【正文】 ave moderate selling impact? Useful at focus of dissatisfaction?Achieve Objective s of developing and channel satisfaction? Have high selling impact? Useful at focus of dissatisfaction and focus of power? Achieve objectives of rehearsing and selectively channeling customer attention? Have high selling impact? Useful at focus of dissatisfaction and focus of power強(qiáng)大的銷售工具理解你的客戶準(zhǔn) 備Account Fundamental? Ownership ? Location? Corporation Actions? Financial Performance? Future Prospects? Timing? Organization? Top management cadreUnderstanding Your Customers : Organisation Structure DynamicsObjectives? Purpose+ Provide a framework for better understanding of the client’s anisation and how they make decisions? Output+ Organisation Map People Profiles? Benefits+ Improve your view into the client’s anisation for improved relationship management+ Develop relationships with the right people who can provide insight and directionKey Components of Understanding Customer’s OrganisationMacro?Formal Structure?Political Structure?Inner Circle?Influence NetworksMicro?Coverage?Status?Decision Orientation?Innovation / ChangeMaslow’s Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelfActualisationCharacter ProfileMaslowAdaptabilityDecision OrientationLevels of ContactYour PositionChen YuanCEO%BVEMaslow’s Hierarchy of NeedsPhysiologicalSafetyBelongingEsteemSelfActualisation SA : Self ActualisationE : EsteemB : BelongingS : SafetyP : PhysiologicalMapping NeedsSA : Self ActualisationE : EsteemB : BelongingCEOSenior VPSales MarketingSenior VP CFOVP FieldOperationsMarketing DirectorDirector ofRDDirector ofMfg.Directorof ITControllerSAE SA BB SA E E B BAdaptability to Change Technology Adoption LifecycleInnovatorsVisionariesPragmatists ConservativesLaggardsAdaptability to ChangeInnovatorsVisionariesPragmatistsConservativesLaggards Status QuoReference SitesWhat They Want What They Buy Your Value PropositionNot to be left behindEvolution Solve ProblemsRevolutionRecognitionState of the art TrialsTestsCustomised SolutionTotal SolutionsIndustry standards at low price with no riskEnhancement of existing servicesProduct excellenceInnovationFutureCompetitive AdvantageReturn on InvestmentGuaranteesInvestment protectionMapping Adaptability to ChangeI : InnovatorV : VisionaryP : PragmatistC : ConservativeL : LaggardCEOSenior VPSales MarketingSenior VP CFOVP FieldOperationsMarketing DirectorDirector ofRDDirector ofMfg.Directorof ITControllerSAE SA BB SA E E B BVVVPPII LCCDecision Orientation“On what factors does our client base their decision on ?”Financial$Technical TRelationshipRBusinessBMapping Decision OrientationB : BusinessR : RelationshipF : FinancialT : Technical CEOSenior VPSales MarketingSenior VP CFOVP FieldOperationsMarketing 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 adap