銷售密笈-解決方案(存儲版)
【正文】 Pain2. Reasons3. VisionSponsor Letter1. Pain2. Reasons3. Vision4. Agree to Explore5. Bargain for access to power6. Proof proposalPwr Sponsor Ltr1. Pain2. Reasons3. Vision4. Sequence of Events, ., NonEngineering Executive Visits Value Justification Contracts/MLA Pilot/Benchmark References NEGOTIATIONCallScriptsReach Power Sponsor?Pg. 110Pg. 134CallLogReport Pg. 108CallDebriefReport Pgs978Pg. 134Pgs1367PQWReportPg.99揇 揅 DeploymentPlan Pg.141揝揂揃揟SignedContract?9 Box Vision Processing ?態(tài) owling Pin? Differentiators DeploymentProgressReviews?Quid Pro Quo ?Avoid 慡 prayPray?SDRC SELLING PROCESSLess than $100k License Potential over 2 Years80% VAR 20% Direct?慏 raft?Stamp ?Customer Edits Plan ?Sacred 4 Hrs/wk ?Farming Algorithm Internal DeliverablesExternal Deliverables精明的買方?“永不吊死在一棵樹上 ”?讓負責人 “貨比三家 ”?不讓你知道你會嬴?不讓你知道你會輸?談判時把最想要的東西放在最后?至少一次表示談判可能無法進行了?想知道你的底牌用戶如何購買東西A B C用戶需求“Column Fodder” 陪 襯用戶觀念的重塑（洗腦）?了解用戶現(xiàn)有的解決問題的觀點?在現(xiàn)有的觀點中加進你的影響?證實用戶目前自己沒有解決問題的能力?帶傾向性地判斷并權衡用戶現(xiàn)有的解決問題的方式?發(fā)現(xiàn)、證實用戶的 Pain?探索現(xiàn)有 Pain對其他方面的影響?再驗證用戶的觀點并了解其購買力的情況?陳述用戶將得到的效益?審查購買過程Vision Reengineering?Participate in the existing vision?Add your bias to the existing vision?Confirm they don’t currently have capabilities?Diagnose reasons with bias?Confirm diagnosis and pain?Explore impact on others?Reconfirm vision?State benefitopencontrolconfirm診斷原因 探索影響面 設想解決問題方案形成用戶解決問題的觀點How do you do ittoday? 3Today… ？ 4So, the way you do it today is…? 5Besides yourself, who else is impacted by this pain, and how are they impacted? 6Is this pain also causing…? If so, wouldn’t (title)be concerned? 7 From what I just heard (repeat the who and how),this isn’t just your problem? 8How do you see yourself using…? 1From what I just 9heard,if you had the ability to…(repeat capabilities),could YOU solve (repeat pain)PainWhat is the impact on your business of doing it the way you are doing it?Are you also lookingfor a way…?Would it also help if you had a way…? 2 頸架與海綿?買方經(jīng)常會提出許多要求?銷售員特別容易輕易許諾?應該送個架子支撐著銷售員的脖子 使其不能輕易點頭?買方經(jīng)常會不斷以各種借口壓價?銷售員以為給出低價用戶就會接受?假設用戶是洗澡的人，銷售員則好比 他手中的海綿，他的目的是要把海綿中的水擠干為止聽誠實能勝任出口不不不是是是賣方的情感障礙關于談判?知識就是力量?仿真可能出現(xiàn)的情況?開始以前要清楚自己的底線?未得到對方讓步?jīng)Q不輕易付出，即使讓步也 要至少頂住對方三次壓力?作出讓步時表示非常為難，必須小步后退?要有耐心，作好今天空手而歸的準備?銷售員首先應控制自己的情緒，不能沖動?設法使用戶相信已得到了最好的性能價格比?采取互惠互利的方法銷售概念上的誤區(qū)?需求： 為解決某一問題而對某產(chǎn)品產(chǎn)生的需求。?衡量銷售員： 不僅限
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