng)作 : 當(dāng)潛在的買主說(shuō)“是”時(shí)， 使用劇情 變成 能力 ，它是他們 解決方案 的一部分 EQPA 練習(xí) 他們閉上眼睛后能 看 到它發(fā)生嗎 ? 將產(chǎn)品特色轉(zhuǎn)變成 使用劇情 特色： 狀態(tài)： E事件： Q問(wèn)題： P人物： A行動(dòng)： （什么？如何？） 創(chuàng)建潛在能力 幫助買主想象特色是怎樣被 使用 的 CCS Skill Alignment MODULE 1 ? 靜夜四無(wú)鄰，荒居舊業(yè)貧。 通過(guò)提高員工技能來(lái)全面提升運(yùn)營(yíng)效率 , 整合計(jì)劃數(shù)據(jù) 將使他們以 更高效率 運(yùn)行 并達(dá)到市場(chǎng)需求 。 目前的 運(yùn)營(yíng)能力是 100%。這樣，他們必須提高 Voridian大量業(yè)務(wù)的效率。 Voridian 分部是集裝箱塑料工業(yè)的領(lǐng)頭羊?！? “當(dāng)一筆生意最終關(guān)閉時(shí)，它像是由希望和幸運(yùn)捆在一起的一系列隨機(jī)事件?！? *Geoffrey Moore, Inside the Tornado ? 34% Early Majority (Pragmatists) ? 34% Late Majority (Conservatives) ? 1218% Laggards (Skeptics) Early Market Mainstream Market Adaptability To Change ? 35% Innovators (Technology Enthusiasts) ? 1215% Early Adopters (Visionaries) “ The Chasm” “ I dread creating (and defending) forecasts.” “ Most of my sales reps don’ t know when to or cannot walk away from bad opportunities.” “ A prospect asks a question and my salespeople grab a technical resource and run out on a sales call.” “ It is painful to plete sales cycles and have prospects decide to do nothing.” “ When a deal finally closes, it resembles a series of random events tied together by hope and luck.” Management Issues *Geoffrey Moore, Tornado內(nèi)部 ? 34% 早期大部分 (實(shí)用主義者 ) ? 34% 后期大部分 (保守主義者 ) ? 1218% 落后者 (懷疑論者 ) 早期市場(chǎng) 主流市場(chǎng) 對(duì)改變的適應(yīng)能力 ? 35% 的革新者 (技術(shù)熱心人 ) ? 1215% 早期采納者 (空想家 ) “斷層” 17 “我懼怕制訂（并為之辯護(hù)）預(yù)測(cè)報(bào)告。 is helping your customer visualize how to use your offering to: ? Achieve a goal ? Solve a problem ? Satisfy a need Selling Issues “ My manager tells me what to do, he/she never tells me how to actually do it.” “ We have too many resources in the account. Each person has their own agenda and we keep stepping on each others’ toes.” “ I couldn’ t get around my ‘ coach’ to get to the real Buying Influence.” “ I gave them our standard presentation…but they just didn’ t get it.” 什么是 CustomerCentric Selling?? CustomerCentric Selling? 是幫助你的客戶 想象如何 利用 你提供的產(chǎn)品來(lái) : ? 達(dá)到目標(biāo) ? 解決一個(gè)問(wèn)題 ? 滿足一種需求 15 銷售問(wèn)題 “我的經(jīng)理告訴我去做什么，他 /她從不告訴我實(shí)際怎么做。 tools specific to job title and markets, to help sales people to have intelligent conversations with customers about the use of their products and services to achieve their goals, solve a problem or satisfy a need ? A buyer qualification model that targets early access to Key Players, control of mittee decisions, control of the proposal process, and control of the sell cycle without over controlling the buyer(s) ? A framework for ensuring that customer expectations for implementation are set and met ? A set of analysis tools for management (and sales people) to determine sales opportunity quality and strength, assign prospecting activity, assess skill levels of salespeople, provide opportunity coaching, and forecast future business at an opportunity level Why CustomerCentric Selling174。上午、下午都有休息。The message driven sales process ? Name: __________________________ Instructor: ______________________ Week: __________________________ RolePlay Group : ________________ Case Study Team: _________________ 信息驅(qū)動(dòng)的銷售過(guò)程 ? 姓名 : __________________________ 講師 : ______________________ 周 : __________________________ 角色表演小組 : ________________ 案例研究小組 : _________________ CustomerCentric Selling174。每天午飯時(shí)間是從 12:00 到下午 1:00 。 關(guān)注－不關(guān)注 啟動(dòng)采購(gòu)周期 議程 : 第 1天 關(guān)鍵人物定義 關(guān)鍵人物機(jī)會(huì)圖 研究室 : 案例研究機(jī)會(huì)圖 核心概念 5: 開處方前要花時(shí)間診斷 提問(wèn)禮節(jié) 方案開發(fā)步驟 方案開發(fā)激勵(lì)者 ?: 工廠經(jīng)理 第 56頁(yè) 角色表演 1: 基本解決方案開發(fā)（大約 50分鐘） 6:00 結(jié)束 并開始布置作業(yè) 12:00 PM Review of Day 1 Pages 59 82 MODULE 2: CCS Skill Solution Development, continued Revisit Competency Components RA Process Map, continued CORE CONCEPT 6: Emotional decisions are justified by value and logic Requirements Vs. Vendor A, B, C… Success Story Components Conversational Road Map 1: Inbound Contact Goal Identification Menu of Goals/Success Story Solution Development (by Proxy) Current Situation/Capabilities w/Value Measurement Goal Expansion CORE CONCEPT 7: Make yourself equal THEN make yourself different…Otherwise you are just different SelfGenerated Vs. Competitive Vision Exercise: Plausible Emergency Creation ROLEPLAY 2: Enhanced Solution Development Pages 83 106 MODULE 3: CCS Skill Key Player Qualification RA Process Map, continued Sales Call Debrief Questions Letter to Potential Champion (5 Qualification Components) Engaging with Other Key Players Kay Player Qualification Map CORE CONCEPT 8: Bad news EARLY is GOOD news Follow Up to Champion Letter Qualification Decision Points Agenda: Day 2 CORE CONCEPT 9: Don’ t give without getting (Quid Pro Quo) Proof Points Competitive Tactics and Strategies ROLEPLAY 3: Qualify Champion Conversational Road Map 2: Referral Originated Ca