【正文】 …. 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。 5 在前6個月，停工時間減少了 10%且無須加班而完成了生產(chǎn)計劃 6” 1. 關(guān)鍵人物 (工作職務(wù) 行業(yè) ) 2. 目標或問題 3. 提出理由 4. 相應(yīng)的能力 5. 能力論述 6. 量化的結(jié)果 建立 信譽 成功經(jīng)歷 成功 經(jīng)歷 組成部分 : 68 目標識別 “什么是你希望完成的 ?” 目標菜單 /成功經(jīng)歷 解決方案開發(fā) 目前的 情況 /能力加測量手段 目標擴展 目標菜單 /成功 經(jīng)歷 初步 認定 “現(xiàn)在是作出評估的正確時間嗎 ?” 結(jié)束訪問 “你愿意我怎樣跟蹤 ?” ?他們 想要和 你 講話。 with the capabilities we have discussed, how much improvement do you think you could achieve?” Clarify/intensify personal/political value of achieving goal CURRENT SITUATION QUESTIONS CAPABILITY QUESTIONS Solution Development Prompter? Preliminary qualification: End call: “ Based upon our discussion, I believe Rockwell Automation can help you achieve your goals. Is now the right time for you to mit the effort and resources necessary to further evaluate Rockwell Automation?” “ Thank you for your time. I’ d like to confirm my understanding of your situation and suggest some steps for your further evaluation of Rockwell Automation. Do you prefer a letter, fax or ? (Buying Influence responds) I’ ll forward it to you in a day or so.” If “ yes” to any of the above, additional Solution Development is in order “ Are there any additional objectives you’ re hoping to acplish?” Following Solution Development Goal expansion: “ For example, other goals our clients have when implementing new automation capabilities include: 1. increasing throughput 2. meeting regulatory pliance standards 3. and, reducing manufacturing costs Are any of these additional objectives worth discussing now?” Menu of Goals: 概括 確認 解決方案 試圖 以你的問題引出情緒 ?！? 如果上述有答案是”是” , 另外的解決方案開發(fā)則應(yīng)就序 “還有另外的目標你希望完成的嗎 ?” 跟蹤 解決方案開發(fā) 目標擴展 : “例如 , 我們其他客戶執(zhí)行新自動化能力的目標包括 : 1. 增加生產(chǎn)量 2. 達到條例規(guī)范標準 3. 并且 , 降低生產(chǎn)成本 現(xiàn)在還有其他另外的目標值得討論嗎 ?” 目標菜單 : 73 Make yourself equal THEN make yourself different…Otherwise you are just different CCS Core Concept 7 Rqmts Vendor A Vendor B Vendor C “ How are you any different from Vendor A?” 首先使自己相同 然后使自己不同 … 否則你僅僅是 不同的 CCS核心概念 7 74 要求 供應(yīng)商 A 供應(yīng)商 B 供應(yīng)商 C “你跟供應(yīng)商 A有怎樣的不同 ?” 75 When Your Prospect Is Already Looking As potential “ Column B” , what are your chances of success? SELFGENERATED 1. Easier for seller to clarify goal solution 2. Buying Influence is open to discussing USAGE of capabilities and/or more willing to discuss new capabilities 3. Capabilities are positioned “ gently” (“ …would it help if… ” ) 4. Buying Influence is willing to discuss how they do it today 5. Buying Influence is willing to identify Key Players 6. Buyer may be a Decision Maker COMPETITIVE 1. Solution is fixed. More interest in proposal/pricing 2. Buying Influence does not want to discuss USAGE of capabilities or accept new capabilities 3. Capabilities are positioned “ aggressively” (“ …is one of your requirements… ” ) 4. Buying Influence is only willing to participate in a brief diagnosis 5. Buying Influence does not want to identify Key Players 6. Buying Influence is most often not a Decision Maker Reasonable chance of being Col A Low probability of removing Col A Latent Need Capability Plausible Emergency Active