【正文】 e prospect can understand and that relate to their job title Event: Question: Player: Action: (What How) The EQPA formula Creating Potential Capabilities Helping the buyer visualize how features are USED 銷(xiāo)售人員的話(huà) : “羅克韋爾自動(dòng)化公司的解決方案將提高 你們 工廠(chǎng)的效率 !” 很少有銷(xiāo)售人員能解釋他們的產(chǎn)品該怎樣使用。 2023年 2月 1日星期三 下午 1時(shí) 18分 26秒 13:18: ? 1比不了得就不比，得不到的就不要。 13:18:2613:18:2613:18Wednesday, February 1, 2023 ? 1不知香積寺，數(shù)里入云峰。 13:18:2613:18:2613:182/1/2023 1:18:26 PM ? 1越是沒(méi)有本領(lǐng)的就越加自命不凡。 下午 1時(shí) 18分 26秒 下午 1時(shí) 18分 13:18: MOMODA POWERPOINT Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce id urna blandit, eleifend nulla ac, fringilla purus. Nulla iaculis tempor felis ut cursus. 感 謝 您 的 下 載 觀(guān) 看 專(zhuān)家告訴 。 13:18:2613:18:2613:18Wednesday, February 1, 2023 ? 1知人者智，自知者明。 2023年 2月 1日星期三 下午 1時(shí) 18分 26秒 13:18: ? 1楚塞三湘接，荊門(mén)九派通。 2023年 2月 下午 1時(shí) 18分 :18February 1, 2023 ? 1行動(dòng)出成果，工作出財(cái)富。 詢(xún)問(wèn) 而不是 告訴不致使人感覺(jué)是在“促銷(xiāo)” 誰(shuí)或什么（可以是一套系統(tǒng)）將針對(duì)該事件采取行動(dòng) 描述如何使用特色使?jié)撛谥黝櫮軌蚶斫獠⒙?lián)系到他們的職務(wù) 事件 : 問(wèn)題 : 人物 : 行動(dòng) : EQPA 公式 創(chuàng)建潛在能力 幫助買(mǎi)主想象特色是怎樣被 使用 的 Creating Potential Capabilities Example DeviceNet Prolonged Changeover Time When a change occurs in a production 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(pán)上而無(wú)需分別連接每個(gè)硬盤(pán)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(mǎi)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(mǎi)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。 目前的 運(yùn)營(yíng)能力是 100%。 Voridian 分部是集裝箱塑料工業(yè)的領(lǐng)頭羊?！? *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。 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。The message driven sales process ? Name: __________________________ Instructor: ______________________ Week: __________________________ RolePlay Group : ________________ Case Study Team: _________________ 信息驅(qū)動(dòng)的銷(xiāo)售過(guò)程 ? 姓名 : __________________________ 講師 : ______________________ 周 : __________________________ 角色表演小組 : ________________ 案例研究小組 : _________________ CustomerCentric Selling174。 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(kāi)處方前要花時(shí)間診斷 提問(wèn)禮節(jié) 方案開(kāi)發(fā)步驟 方案開(kāi)發(fā)激勵(lì)者 ?: 工廠(chǎng)經(jīng)理 第 56頁(yè) 角色表演 1: 基本解決方案開(kāi)發(fā)（大約 50分鐘） 6:00 結(jié)束 并開(kāi)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 Qualificat