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1、Solution Selling1A Powerful Tool for SalespeopleWho is Selling a Combination ofProducts,Services and Concepts1 A new approach to generate prospects and new business.A behaviorally-correct technique for developing buyer needs,specific to your product,service and concept.An integrated buyer-qualificat
2、ion model which targets access to power,committee decisions,and the negotiation of the sales cycle.A prototype for developing sales tools,specific to your products and markets,which enables sales people to succeed immediately while they gain the expertise they will need long term.A set of tools whic
3、h enables management to manage pipeline,assign prospecting activity,control the cost of sales,and predict future business more accurately.Sales Training Components2Diagnostics and Power Based Selling Both are sales models which integrate with and expand Sales Training.Diagnostics selling helps in th
4、e area of needs processing and decision management.Power Base Selling helps establish a political influence strategy and a competitive sales strategy.3THE TRADITIONAL PROCESSTHE DIAGNOSTIC PROCESSUNSTABLE RELATIONSHIP STABLE RELATIONSHIPClosePresentationProblem SolvingQualifying45%35%15%5%5%10%35%50
5、%AgreementPresentationDesign SolutionsProblem SolvingDiagnosisTraditional vs.Diagnostic4Sales Process Overview Target potential opportunities Pre-call planning and research Create curiosity and hope Rapport,credibility,credentials Develop buyer and user needs determine pain,critical issues diagnose
6、reasons with bias toward offerings determine impacts across the organization-who,how,financial create,participate in,reengineer buyer visions clarify expectations and ownership Agree on evaluation criteria5 Determine capabilities needed to meet buyer vision Present offerings Buyer acceptance of offe
7、rings Mutually agree on ROI Negotiate a win/win profitable agreement Implement as agreed,measure success criteria Continue to develop relationship Use success to leverage other opportunitiesSales Process Overview(cont)6High Difficulty Selling Conceptual/intangible Difficult to learn and explain Perc
8、eived as expensive Perceived as complex Requires major change by buyer Sold to committees Small organization selling to large7Superior SellerSituationKnowledgeCapabilityKnowledgePeopleSkillsSellingSkillsSituational Fluency-Align with your buyer-Align with your buyer8Basic Principles No PAIN,no Chang
9、e Diagnose before you prescribe Three levels of Buyer PAIN People buy from people Power buys from power“Product”=Buyer VISUALIZATION You cant sell to someone who cant buy9Latent Pain Vs.PainLATENT PAINPAINCURRENTACTIVE EV ALUATIONS10Three Levels of Buyer PainLevel One:LATENT PAINLevel Two:PAINLevel
10、Three:VISUALIZATION11Definition of Needs Level One:Latent Pain Potential needs for a product or service in the mind of the seller.Latent needs are usually either ignorance or rationalizations.A potential buyer is unaware that a potential solution exists or has previously attempted to find a solution
11、 and was unsuccessful.It is/was“too expensive”or“too complicated”or“too risky”,etc.Level Two:Pain Complaint statements by the buyer about problems,difficulties or dissatisfaction with the existing situation,ie pain.Complaint statements indicate that the buyer knows he/she has a problem,but does not
12、know how to solve the problem.Level Three:Vision of a Solution Capability statements by the buyer indicating that the buyer accepts responsibility for solving the problem and specifying the precise capabilities needed to deal with the problem.The seller must participate personally in the development
13、 of the need in order for it to be a qualified need.12Definition of Needs(cont)Vision of a Solution NOTE:When a buyer has a vision of a solution,he does not expect the seller to solve the problem,but can now“see”himself solving the problem in his mind.He is enabled.13Examples of Needs Level One:Late
14、nt Needs People standing in line for transactions on their lunch hour at the bank.Inventory build-up due to obsolete parts.People manually re-keying data from unlike financial systems.An entrepreneur with no disability insurance.Level Two:Pain“We are losing customers because people hate standing in
15、long lines”.“Our inventory is much too high.”“The re-keying errors are killing us”.“Im worried about what will happen to my business if I get sick.”Level Three:Vision of a Solution“We need to be able to handle the average banking transaction in under 60 seconds”.“I need to be able to sort my invento
16、ry by date of last use.”“We need the ability to consolidate data from unlike systems without re-keying.”“I need the ability to generate X dollars of income even if I am disabled”.14Types of Approval Sponsor Beneficiaries Adversaries Legal/Technical/Administrative Financial Power Sponsor POWER15Compo
17、nents of a SalePAIN+POWER+VISION+MOMENTUM+PROCESS=SALE16How People Buy Latent Pain Pain Visualization Match Vision Cost Justify Overcome Fear of Risk Price Justify Take Action17Alignment of Buying&Selling PhasesPhase I Phase II Phase IIINeed Definition Evaluate Alternatives Take Action How much does
18、 it cost?Do I need to change?What do I need?Is there a solution?Which one meets my needs?Can I afford it?Should I do it?Consequences?Is it the right price?Define their needs with our product bias.Qualify buying process.Demonstrate how product meets defined needs.Why us?Why now?BUYER:SELLER:Need Deve
19、lopment Proof Close the Sale18Buying PhasesTimePhase I Phase II Phase IIISolutionRiskNeedsCostLevel of Concern19Risk Objections Smile(to yourself)Empathize Answer(if appropriate)Recall pain Recall reasons Recall vision Recall proof Nudge20Pain SheetPain:Situation:Our Product:Potential Reasons Impact
20、 CapabilitiesIs it because.(reasons for the pain that align withyour product orservice capabilities)Is this causing.(impact on other areas,depts.,people,who is impacted/concerned)What if there were away for you to.(product capabilitieslinked with reasons)21Pain SheetPain:Failure to meet shipment sch
21、eduleJob Title:VP Mfg.,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential Reasons Impact CapabilitiesIs it because.Sales is quoting unrealistic delivery dates Excessive material shortage You are planning production you dont have the capacity to meet Frequent schedule changes from mktg.Service p
22、arts forecasts are not recognized when planningIs this causing.missed revenue targets lower profits inability to accurately predict revenue Is the VP Finance concerned?losing customer orders losing customer credibility losing market share Is the VP Sales impacted?What if there were away for you to.g
23、ive sales access to mfg.schedules while they enter orders notify planners/buyers in advance of potential shortages estimate bottleneck resource loads before finalizing schedule show marketing the effect of a proposed schedule change include marketings service part forecast in production planning22Pa
24、in SheetPain:Inventory Investment is too HighJob Title:VP Finance,Gen Mfr.(SIC 35)Our Product:Symix Mfg.SoftwarePotential Reasons Impact CapabilitiesIs it because.Excessive obsolete inventoryInaccurate stores and WIP inventoryManufacturing is building things it no longer needsPurchasing buys long le
25、ad time materials based on their own forecastsIs this causing.excessive WIP inventorypressure to reduce production costspressure to cust back productionpressure to reduce purchasesshortages which impact shipments Is the VP Mfg.impacted?missed customer delivery datespressure to sell what you haveinab
26、ility to meet sales goals Is the VP Sales affected?What if there were a way for you to.Easily identify,locate and quantify obsolete inventoryEasily audit and verify inventory levelsReevaluate production plans dailyFind all Pos supplying unneededmaterial23Job Title:CEOPain:Eroding ProfitsReasons:Miss
27、ed ShipmentsWeaving the Pain ChainJob Title:VP ManufacturingPain:Missed ShipmentsReasons:ShortagesJob Title:Materials Mgr.Pain:ShortagesReasons:Inaccurate inventory Order changes Uncontrolled ECNs24Organizational“Pain Chain”Example CEOPain:Stock price is downR1:Profits are downR2:Customer erosion CF
28、OPain:Profits are downR1:Revenue downR2:Cost of Mfg.up VP MARKETINGPain:Customer erosionR1:Cant fill ordersR2:Cant sell substitute products to customers VP MANUFACTURINGPain:Cost of Mfg.upR1:Orders for products they dont haveR2:Not selling products they do have VP SALESPain:Not meeting revenue goals
29、R1:Salespeople taking orders they cant fulfillR2:Cant offer substitutes to customers DIRECTOR OF MISPain:Unhappy line VPsR1:Cant deliver needed applications on time MGR.APPLIC.DEVELOP.Pain:Cant deliver needed applications on timeR1:Legacy applications still on mainframeR2:Applications are not flexib
30、le to change with businessSpecific capabilities of sellersproducts and services will enable this person to deal withthese issues,thus effecting a“beneficiary chain”up to thetop of the organization.25Case Study“Pain Chain”Title:Pain:R1:R2:For your fictious prospect organization,create a“pain chain”be
31、tween a minimumof four job titles.One of them should be a decision maker and a minimum of oneof them a direct user of your productsor services.Align a minimum of two specific capabilitiesof your offering with the reasons of the directuser(s).Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:Title:Pain:R1:R2:26