【文章內容簡介】 ing DirectorDirector ofRDDirector ofMfg.Directorof ITControllerSAE SA BB SA E E B BVVVPPII LCCBBBBR TFFTRLevel of ContactNo Contact!Brief Contact %Multiple Contacts*InDepth“How often do we meet with our client ?” Mapping Contact Coverage ! : No Contact% : Brief Contact * : Multiple Coverage : InDepth *CEOSenior VPSales MarketingSenior VP CFOVP FieldOperationsMarketing DirectorDirector ofRDDirector ofMfg.Directorof ITControllerSAE SA BB SA E E B BVVVPPII LCCBBBBR TFFTR!! ! !!%%! !%Your Position EnemyXNonSupporterNeutralSupporter“Where are we with the client ?” MentorMMapping Our PositionX : Enemy : NonSupporter : Neutral : SupporterM: MentorCEOSenior VPSales MarketingSenior VP CFOVP FieldOperationsMarketing DirectorDirector ofRDDirector ofMfg.Directorof ITControllerSAE SA BB SA E E B BVVVPPII LCCBBBBR TFFTR!! ! !!%%! ! XMMM%Position in Organisation InfluenceInnerCirclePoliticalStructureInfluenceStructurePhysicalStructurePositionInfluenceMapping The Informal StructureCEOSenior VPSales MarketingSenior VP CFOVP FieldOperationsMarketing DirectorDirector ofRDDirector ofMfg.Directorof ITControllerSAE SA BB SA E E B BVVVPPII LCCBBBBR TFFTR!! ! !!%%! ! XMMMYou%Inner Circle and Political StructureInner Circle Political StructureBusiness ValueDefine the anisation’s businessobjectives and strategyResponsible for executing the objectives and strategyPhilosophy Defined anisation’s culture based on their philosophy and valuesUnderstand and assimilate into the anisation’s cultureView policy and procedures as a guidelineRecognised as consistentlysuccessful in the past and sought out by others for advice Recent successful performance instilsconfidence in their abilityto handle new, highly visible projectsPartners Centre of the anisation’sinformal munications workEnd nodes of the informal municationwork collection and providinginformation to the inner circleTrackRecordTrust Influence NetworksCEOSenior VPSales MarketingSenior VP CFOVP FieldOperationsMarketing DirectorDirector ofRDDirector ofMfg.Directorof ITControllerSAE SA BB SA E E B BVVVPPII LCCBBBBR TFFTR!! ! !!%%! !YouXMMM%Exercise III : Mapping The OrganisationTake 20 minutes to analyse your customer.Mapping Your ClientsStep 1 : Define the formal Organisation Structure? For each individual :Step 2 : Identify their needs levelStep 3 : Identify their adaptability to changeStep 4 : Identify their Decision OrientationStep 5 : Identify your level of contactStep 6 : Identify your positionStep 7 : Present your map to your account team 強大的銷售工具 —— 了解你的客戶的業(yè)務準 備? Objectives+ To build an overview awareness of customers business activities+ To know how to track customer information+ To know where to find customer information+ To know how to use frameworks to keep track of customer’s businessUnderstanding Your Customer’s BusinessUnderstanding Your Customer’s BusinessUnderstanding Your Customer’s Business? Business Performance Factors : + Political, Economical, Social, Technical? Customer Business Structure Map :+ Systems, Style, Staff, Strategy, Skills, Staff and Shared Vision+ 7s Model? Summary+ Understand how to track customer’s business information+ Use PEST 7S model+ Know where to get customer informationUnderstanding Your Customer’s Business進入客戶策略 —— 追根溯源投 標 前 階 段Account Entry Strategy: Getting to Where It es? The Purchase Channel? Where is the Decision Maker? Entry Strategy? The Three Focus Points of an Entry Strategy? The Focus of Receptivity? The Danger of Receptivity? Moving From Receptivity to Dissatisfaction? Identifying the Focus of Dissatisfaction? Influencing the Focus of Dissatisfaction? Moving to the Focus of Power? Selling at the Focus of Power? When the Focus of Power Changes? Developing Entry StrategiesThe Purchasing Channel? Routine Account Peration ChannelSales Gate Keeper Influencer Decision Maker? Hardest way to allocate purchase channel for a new innovative products and services in Selling Cycles . Mfg. Barcode Printing Outsourcing Solution? Success sales normally find a focus (sponsor) within account helping him move towards a point from which they should begin developing needs.? 3 focus model for successful people to find sponsors? The focus on receptivity? The focus on dissatisfaction? The focus on power Where is decision maker? Exercise + Who is the decision maker for ERP project bid.? CEO? CFO? CTO or others.What is your passing experience to connect to decision maker?Entry Strategies ? Successful people tended to seek a sponsor+ SponsorAn Individual within the account who helped them, advised them, and if necessary, represented them in place where they could not gain accessNot only individual, But more a particular function or area of an account as sponsor. Focus+ FocusA “ Focus” Within Account – a person, a mittee or a department who would help them move toward a point from which they could begin developing needsThe Three Focus Points of An Entry Strategy (I)? Sales People normally could find sponsors from 3 focus points:+ The focus of receptivity: the point in an account where there were receptive people who were prepared to listen sympathetically+ The focus of dissatisfaction: the point in an account where there were people unhappy with the present system or supplier.+ The focus o