【正文】 我想確認(rèn)我對(duì)于你的情況的理解并為你進(jìn)一步評(píng)估羅克韋爾自動(dòng)化提供步驟建議 , 你希望使用信函 , 傳真還是的方式 ? (采購(gòu)權(quán)力人物 反應(yīng) ) 我會(huì)在一兩天內(nèi)發(fā)送。/Rs/RMB, etc.) Value Measurement Value Validation Correlate the value of capabilities to current situation you previously diagnosed “ If you had that capability, how many/how often/how much…could you….? ” Who is looking to you to achieve this goal? Is there a trend? Is the situation escalating? What is the impact on your business of operating the way you currently operate? Confirm Solution (summarize capabilities) “ If you had the capabilities we’ ve just discussed, could you achieve your goal?” Correlate VALUE of solution with buyer’ s Goal “ You are currently experiencing 10% unscheduled downtime。 4 我們?yōu)樗峁┝嗽撃芰Α?Skills ? Prospecting Business Development ? Alignment – Personal – Buyer behavior over time – Buyer starting point ? Solution Development… continued ? Key Player Qualification ? Opportunity Qualification Control ? Establishing Business Value ? Negotiation ? CCS Process Management 羅克韋爾自動(dòng)化銷(xiāo)售程序圖 分享了目標(biāo) (10%) G 倡導(dǎo)者 (20%) C 評(píng)估 (50%) E 口頭 l (90%) 提案 (10%) V/P/W Pipeline 階段 /Funnel 里程碑 積極的 (0%) A 舉行發(fā)現(xiàn)性 會(huì)議 : 發(fā)現(xiàn) 業(yè)務(wù) 目標(biāo) 解決方案開(kāi)發(fā) : 診斷 目前的 情況 開(kāi)發(fā) 解決方案 $ % 認(rèn)定 采購(gòu)權(quán)力人物 [倡導(dǎo)者 ?] 證據(jù)步驟 ? 關(guān)鍵人物 會(huì)議: 解決方案開(kāi)發(fā) $ % 認(rèn)定機(jī)會(huì) (事件的談判 順序 ) 執(zhí)行 管理SOE步驟 潛在主顧和 業(yè)務(wù)發(fā)展 銷(xiāo)售程序步驟 談判和關(guān)閉 銷(xiāo)售 待命通訊工具 (內(nèi)部 ) 訪問(wèn)介紹 提示 目標(biāo)菜單 / 成功經(jīng)歷 訪問(wèn)記錄 組織為潛在 主顧提示 解決方案開(kāi)發(fā)提示 ? 訪問(wèn)介紹 提示 解決方案開(kāi)發(fā) 激勵(lì)者 ? 機(jī)會(huì)認(rèn)定 模版 按目標(biāo)的利益匯總 客戶(hù) 對(duì)應(yīng) (外部 ) 事件計(jì)劃的順序 執(zhí)行 計(jì)劃 成本 v. 利益 成功 規(guī)律 關(guān)鍵人物 信函 (5個(gè)關(guān)鍵組成部分 ) 會(huì)議 確認(rèn) 倡導(dǎo)者信函 (5個(gè)關(guān)鍵組成部分 ) 銷(xiāo)售訪問(wèn) 小結(jié)問(wèn)題 關(guān)鍵人物 機(jī)會(huì)圖 資質(zhì)決定 提示 確認(rèn)關(guān)鍵人物 會(huì)議的 信函 談判 工作表 合同 CustomerCentric Selling 174。如果他們的回答是肯定的，則你已然創(chuàng)建了一套 “解決方案”。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 the device, or not having the correct configuration information available? How much does an hour of machine downtime cost? Measure % $ E 3. Are you ever down due to a lack of spare parts? What additional time do parts shortages add to your total downtime? How do you know if you have the correct pliment of spare parts available? What is the turnaround on getting spare parts? Do you feel there is obsolete material present in your inventory? What are your costs associated with the obsolescence? Measure % $ E Recap: “ So your current situation is… ” Confirm Solution: “ If you had (capabilities)…could you then (achieve goal)?” What specific capabilities are you looking for? 1. Event: Question: Player: Action: When a problem occurs in your production system, would it help if your maintenance engineers could identify the problem by accessing one central data table and take corrective action without retrieving multiple programs and multiple copies of documentation, so that the system is fully functional? When a change occurs in a production run (such as packaging size or labeling), 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? When planning spare parts stocking, would it help if an Asset Management professional could identify, document and remend parts requirements based upon statistical analysis of your installed base of equipment and Mean Time Between Failure (MTBF) data so that you have the right spare parts when needed? 2. Event Question: Player: Action: Solution Development Prompter? Title: Plant Manager Goal: Reduce unscheduled downtime Offering: Integrated Architecture。 55 你采取什么樣的步驟減少停工時(shí)間 ? 目前的情況和問(wèn)題 能力 問(wèn)題 1. 你采取什么行動(dòng)來(lái)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(gè)損壞的設(shè)備要花費(fèi)多少時(shí)間？有多少次你的員工連接到一個(gè)系統(tǒng)后發(fā)現(xiàn)他們沒(méi)有項(xiàng)目資料？這會(huì)消耗另外的資源嗎？停工一小時(shí)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(dāng)一個(gè)生產(chǎn)過(guò)程發(fā)生變化時(shí)你如何修改或保存參數(shù)？生產(chǎn)過(guò)程發(fā)生變化的次數(shù)多嗎？比如包裝尺寸、標(biāo)簽等？ 正確對(duì)設(shè)備進(jìn)行設(shè)置并恢復(fù)生產(chǎn)的平均時(shí)間是多長(zhǎng)？不正確地設(shè)置或沒(méi)有正確的設(shè)置信息會(huì)損失多長(zhǎng)時(shí)間？停工一小時(shí)造成的生產(chǎn)成本消耗是多少？ 度量 % $ E 3. 你曾經(jīng)因?yàn)槿鄙賯浼９?？配件的缺乏使你損失了多少工時(shí)？你如何知道你是否有對(duì)現(xiàn)有備件的正確評(píng)價(jià)？獲得備件所需要的時(shí)間多長(zhǎng)？你認(rèn)為在你的庫(kù)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(rèn) 解決方案 : “假使你具備 (能力 )… 你能夠 (達(dá)到目標(biāo) )?” 你在尋求什么樣的特殊能力 ? 1. 事件： 問(wèn)題 : 人物： 動(dòng)作： 當(dāng)你的生產(chǎn) 系統(tǒng)出現(xiàn)問(wèn)題， 如果 … 是否有幫助 你的維修 工程師 能通過(guò)訪問(wèn)中央數(shù)據(jù)表和采取糾正措施而無(wú)須補(bǔ)救多個(gè)程序和多套資料拷貝便能發(fā)現(xiàn)問(wèn)題，這樣系統(tǒng)仍完全正常工作嗎。 技巧 ? 潛在主顧和業(yè)務(wù)發(fā)展 ? 組合 –個(gè)人的 – 采購(gòu)人超時(shí)行為 – 采購(gòu)人起點(diǎn) ? 解決方案開(kāi)發(fā) , 繼續(xù) ? 關(guān)鍵人物 資質(zhì)認(rèn)定 ? 機(jī)會(huì) 認(rèn)定 控制 ? 建立商業(yè)價(jià)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(guò)價(jià)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