【正文】 for which you have a Solution Development Prompter? 4. Shares goal for which there is no Solution Development Prompter? Buying Influence response: 2. “ Solution” admitted (features) 3. Solution Development by proxy 3. Gathering information Inbound* Contact Solution Development By Proxy ? Inbound call wanting “ information” ? Recognized aT a lower level job title (Project Leader, Maintenance Supervisor, etc.) ? No personal goals or objectives other than information gathering ? If they can’ t articulate any anizational goals or objectives, ask for access to someone who can ? Solution Development by proxy (“ What is your manager/your anization hoping to acplish?” ) ? Attempt Solution Development for a higher level job title relying on the opinion of the person you’ re speaking with ? Use information (column) as leverage to gain access if necessary *他們 想要和 你 講話。 挫敗的 ? 尷尬的 ? 壓力的 ?員工會(huì)議上的討論 ? 通過以下方式詢問以建立底線 (他們今天耗費(fèi)多少 ): 多少 …? 多經(jīng)常 …? 多少 (費(fèi)用 )…? 。這種事可能發(fā)生嗎？” “在關(guān)鍵生產(chǎn)線停工之前，你有一位資產(chǎn)管理人員，他在進(jìn)行對(duì)你目前收入水平、當(dāng)前的保修情況、以及需要修理和替換的零件進(jìn)行數(shù)據(jù)分析的基礎(chǔ)上，能確認(rèn)并管理零件需求，你的技工在需要的時(shí)候可以獲得適當(dāng)?shù)牧慵@樣會(huì)不會(huì)有幫助？” “我們的資產(chǎn)管理產(chǎn)品可以提供這些獨(dú)特的能力。 現(xiàn)在是你付出努力、利用必要的資源來進(jìn)一步評(píng)估羅克韋爾自動(dòng)化的時(shí)候了。 ) ? 沒有個(gè)人的目標(biāo)或者目的 ,單純信息的收集 ? 如果他們不能清晰明白地說明組織的目標(biāo)或目的 , 試圖接近能說清的人 ? 通過代理人的解決方案開發(fā) (“什么是你的經(jīng)理 /你的組織 希望 完成 ?” ) ? 嘗試解決方案開發(fā)到更高職位依賴于和你對(duì)話的人的想法 ? 如果必要 ,利用信息 (欄目 ) 作為杠桿得以入門 71 Recap Confirm Solution Attempt to elicit emotion with your questions. Frustrating? Embarrassing? Stressful? Discussed in staff meetings? Establish base lines of how much it is costing them today by asking: How many…? How often…? How much…? 。 2 因?yàn)槌霈F(xiàn)不希望的工廠設(shè)備停工時(shí)間，因此完成生產(chǎn)計(jì)劃是困難的。 ： 問題 : 人物： 動(dòng)作： 解決方案開發(fā) 激勵(lì)者 ? 職務(wù)： 工廠經(jīng)理 目標(biāo)： 減少非計(jì)劃性的停工時(shí)間 提供 : 完整的組織、資產(chǎn)管理 ： ? 問題 : 人物： 動(dòng)作： 3. 確認(rèn) 2. 診斷 (開處方 ) 1. 框架 翻到第 ______ 頁角色表演部分 技術(shù)實(shí)踐 1 基本解決方案開發(fā) Sales Process Steps 解決方案開發(fā)： 診斷目前現(xiàn)狀，開發(fā)解決方案 $ % 銷售步驟 發(fā)現(xiàn)性會(huì)議：確認(rèn)業(yè)務(wù)目標(biāo) 認(rèn)定采購(gòu)權(quán)力人物 [倡導(dǎo)者 ?] 驗(yàn)證步驟 ? 關(guān)鍵人物會(huì)議： 解決方案開發(fā) $ % 機(jī)會(huì)認(rèn)定 (事件順序談判 ) 執(zhí)行和管理 SOE 步驟 潛在主顧和業(yè)務(wù)發(fā)展 談判和結(jié)束 Rockwell Automation Sales Process Map Pipeline Stages/Funnel Milestones Sales Ready Messaging Tools (internal) Call Intro Prompter Menu of Goals/ Success Story Solution Development Prompter? Call Intro Prompter Solution Development Prompter? Opportunity Qualification Template Benefit Summary by Goal Customer Correspondence (external) Sequence of Events Plan Implementation Plan Cost v. Benefit Success Metrics Key Player Letter (5 key ponents) Meeting Confirmation Champion Letter (5 key ponents) Sales Call Debrief Questions Key Player Oppty. Chart Qualification Decision Prompter Letter to Confirm Key Player Meetings Discovery Meeting: Identify Business Goal Solution Development: Diagnose Current Situation Develop Solutions $ % Qualify Buying Influence [Champion?] Proof Step? Key Player Meetings: Solution Development $ % Qualify Opportunity (Negotiate Sequence of Events) Execute Manage SOE Steps Prospecting and Business Development Sales Process Steps Negotiation and Close Negotiating Worksheet Contract Evaluating (50%) E Champion (20%) C Goal shared (10%) G Active (0%) A Verbal (90%) Proposal (10%) V/P/W Phone Scripts Prospecting Prompter Competency Components Product Usage Knowledge Market Knowledge CustomerCentric Selling174。 5. 提出問題將對(duì)產(chǎn)品使用的想象 (你的想法 )轉(zhuǎn)變?yōu)槟芰? (采購(gòu)權(quán)力人物的想法 )。 3. 詢問勾畫你的產(chǎn)品的診斷性問題。 2. 事件： 問題 : 人物： 動(dòng)作： 解決方案開發(fā) 激勵(lì)者 ? 職務(wù)： 工廠經(jīng)理 目標(biāo)： 減少非計(jì)劃性的停工時(shí)間 提供 : 完整的組織、資產(chǎn)管理 3. 事件： ? 問題 : 人物： 動(dòng)作： 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 do