销售漏斗管理培训ppt课件

,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2003.11,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,单击此处编辑母版标题样式,*,大客户销售必备工具：,销售漏斗管理,销售漏斗管理培训课件,ppt,销售漏斗管理培训课件,ppt,大客户销售必备工具：销售漏斗管理销售漏斗管理培训课件ppt,1,Agenda,目录,Funnel Management,漏斗管理,Account Planning Process,客户规划流程,Account Selling Process,客户销售流程,Funnel Management,漏斗管理,Sales Forecast,销售预测,In Summary,总 结,2012年9月12日,2,Agenda 目录Funnel Management漏斗管,Pre-work Assignment,前期工作安排,A/C Knowledge,客户知识,Current A/C Revenues,当前客户业务量,Current opportunities,当前的机会,A/C,Segmentation,客户分类,A/C,Assessment,客户评估,Account Planning Process,客户规划流程,2012年9月12日,3,Pre-work AssignmentA/C A/C Acc,Future Potential,Hi,Low,Hi,Current Revenue,当前收入,“A+”,“A”,“C”,“B”,$,$,$,$,Business Development,业务发展,Business Development,业务发展,Account Assessment&Segmentation Tools,客户评估及分类工具,未来潜力,2012年9月12日,4,Future PotentialHiLowHiCurrent,LOW,低,Current Revenue,当前收入,High,高,Average annual revenue,agree on a benchmark,基于一个基准之上的,平均年业务量,Analyzing your Current Revenue,分析你的当前收入,2012年9月12日,5,LOW Current Revenue High Aver,Purpose,目标,Assess your a/cs based on existing revenue and future potential.,根据现有收入和未来前景来评估你的客户。,Segment the a/cs within your Portfolio.,在你的业务范围内对客户进行分类。,Output,结果,Segmentation of your portfolio based on existing revenue and future potential.,根据客户的现有收入和未来前景对你的业务进行分类。,Benefit,收益,Understand the factors that impact your Portfolio,理解影响你业务量的因素,Effectively assess and prioritize the a/cs in your portfolio.,有效的评估业务范围内的客户，并对他们进行优先等级的排序,Analyzing your Future Potential,分析你的未来前景,2012年9月12日,6,Assess your a/cs based on exis,Future Potential,未来前景,=,Organization Characteristics,组织特征,Market Growth Position,市场增长定位,Solution requirements,方案需求,Strategic Market Value,有战略意义的市场价值,Track record,记录,Sponsorship,支持者,Cultural compatibility,文化兼容性,Opportunities,各种机会,Solution Fit,解决方案的适用性,Competitive Advantages,竞争优势,A/C Profile +,客户概况,Opportunity Pipeline,机会储备,+Relationship,关 系,2012年9月12日,7,Future Potential=Organization,#1,Organizational,Characteristics,组织特征,How is the a/cs Performance(i.e.,Sales growth,Profitability etc.)?,客户的业绩如何,(,例如销售增长和效益等,),？,Whats their employment trend?Growing/declining in size?,他们的规模趋势如何？是扩充还是裁员？,Have there been any recent mergers/acquisitions/re-ogs?,最近有新的举动吗，是合并、并购、还是重组？,#2,Market Growth Position,市场定位,Whats this a/cs primary market?,此客户的主要市场是什么？,Whats the economic climate for their primary market?,现在其主要市场的情况如何，属于淡季还是旺季？,Whats their overall competitive position in their primary market?,他们在主要市场中所处的竞争地位如何？,Whats this a/cs short-and long-term growth potential?,他们的长期和短期的增长潜力如何？,#3,Solution Requirements,方案需求,How well can our solutions meet the a/cs needs?,我们的解决方案是否能与客户需求匹配得很好？,What does the a/c think about our solutions?,客户对我们的解决方案有何看法？,Will we have to modify our products?,一定要修改产品吗？,What external res,？,Do we need to meet the a/cs requirements?,有什么样的外部资源？我们有必要迎合客户的这些需求吗？,#4,Strategic,Market value,战略价值,What is the value of the a/c to us beyond the revenue?,除了营收，客户对我们还有什么价值？,How does the a/c fit into our business plan?,此客户适应我们的商业发展计划吗？,Can we leverage the a/c into revenue from other companies or markets.,我们能帮助客户从其他市场或竞争对手那里抢来营收吗？,How will the a/c help us improve our products or services?,客户如何帮助我们改进产品和提升服务质量呢？,A/C Profile,客户概况,2012年9月12日,8,#1 How is the a/cs Performanc,Opportunity Pipeline,机会储备,#5,Opportunities,机会,What opportunities within the a/c could cover within the next year?,明年可争取的客户的销售机会都有哪些？,Whats the probability of these opportunities occurring?,这些机会发生的可能性大吗？,Whats the value of these opportunities?,这些机会的价值所在？,What is the projected profitability on this accounts opportunities?,这些机会的收益所在？,#6,Solution Fit,解决方案,Why do they need us?,他们为什么需要我们,Do they feel the same way?,他们也这样想吗？,How urgent is this need?,这有多紧迫？,Do they have this same sense of urgency?,他们同样感到紧迫吗？,#7,Competitive,Advantage,竞争优势,Who are our major competitors?,我们的主要竞争对手是谁,What is the status of each competitors relationship with the account?,他们与客户的关系如何？,Whose relationship usually provides competitive advantage for opportunities?,谁与客户的关系在竞争中更具优势,How do you and each of your competitors compare to the accounts views of the ideal relationship?,你和你的竞争对手们都是怎样看待与客户最理想的关系的,2012年9月12日,9,Opportunity Pipeline 机会储备,Relationships,关系,#8,Track Record,记录,What is our history with the account?,我们与客户的合作历史？,How are we perceived?,我们怎么认识这个客户的？,What is this perception based on?,这种认识的基础是什么？,If positive,how can we leverage it?If negative,how can we overcome it?,如果是有利的，我们如何利用？如果是不利的，我们如何克服？,#9,Sponsorship,支持者,Who in the a/cs organization wants us to win?,客户组织中谁希望我们赢？,What have they done to indicate their support?,他们的支持都表现在哪里？,Are they willing and able to act on our behalf?,他们有愿望和能力站在我们这一边吗？,Do they have credibility within their own organization?,他们在客户组织里的信誉如何？,#10,Cultural,Compatibility,文化兼容性,What is the a/cs culture?,客户的文化是什么？,How does this culture compare with our company?,这文化与我们的文化相比如何？,What is the accounts philosophy toward vendors and suppliers?,客户对于供应商和提供商的态度是怎样的？,Can we adjust or adapt?Do we want to?,我们能适应吗？我们愿意适应吗？,2012年9月12日,10,Relationships 关系,-,Poor,-,Poor,-,Poor,-,Poor,+,Good,Market growth position