2023 Post Sprint Competition Course Background: In the post-epidemic era, customers are bombarded with all kinds of marketing, and the demand, expectations, and decision-making factors for products are also changing. At present, many banks' corporate marketing mainly relies on the mode of bank leaders to make orders in the early stage, and trainees to collect information to provide services in the future. Only by fully mastering the necessary sales communication and negotiation skills can it be possible to win in the homogeneous and white-hot product competition.
This course deeply disassembles the tax knowledge, chain financial knowledge, business etiquette knowledge and key dialogue steps that need to be mastered in the marketing process of corporate enterprises during marketing, and helps you quickly become a sales champion through process steps such as breaking the ice through interviews to establish relationships, researching information to lock pain points, mining pain points to reveal consequences, and formulating strategies to reshape value.
Course Benefits:
Thinking transformation: Help the marketing team establish a systematic marketing development cognition, and improve the account manager's ability to analyze the needs of the customer's industry and customer group.
Method introduction: Establish a marketing development system, improve employees' ability to control customers, and help students establish and cultivate an excellent marketing development team.
Tool landing: Use the results of other banks to solidify the model of mature and successful marketing plans through training, drills, coaching, and introduction.
Course Value:
Get through:The underlying logic of the key dialogue for bank customer visits.
Mastery:Methods and steps under the empowerment of different scenarios of banks.
Landing:Practical tools that can be flexibly used in the execution process.
Application:Classic discourse extracted from the best practice process.
Course Duration:1 2 days, 6 hours a day
Course Target:The person in charge of the outlet, the manager of the corporate account, etc.
Course Method:Case explanation, interactive communication, Q&A, teaching.
Course outline
Lecture 1: Background Trends in Marketing to Public Enterprises
1. In the post-epidemic era, loans have risen and fallen
The loan task increases, the non-performing loan rate increases, the loan interest rate decreases, and the loan growth rate decreases.
2. Upgrading the marketing of public enterprises in the post-epidemic era
1.The competition is fierce, and the product-centric is upgraded to the customer-centric.
2.Market saturation is upgraded from passive marketing to active precision marketing.
3.The scene is online, and the offline marketing is upgraded to online and online diversified marketing.
3. Positioning the role of corporate account managers in the post-epidemic era
1.Who I am – role positioning.
2.For whom – customer portraits.
3.Who is needed - resource portraits.
4.Delight who - important partners channels.
5.Beyond whom – short-term goals.
6.Who to be – a long-term strategy.
Lecture 2: Analysis of marketing channels for public products
1. Logical transformation: from sales thinking to customer thinking
Case Study:Dropshipping marketing of hospitals and clinics with operating income of 30 million.
Second, the way of transformation: from relationship marketing to professional marketing
1.The difference between the fourth phase and the third phase of the Golden Tax: the tax control with "tickets" is changed to the tax control with "capital".
2.Seven security methods for enterprises to "turn public to private".
3.Calculation of special additional deductions for individual income tax.
3. Channel transformation: from single-channel marketing to multi-channel
Channel 1: Activation of existing customers.
Channel 2: Payroll customer activation.
Channel 3: Community business district park activities to expand customers.
Channel 4: **Chain expansion.
Channel 5: Online marketing expansion.
Fourth, the industry analysis of corporate business development
1.Industry classification in the region - identify key regional industries.
2.Key industries at the county level, key industries at the prefectural and municipal levels, and key industries at the provincial capital and municipality directly under the central government.
3.Policy industry analysis - pay attention to the two high and one surplus industries.
4.Seasonal industry classification - grab volume according to time cycle.
5.Analysis of the nature of the industry – assess the scale of the payment cycle.
Case Study 1:High inventory industry: the business model of the provincial ** company of tires.
Case Study 2:High advance industry: the delivery mode of companies mainly engaged in liquid ammonia on the market.
Case Study 3:High-cycle industry: the investment cycle of the gas new energy environmental protection equipment industry.
Case Study 4:High-speed development industry: the upstream and downstream of Didi's leading business.
Fifth, the gradient cultivation and target customers of "specialized, special and new" enterprises
1.Technology-based SMEs: Check regularly**.
2.High-paying technology companies: public announcement list.
3.Innovative small and medium-sized enterprises: enterprises check to obtain information.
4.Specialized, special and new small and medium-sized enterprises: **Intelligence analysis.
5.Specialized, special and new "little giant" enterprises: lock in key enterprises.
Case Study:From the ** view, which company is more powerful than that?
Lecture 2: 4 key scenarios of communication in marketing to corporate account managers
Typical communication 1: The interest rate of your bank is high, and others are only 385%
Scenario Analysis:What should I do when I have no advantage in the face of high interest rates in our bank?
Analysis of the current situation:Many old customers have lost due to interest rate problems, and many new customers have chosen other banks because the interest rate is not advantageous.
Key points:
1.Sort out the advantages of our bank's credit products.
For example, the loan speed is fast, only the choice of single signature and double signature is required, such as using a credit loan.
2.Understand the basics of your customers.
3.Target the core pain points of customers.
4.Amplify the benefits of our products.
Case Study:How did I get this customer to choose our bank?
Typical communication 2: Some new customer lists have been issued in the bank, and they are all rejected when they hit **
Analysis of the current situation:
1.Many account managers mainly rely on referrals from old customers for new customers.
2.I don't think it's useful for the new customer list issued by the bank, and the activation failure rate is high.
Key points:
1.For unfamiliar customers, how to build customer trust in **.
2.The correct activation path for the list of unfamiliar customers.
3.* Key questioning skills in the communication process.
Case Study:How did Xiao Liu realize the ** invitation, and met this strange customer the next day.
Typical communication 3: The customer says that there are already multiple banks cooperating and there is no need for it
Analysis of the current situation:When visiting a new customer, the customer already has a stable cooperation channel, how to break?
Key points:
1.Investigate the customer's situation and build a communication framework for information.
2.Common communication latitude and breakthrough finding.
3.Product matching and breakthrough for our customers.
Case Study:How does this payroll client get it?
Typical communication 4: Go to visit a customer, and rush to introduce your bank's products and solutions after the opening statement
Analysis of the current situation:Many account managers don't have much to talk about when they meet customers other than introduce their products.
Key points:
1.How to chat with a customer after an opening statement.
2.The content of the chat contains latitude: industry information, customer products, funding models, etc.
3.How to deal with your own knowledge blind spots?
Case Study:Xiao Zhang's customer changed from cold at the beginning to enthusiasm at the end.
Lecture 5: In-depth dismantling of key dialogues with public enterprises
Key Conversation Step 1: Get Out
Course Discussion:How to do customer inventory?Product-centered customer management.
Course Discussion:After the customer inventory is completed, select key customers for customer portrait analysis.
1.360-degree customer portraits.
Composition of customer portraits:Social attributes show identity, value attributes show potential, and behavioral attributes find breakthroughs.
Operation: Customer portrait data collection, customer portrait data insight.
Course Exercises:Select target customers for customer portrait analysis.
Course Discussion:After having a certain understanding of the customer, make accurate customer invitations.
2.Category of target customer callouts: Enterprise customers.
3.Sorting out the reasons for the invitation: service improvement, data improvement, preferential policies, gift exchanges, and post-loan services.
4.Target customer invitation talk: service upgrade class.
Course Exercises:Conduct an invitation practice for speech.
Key Conversation Step 2: Sit Down
Course Discussion:How to introduce yourself.
Import:Self-introduction includes: arousing interest, earning trust, and empowering others.
Scenario Analysis:Why did this salesperson fail to break the ice?
Course Discussion:What are the ways to break the ice in the warm-up?
1.Observation Compliments: From observing the office environment to complimenting customers.
Case Study 1:Observe the feng shui of this office.
Case Study 2:Observe and praise the characteristics of Mr. Li's office.
**Learn:How did he do the icebreaking?
2.Observation Inquiry: From observing the history of the company to inquiring about the growth of the company.
Case Study:Analyze the growth path of this enterprise.
Scenario Analysis:Conduct a walkthrough of icebreaking for customers.
3.Observation and judgment: from observing the display of goods to judging the business model of the enterprise.
Case Study:Analyze the characteristics of this product display.
4.From the opening icebreaker to the topic guidance: the opening eight topics.
**Learn:How does she guide her clients' dreams?
Step 3 of the Critical Dialogue: Get Started
Funnel feedback guides the conversation
1) Open-ended questioning to gather information.
2) Control questioning to lock the pain points.
3) Closed-ended question-guided answers.
Scenario Walkthrough:Funnel questions for interview scenes.
Class Discussion:Questioning skills for key questions.
Speech Practice:Verbal practice with funnel questioning.
2. kycNine-square grid: Timeline questioning
1) Talk about the present, the past, and the future.
2) Look at the short term, ask the medium term, and match the long term.
3) Individuals first, then children, then families.
Class Discussion:What are the customer's needs in the following conversations?How do account managers dig out the needs of customers?
Step 4 of the key conversation: Go deeper
The core grasps the core "second-rate and two-chain" of the enterprise: business flow, capital flow, first-class chain and decision-making chain
1) Sort out the upstream and downstream customer map of the industrial chain.
2) Take stock of the customer status of the first-level industrial chain.
3) Conduct industrial chain analysis.
4) Target customers for referrals.
Case Study:Focusing on a mechanical equipment manufacturing customer, we conduct second-rate two-chain analysis.
Survey information to lock pain points
Case Study:What are Mrs. Wang's needs and pain points?
Think:How to rebel against Mr. Wang's deposit?
1) The four major Rubik's cubes of customer needs: hobbies as help, family as the root, career as the mouth, and safety as the base.
2) Pain point mining ideas: analyze the situation - guide the pain points - reveal the consequences.
3) How to design the pain point problem: the customer pain point ** model.
Tool Sharing:Pain point problem planning table.
Analysis of capital structure: analysis of product sales tools
1) Financial life cycle strategy analysis.
2) The use of the S&P Household Assets Quadrant.
Step 5 of the key conversation: make a deal
1.Marketing Speech Tools 1-3-6 Rule: 1 sentence to cut into the product, 3 selling points to display, 6 objection handling.
Speech sharing:Common product promotion words.
2.Objection handling: Swiss Army Knife Law.
Identify emotions, confirm concerns, and reshape values.
Speech sharing:Common objection handling words.
End of course:
1.Review the learning path of this course and develop an action plan.
2.Q&A, conclusion.