某咨询营销咨询手册vip003.pptx
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某咨询营销咨询手册vip003.pptx
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1,第二步是建立必要的销售技巧。
销售员们并不一定知道怎样利用可用的时间在每件事上以使收入最大化。
2,有效的销售是怎样的?
公司有必要找出销售所必需的关键行为和技能,决定当前销售力最大的技能缺口。
销售力管理者必须知道不同类型客户的作用模型是什么样子,或者说,在购买循环每一阶段最高的行为人是谁。
公司应该从作用模型的行为人得到关键销售技能,然后评价它们的相对重要性和目前的绩效。
然后,公司需要制定行动计划以填补高优先级的技能缺口。
3,找到建立销售技能的障碍,销售人员可能缺少充分的基本能力(如:
分析能力,学术/专业性质的背景,性格)销售人员可能缺少充分的信息(如:
产品,客户)或对基本的策略缺乏了解(如:
如何发现和量化需求,demonstratebenefits)销售人员可能缺少激励。
尽管激励体系能够直接影响销售人员追寻成功的愿望,却不能影响技能。
Itisimportanttounderstandtheunderlyingproblemsbecausedifferentchangeleversarerequiredtosolveeachproblem:
lackofrawcapabilitycanbecorrectedonlybychangingrecruitingpractices。
Lackofinformationorknowledgecanbecorrectedviaacombinationofclassroomtrainingandwrittenmanualsandmustbereinforcedviaroleplaying,actionlearning,andon-the-jobcoaching。
Lackofincentivesccanbecorrectedbyestablishingperformance-basedmeasuresandrewards。
Theskill/willmatrixisausefultoolforidentifyingskillgapsandchallengesattheindividualsalesp0ersonslevel。
4,5,Performance-basedmeasuresandrewards,Havingidentifiedcausesofinadequatesalesperformance,companiescanusethefollowingcapability-buildingleverstocorrectproblems:
recruitingtrainingcoachingcompensationthesetopicsareaddressedinthefollowingdocuments/trainingmodules:
salesforceeffectivenessworkshopcontactTerriGeary(FI)salesforceeffectivenesshandbookpknet#6670forfurtherassistance,pleasecontacttanujarandery(dc)。
6,设立销售战略,驱动执行杠杆,有效结构,销售技巧和支持,基于业绩的测量和奖励,测量和追踪结果基本激励/业绩补偿财政和非财政奖励的平衡,7,pricing,8,Pricing-providethevalue,Companiescanalsoprovidevaluetotheircustomersthroughcarefulpricingdecisions。
Despitethehugeprofitleverageofimprovedpriceperformance,pricingisamongthemostundermanagedbasicfunctionswithinourclientstoday。
Theissues,opportunities,andthreatsinpricingcanbeexploredacrossthreedistinctbutrelatedlevelsofpiecemanagement:
thesupply-demandleveltheproduct/marketstrategylevelthetransactionlevelMakingpositivepricingchangehappenisusuallymoredifficultthanidentifyingthelocationofapricingopportunity。
Successfulchangeprograms-thosethatgenuinelyupgradetheclientspricingcapability-usuallycontainelementsacrossatleastfourdimensions:
top-down,bottom-up,cross-functional,andsupportsystems。
Gettingthepricingprocessrightoftenprovidesasolidfoundationforupgradingtheentiremarketingfunctionwithinclientorganizations。
Advancedtopicsinpricingarebrieflyaddressedattheendofthissection。
9,Choosevalue,Indentifyneeds/buyingfactors,Selecttargetsegments,Definevaluepackage,Communicatesevalue,Determineandmanagepricingatthreelevels,10,Understandpricingprofitlever,Inmanycases,priceisthemostimportantdeterminantofchangesinprofitability。
A1-percentincreaseinpricecanleadtoasubstantialincreaseinprofits。
Thepricingprofitleverismorepowerfulthanotherdeterminantsofprofitability,includingvolumeincreasesandcostreduction。
Nonetheless,pricingisoftenundermanaged:
sometimes,pricedifferentiationisperceived-oftenmistakenly-asbeingentirelyillegal,anddegreesofpricingfreedomrarevastlyunderestimated。
Inaddition,manycompaniesbelievethat“pricesimplycannotbemanaged”-thatpricingissetbythemarketorsetbycompetition。
Finally,companiesunderestimatetheimpactthatpricingchangescanhaveontheirbottomline。
Forexample,a5-percentpricedecreasemightrequireasmuchasa20-percentvolumeincreasetoreachbreak-even。
11,12,Determineandmanagepricingatthreelevels,Pricingmeansdifferentthingstodifferentindividualsandtodifferentgroupswithineveryorganization。
Forexample:
供给/需求。
Toaneconomist,priceisafunctionofsupplyanddemand。
Atthislevel,thekeyissueishowcurrentandfuturesupply,demand,cost,andregulatorydynamicswillaffectoverallindustrypricelevels。
Tool:
scp,industrycostcurves,demandanalysis产品/市场战略。
Toamarketer,priceisafunctionofproduct/marketstrategy。
Atthisleveltheissueistodeterminebasepricelevelsthatwillpositionclientsproductandserviceofferingsoptimallywithregardtocompetition。
Tool:
valuemap,dynamicvaluemanagement,economicvaluetocustomer交易。
Asalespersonmaythinkofpriceintermsofindividualtransactions。
Heretheissueisdecidingtheexactpricetoassigntoeachcustomertransaction-takingintoconsiderationdiscounts,allowances,rebates,etc。
Tool:
pocket-pricewaterfall,pocket-priceband,13,14,15,16,17,18,19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34,35,36,37,38,39,40,41,42,43,44,45,46,47,48,49,50,51,52,
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