Quality Author List Course Background: In the new business era, people's feelings and experiences are emphasized as the center of business activities, and the dominance of the market has shifted from relationship-led to value-recognized, and project operation and management have been elevated to an unprecedented height. Sales in the operation of the project, only look at the point and line, can not be the overall judgment and analysis of the project, lack of exploration of the real needs of customers, relying on past experience judgment, into the impasse of mismatch of customer needs, and pre-sale, sale, delivery of their own affairs, can not form a unified sales language. In order to get ahead of the curve in the business war, it is extremely important to understand and grasp every behavioral motivation of the project.
This course has perfect content, rich cases and strong practicability, and has been verified by many industry users. Enabling industry marketing and sales to master the methods and value reconstruction to guide key customer decision-making will be the core driving force for the development of traditional enterprises and emerging technology enterprises. Break through the traditional business product sales thinking to consult the sales thinking, explore the potential needs of customers, improve customer satisfaction, expand your business empire, and reshape the core competitiveness of the new business era.
Course Benefits:
Help sales judge the authenticity of the project.
Help sales quickly and accurately locate key people in the project.
Help sales to analyze the whole process of large projects.
Help sales and sales managers clearly formulate sales strategies for large projects.
Help sales and sales managers clearly formulate sales plans for large projects.
Help enterprises unify the sales language of large projects.
Help project participants master the bidding skills of large projects.
Course Duration:2 days, 6 hours a day.
Course Audience:Sales Manager, Sales Executive, Regional Sales Director, Pre-Sales Engineer.
Course Method:Course teaching + simulation drill + case analysis + use of supporting tools.
Course Highlights:Relying on the classic sales theory, through scenario-based practical exercises, group discussions, etc., the core of the training is to be meticulously crafted and subdivided to ensure that the training effect is maximized.
Course outline
Lecture 1: Project Runaway and Project Management Process
First, the performance of the project out of control
1.What is Project Control.
2.How to do project control.
How to know if a project is out of control
1) Revise the budget.
2) Plans have changed.
3) On-the-spot substitutions.
Case Study:Two weeks after the customer disappeared (analysis of a large project fragment of a ministry).
Case Study:Sandpiper and clam compete for fisherman's profit (analysis of a large project of a ministry).
Second, the key account manager comprehensive work combing
1.See what your customers think.
2.Learn about the capabilities of our company and our partners.
3.Where to develop solutions for customers.
4.Articulate business value.
5.Visit the right people.
6.Leverage partners and resources.
7.Manage customer relationships.
Practice:List and categorize the work of a key account manager.
Lecture 2: High-touch sales - project key person sales methods
1. Definition of high-touch sales
1.What is high-touch selling.
2.Application range for high-touch sales.
3.The logic of high-touch selling.
2. The difference between high-touch sales and general sales
1.High-touch sales vs. general sales.
2.Concerns at different levels of sales.
3.Efficiency at different levels of sales.
4.The mission of high-touch selling.
Case:The enlightenment brought by the two core equipment (analysis of a major project of a ministry).
3. How high-touch sales should be carried out
Top 5 sales paths for high-touch sales
1) Determine the status quo and see the situation clearly.
2) Analyze carefully and refine the advantages.
3) Strategize and strategize.
4) Think holistically and make a plan.
5) Guarantee the implementation and win in action.
Two keywords in the sales path
1) CE - Urgent Need.
2) UBV – Unique Business Value.
3.Think by analogy.
Case Study:Why didn't Liu Bei win the world?
Fourth, the five major models of high-touch sales
1.Determine the form.
2.Analyze the benefits.
3.Strategize.
4.Make a plan.
5.Flawlessly executed.
Lecture 3: "Tianlong Babu" - three key sections of project operation and management
Key section 1: information synchronization and summary
Step 1: Clarify the project phase and analysis purpose.
Part 2: Summarize project information by organizational structure.
Case Studies & Exercises:Summary of project information.
Key Sector 2: Opportunity Analysis
Step 3: Mining CE - Judging the authenticity of the project.
Case Study:The national project on the localization of core components of computer equipment.
Case Study:A network equipment in a building goes online.
Step 4: Analyze UBV – Finding the unique business value that customers agree on.
Practice:Find and summarize UBV
Part 5: Organizational Analysis – Organizational Chart at a Glance.
Case Studies & Exercises:Draw an organizational chart.
Part 6: Value, Competition, and Cooperation Analysis – Comprehensive Project Analysis.
Case Studies & Exercises:Make a competition analysis table.
Key Module 3: Strategy & Planning
Part 7: Sales Strategy Development - Five Choices of Sales Strategies.
Case Study:Analysis of the formulation of the sales strategy of the national vertical network of a ministry and commission.
Step 8: Action Plan Development – An action plan based on a sales strategy.
Practice:Develop an action plan based on your own project.
Lecture 4: SPIN – Successful Sales Techniques for Large Projects
1. SPIN sales model - consultative sales skills
1.What is SPIN
Interactive Discussion:Difference Between Big Business and Small Business.
2.Four tips on how to learn spin well.
3. spinIntegration with the sales process
1) Initial contact – how to make a good opening statement.
2) Survey research - effective goal setting of survey research.
3) Confirm the strength - the combination of demand and efficiency.
4) Admit acceptance – how to end well.
4.A problem cycle that stimulates customer needs.
2. Background questions – questions that resonate with customers
Case Studies & Exercises:Frequently asked background questions.
3. Difficult problems - motivate customers to express their hidden needs
Case Studies & Exercises:The distinction between difficult questions and background issues.
Fourth, hint at the problem - help the customer to recognize the results and stimulate thinking
Case:Beauty salon ** clothes and pants sales.
5. Demand Benefit Issues - Enhancing the Value and Significance of Proposals
Case:** Sale of tea.
6. Proven Capabilities – Help customers recognize the capabilities they need from you
Three ways to make a profit in a big project
1) Features. 2) Advantages.
3) Value. 2.An effective way to demonstrate competency.
3.Improve the ability to prevent objections.
7. Admit and accept - help sales close at the right time
1.Traditional perspectives and modern research on the understanding of the closing statement.
2.progress and grasp of skills.
3."Temporary hiatus" and its technique.
4.There is no certainty of the deal and its skills.
Four actions that successful salespeople get promised to
1) Investigative and substantiated capabilities.
2) Inspection of key points.
3) Summarize the benefits.
4) Propose commitments.
Lecture 5: Bidding Skills - Bidding, Bid Evaluation, and Bid Winning Methods
1. Bidding control skills
1.The composition and division of labor of the bidding team.
2.The technology and market demand of the tenderer.
3.Strengthen the technical influence on the tenderer.
4.Analyze the main competitors and their strengths and weaknesses and differences.
5.Methods for embedding advantages and features into the tender documents.
6.The flexible design of the bid evaluation rules ensures that the bid is won.
Seven methods for writing bidding technical indicators
1) Complex - the number of words is large, the length is large, and the description of a certain functional requirement is detailed.
2) Simplicity - the number of words is small, the length is small, and the description of some functional requirements is brief.
3) Ming--obvious tendencies and prominent intentions.
4) Dark - vague tendencies and obscure intentions.
5) Strong - the manufacturer has a strong taste and traces.
6) Light - the manufacturer's taste, the traces are blurred.
7) Risk – Write in an emulatory style.
Second, the bidding skills
1.Reading comprehension and analysis of bidding documents.
2.Bid evaluation methods and clear bidding intentions.
3.The strategy of long-term operation evaluation experts.
4.Obtain a higher subjective scoring method.
5.Contract terms and contract format in the bidding documents.
6.Tender elements for bid scrapping and contract execution risks.
7.Bidding strategy with ** level.
8.* Selection of methods.
9.Composition of the tender documents.
11.Methods for the preparation of tender documents.
12.How to demonstrate and render the benefits of your products and solutions.
13.How to ensure the substantive response of the bidding documents to avoid major deviations.
14.The generation and prevention of scrapped standards.
15.Establish an internal audit system for the tender template library and bidding documents.
16.Precautions in the process of bid opening, evaluation, and calibration.
17.Clarification will give full play to the skills of field control and expression.
18.Contract negotiation and contract signing.