6 DE DICIEMBRE 2013
PRIMERA VENTA
VENTA REPETIDA
NUEVO MERCADO
MERCADO EXISTENTE
Mission Critical Solution
Complete Solution
Partial Solution
Point Product/Service
Component
ECONOMICO: Autoriza y libera los fondos
USUARIO: Verifica impacto directo en la tarea
TECNICO: Selecciona y valida
COACH: Me guía en el proceso de esta venta
INFRASTRUCTURA: Compra estandar y de rutina, compra domestica, infraestructura.
OPERACIONAL: Impacto directo en su ambito
Trusts my company’s performance Innovative, progressive management Is loyal to the vendors selected Commited to quality control Willing to pay for value added aspects of my
product Highest business ethics and integrity Wants a Win – Win on every sale
Inflexible on price Slow in making buying decisions No loyalty to my company or to me Authoritarian management system Secretive and unwilling to cooperate Want me to Lose so they can Win
Prospect
Qualify
Cover the bases
Close the
order
•Data suggests a potential fit •Data suggests a potential order •Data verifies a possible order •Clearly defined next steps •Little or no luck involved
UNIVERSE ABOVE THE FUNNEL IN THE FUNNEL BEST FEW
Confirmation Questions
New Information Questions
Attitude Questions
Golden Silence
PURPOSE Verify what is known about:
Each customer’s concept
Business Issues
Organizational Structure
Data accuracy Reveal discrepancies in the current information WHEN USED At the beggining of a sales call Before presenting any new product/service To build a foundation before moving forward
Aun Ahora Continua Actualmente Persiste Todavia Sigue
Ha continuado el problema de exceso de licencias medicas?
Siguen las mismas tasas de ausentismo?
PURPOSE Better understanding what the customer is trying to
accomplish, fix or avoid. Update information Identify missing information WHEN USED When encouraging a customer to explore his
Concept openly In response to an unexpected No answer to a
Confirmation Question When information is Missing or Unclear
Qué Como Donde Cuanto Cuando Cuantos
Puede elaborar Puede demostrar Puede explicar Podría describir Podría detallar
PURPOSE Uncover individual needs, desires, concerns, and
feelings Discover unidentified issues Understand attitudes and values WHEN USED To understand the customer’s feelings To get the customer’s perspective on the feelings of
others involved To understand the real issues
Areas of Possible Unique Strengths
Joint Venture Selling
Commitment Questions
Possible Basic Issues
Basic Issues Signals
Basic Issues Questions
PURPOSE • Move toward closure • Determine where you are in the sale • Obtain the customer’s agreement to take action
that moves the sales forward WHEN TO USE • Before the end of every sales call, to ensure that
customer will take action • To learn what remains to be done
• Decidir • Comprometer • Determinar • Recomendar • Planificar • Dirigir • Proponer • Acordar
Compartir Agendar Proporcionar Asegurar
People Product Process Knowledge Service Implementation Delivery Experience
Organization Customer Base Technology Reputation Application Training Logistics
Loss of power Loss of control Less leisure time Lack of skill
development Decrease of personal
productivity Not seen as a problem
solver Lack of recognition Stuck in a rut
Loss of security Being seen as malcontent Not invented here Seen as a sub par erformer Loss of credibility Lose freedom of choice Seen as me too Decrease responsibility Loss of self esteem Less time with family
• Hesitation
• Questioning attitude
• Repeated objections
• Argument
• Passive resistance
PURPOSE • Uncover why the sale is not moving forward • Discover unidentified issues • Learn how a customer may lose WHEN TO USE • After a No Response to a Commitment Question • As a final test to ensure customer commitment • When signals arise
Lógica de la Toma de Decisiones del cliente Carta de Presentación
Carta detallada con ejemplos, resultados demostraciones numéricas, etc.
Recomendación del consultor Llamado a la acción
SECUENCIA DE DECISIÓN DEL CLIENTE Conexión con objetivo y problema del cliente
(consistencia con su propia declaración) Solución propuesta y conexión con el
problema del cliente Evidencia de que se cuenta con la experiencia
necesaria y casos de éxito, etc. Recursos necesarios, requisitos condiciones,
presupuestos, plazos, etc.
Establecimiento de credibilidad Posicionamiento Construcción de la evidencia
Adecuación a la naturaleza, objetivo y envergadura de la venta. Multicanal.
Definición presupuestaria Proceso del cliente Liderazgo del proceso de venta Cierre/Adjudicación
Caso: Consultoría Objetivo: Maximizar la creación de valor para
el cliente Definir ex-ante cual es la creación de valor
para el cliente Establecer la tarifa en base al valor creado: P.
ej. 5% 10%. En conjunto con el cliente Acuerdo y decisión con el valor económico Establecer posicionamiento y diferenciación
(no licitación)
Líder del Mercado Referenciabilidad Pricing Qualification (Calificación del cliente) Compromiso del cliente, tiempo, pago Intangible, imagen, exposicion Visión del emprendedor Honestidad/Sinceridad en el
contrato/acuerdo
New Strategic Selling Robert B. Miller &Stephen E. Heiman The New Conceptual Selling Robert B. Miller &Stephen E. Heiman Persuasive Proposals, Tom Sant Value Based Fees, Alan Weiss Early Stage Sales GSB Class, Chuck de Vita http://www.youtube.com/watch?v=3PQIjCyIdWo Blog chilecomvalley.com
http://chilecomvalley.com/index.php/2011/01/como-hacer-tu-primera-venta/
Edison Acuña Leiton Asesor Startups, Lean Startup Cel: 98718383 Email: [email protected] Twitter: @edisonacuna Facebook: Lean Startup Chile www.meetup.com/ ProfesEmprendimiento/
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