《金牌销售不为人知的“销售奥秘”—价值营销与营销战略转型升级》英文版

<The Unknown Secret of Top Sales>

Value Selling and Sales Strategy Transformation and Upgrading

Mr. Wang Ke【Course Background】

Faced with fierce competition for the industrial products, the homogeneity becoming more and more serious, and higher requirements are placed on the sales skills. In the past, the "sales" who could only introduce products or services and rely on drinking a lot to build relationships with customer can no longer adapt to current changeable and complex environment. Compared to general customers, Key account customers normally purchase big volumes and higher amounts, many people are involved in decision-making. The decision-making process is quite long and many uncertainties. It also makes greater challenge to the sales capability of front-line sales. How to transform from traditional, passive sales into pro-active selling to drive customer demand, dig out more potential customer needs, expanding market share and increasing profits is the focus of this course.

This course focuses on the six-step sales process for developing key accounts. Including introducing how to identify and filter key accounts, how to make preparations before visiting customers. Course will utilize interactive exercises, case sharing, group discussions and other teaching methods to guide students to make use of SPIN and CTQ tools to explore customers' potential needs, master the skills of presenting solutions using the FABVE five-step method, and how to negotiate with customers and ultimately close business deals.

【Course Benefits】

Understand three underlying logics of sales and master the applicable scenarios and product features of the three value marketing models

Get to know how to identify and filter out key customers and judge of potential business opportunities

Understand how to prepare before visiting customers and the determination of different customer roles

Utilizing SPIN and CTQ tools to explore potential customer needs and ranking them according to their importance

Learn to design value propositions making use of the ADAMF model and present solutions using the FABVE five-step approach

How to improve communication among team members and handle conflict effectively

How to use incentive systems to improve corporate sales performance

【Course Features】

Classroom training: Focus on practical application, allowing students to bring problems, solve them on the spot, and take away tools, models and methodologies.

Rich cases: Combined with a large number of business cases, to make obscure theory becomes easy to understand and interesting

After-school tutoring: For those problems that require a lot of data analysis and very complex, we can come into the enterprise and provide special tutoring.

【Target Audience】

Personnel engaged in front-line sales and sales management, such as sales managers/supervisors, key account managers, regional managers, business managers/supervisors; and peoples who need to develop and expand the market, such as market development department, business marketing department and other related personnel.

【Course Structure】

0258445【Course Time】

2 -3 days (6 hours/day, can be customized according to actual needs)

【Course Outline】

Opportunities and challenges of sales in the era of Industry 4.0

Five characteristics of the Industrial 4.0 era

Everything is connected

Big data era

Smart Integration

Technological innovation

Transformation and Upgrading

Five major trends of sales in future

Diversified customer needs vs. homogeneous products

Diversified purchasing channels vs. fierce market competition

Focusing on products and services vs. focusing on the results of the solution

Ordinary buyer-seller relationship vs. partnership

Continuous cost reduction vs. continuous performance improvement

What is the essence and ultimate goal of sales?

Common misunderstandings in the sales Process

Case study: Different sales between two generations of Google Glass

The three core elements and underlying logics of sales

Why are customers willing to buy? -- Exploring customer needs

Why customers pay a premium? -- Value quantification and communication

Why customers only buy from us? -- Building up competitive advantage

2 Different marketing thinking orientations

Product-oriented marketing thinking

Customer-oriented marketing thinking

Iteration and upgrading of value selling model

First Generation: Transactional selling model- Focus on intrinsic value

Second Generation: Solution selling model – Focus on external value

The third generation: Performance selling model— Focus on performance value

Case study: Transformation and upgrading of three-generation selling model How can a company keep rapid growth?

What are the constraints on rapid growth of a company?

Subject to the law of large numbers

Constrained by a dominant position

Subject to cultural continuity

Subject to large-scale acquisitions

4 ways to quickly expand your business

Expand sales to existed customers

Bundling other products/services

Try to sell alternative products

Providing a complete solution

How to find potential customer groups?

Sourcing of potential customers

Increasing product awareness

Inform the benefits of purchasing

Overcoming the risks of use

Try it for free before you buy

How to find new market opportunities

Zoom out the current category

Zoom in the current category

Mapping the market competition landscape

Looking for opportunities in adjacent markets

Carry out cross-industry cooperation

How to identify and dig out “big customers”?

What are the characteristics of key customers?

How to identify and develop key customers?

Case study: How ABB set the rules for segmenting key customers?

4-step method to identify business opportunities

Is the demand clear?

Product relevance

The urgency of time

How about Competition

The 6-step sales process for key accounts

Customer filter

Customer visit

Demand digging out

Solution presentation

Business Negotiation

Close the deal

How to accurately dig out customer needs? .

Two types of customer needs

Hidden needs: rage, laziness, lust, greed, gluttony, vanity, fear

Explicit needs: To C customers like physiological, safety, efficiency, social, respect, self-realization

TO B customers like design and function, production and manufacturing, brand and quality, transportation and inventory, finance and capital, price and profit, risk and safety

How to explore customer needs?

SPIN tools

Critical to quality tools (CTQ tools)

Case Study: On-site Practice of the SPIN Tools

What are the dimensions of customer needs analysis?

Factor Analysis

Comparative analysis

Sampling survey method

Authoritative prediction method

Inductive-deductive method

Forward and reverse deduction

Data Analysis

How to judge the importance and priority of needs?

Priority Diagram

Analytical Hierarchy Process

Stakeholder benefit Analysis

KANO model

Role play: Based on the characteristics of the products, using KANO model to practice.

6. What scenarios and products are applicable to transactional selling?

6.1 What is the transactional selling?

Product features of transactional selling

Customer groups applicable to transactional selling

Marketing and promotion strategies for transactional selling

Enterprise capability building and Business Strategy

6.2 How to make marketing strategy for transactional selling?

What is marketing strategy and types

Product portfolio marketing strategy

Alternative marketing strategy

Complementary product marketing strategy

Case study : Marketing strategy of Luolai Home Textiles

Volkswagen's SUV and general car marketing strategies

Accessory marketing strategy

Case study: Why does Tetra Pak offer production lines for free?

HP Printer accessory marketing strategy?

Bundling marketing strategy

Case study: Parker crimping machine marketing strategy

SKF bearing marketing stragety

Product line portfolio strategy

Case study: Why the strategies of magazine subscriptions is so different?

Application of pricing strategyContrast difficulty effect

Switching cost effect

Price -Quality Effect

Spending Effect

Price ratio effect

Final benefit effect

Cost-sharing effect

Fairness Effect

Framing Effect

The pros and cons of promotion mix strategies

Direct promotion

Coupons

Sales rebate

Free trial

Wholesale offers

Case study: How does Huawei's telephone utilize promotion strategies

The promotion strategy comes from Metro

7. What scenarios and products are applicable to solution selling?

7.1 What is the solution selling model?

Product features of solution selling

Customer groups applicable to solution selling

Marketing and promotion strategies for solution selling

Enterprise capability building up and business strategy

7.2 Strategies for breaking through key customer relationships

Definition of customer relationship management

The essence of customer relationship management

The essence of relationship lies on the exchange and equality of value

The value and classification of customers to enterprises

The value and classification of enterprises to customers

Graphical display: Customer internal relationship analysis chart

From point to surface: new understanding of customer relationships based on bidding

How to grasp the three horizontal and two vertical circles

Customer relationship breaks through the "Three Exchanges" Rule

Remedial measures for inadequate customer relations

7.3 Value proposition design and value quantification

Customer value perception theory and its application

Case study: Sales growth path of Willsi

How to explore and define the value of products

Method for selecting benchmark

Definition and identification of economic value

Definition and identification of psychological values

Case study: How Nongfu Spring focuses on the value of a bottle of water

ADAMF design model for value proposition

Best second-alternative (A)

Design of value differentiation points (D)

Quantification and confirmation of value points (A)

Total value calculation and presentation (M)

Other factors to consider (F)

Case study: Value proposition design for track seals

Classroom practice: Design value proposition plan based on own products8. What scenarios and products are applicable to performance selling?

8.1 What is performance selling?

What is performance selling?

Lower total cost of ownership

Improve asset performance

The difference between performance selling and traditional selling

Deliverables

Delivery start and ending points

Customer relationship

Pricing model

Focus on

What are the types of performance selling?

Case study: SKF rotating equipment performance selling

Michelin tire solutions for commercial transportation fleets

Siemens intelligent building management system

Hilti Fleet Tool steward service

What are the conditions for implementing performance selling?

7 steps to implement performance selling

Identify your target customers

Matching demands with capabilities

Expectations and goal setting

Program design and quantification

Value communication and distribution

Continuous tracking and feedback

Data optimization and iteration

Classroom practice: Design effective sales plan based on own product

8.2 Which customers are applicable to performance selling?

Principles for filter out target customers

Overcapacity

Continuous production

High asset utilization

Limited by own conditions

6 Steps to Building Customer Relationships

Understanding cognition

Demand detection

Satisfied feedback

Commitment of both parties

Building mutual trust

Generate dependence

Case study: How SKF successfully established cooperation with a steel plant4 Steps to Improve customer benefits

Economic benefits

Psychological benefits

Social benefits

Special interests

Course summary