【正文】 策略目標(biāo)： 1. 發(fā)現(xiàn)不滿 Recognition of Needs De cisionI:Rec ognitio n O fNeeds VChange OverTim eIVIm ple men ta tio nIIIRes olutio n O fConcern sIIEva luat io n O fOptio n sBuyer CycleCustom er Decisio n Proce ssThe account recognizes that a need exists which justifies a purchasing action. Strategic Objectives: 1. Uncover dissatisfaction 2. Develop dissatisfaction 3. Selective channel dissatisfaction Objectives for the Recognition of Needs Phase 1. Uncover dissatisfaction Because without dissatisfaction there is no reason for the account to buy. 2. Develop dissatisfaction The dissatisfaction you uncover will increase to a level of severity that causes the account to make a decision to act. 3. Selective channel dissatisfaction The people in the account selectively feel dissatisfaction in those areas where your products and services provide them with the best solutions Uncover Dissatisfaction How to uncover dissatisfaction? Ask Questions to customer. Prestep of asking question: 1) What problem your product can solve customer’s problem. Not only technical feature of your product, think about business part of your product can help the customer. 2) Set your call objectives 1) Build up relationship with specific focus people 2) Collect the specific information which can help you moving forward. Objective should be specific and moving forward Plan Your Questions Two types of Questions 1) Situation Question ? Questions that collect effects about the account and individual within it. Typical Question: Do you own the system or lease it? 2) Problem Question ? Questions that probe for problems, difficulties, or dissatisfaction. Typical Question: What part of operation give you the most difficulty. From Psychology point, the customer get more motivated when you ask problem questions. Planning more problem questions is more effective way to fulfill your call objectives. Asking Situation Question ? Do your homework + Annual Report, Media to get basic information ? Use the focus of receptivity + Ask situation question of people at focus of receptivity, thus not waste time in asking basic factfinding questions. ? Spread the questions + Do not try to ask all your situational question one time ? Earn the right to ask situation question + The motivation of customer answering your situation question is you can help customer to solve the problem. So make it clear your questions are motivated by an interest in the buyer’s problems and out of a desire to help solve them Asking Problem Questions ? Small sale situation – the sale can be finished within a single call. Strategic Objective: To uncover the problem with problem questioning skills ? Large sales situation – the sale are more plicated. Strategic Objective: To develop the problems after you uncover them. How Problem Are Developed After you uncover dissatisfaction with situation question and problem question, before you show where you product can solve or alleviate the problem, you need to develop the problem. The tool is implication question: Implication question: + Questions that explore the consequences or implications of customer’s problem . Does this problem leads to increased costs As a result of the problem, do we get more down time. Selling to the Focus of Dissatisfaction ? Uncover the problem and develop the problem to the points where the customer want to take action Implication question is strong tool ? Gain access to the decision maker. + Direct + Indirect Selling Indirect to the Decision Maker (I) Prepare Your Sponsor ? If you can not get direct selling opportunity to the decision maker, you should use your sponsor at focus of dissatisfaction to sell to the decision maker on your behalf. ? Prepare your sponsor ? What will go wrong for your sponsor facing decision maker 1. People will not remember all they’ve been told. 2. People will never give somebody else message as convincingly as they would give their own Rehearsal amp。 Monitor Information from HP Sales ? Track local news and media ? Track your customer’s petition ? Keep a diary of events ? Read Customer’s Annual Business Report / Financial Statements ? Go to : Understanding 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 amp。D Director of Mfg. Director of IT Controller SA E SA B B SA E E B B V V V P P I I L C C B B B B R T F F T R ! ! ! ! ! % % ! ! X M M M You % Inner Circle and Political Structure Inner Circle Political Structure Business Value Define the anisation’s business objectives and strategy Responsible for executing the objectives and strategy Philosophy Defined anisation’s culture based on their philosophy and values Understand and assimilate into the anisation’s culture View policy and procedures as a guideline Recognised as consistently successful in the past and sought out by others for advice Recent successful performance instils confidence in their ability to handle new, highly visible projects Partners Centre of the anisation’s informal munications work End nodes of the informal munication work collection and providing information to the inner circle Track Record Trust amp。 Marketing Senior VP CFO VP Field Operations Marketing Director Director of Ramp。 Marketing Senior VP CFO VP Field Operations Marketing Director Director o