客户心理分析及高端客户开拓技巧.ppt

China . Yangzhou. 2015 Purpose: To establish the characteristics of “eagle sellers” and “journeypeople sellers”, to highlight their differences, and to correlate how the use of process impacts each segment Key Instructor Notes: The “20-80” rule applies here. Often a sales force is made up of 20% Eagles and 80% Journeypeople Explore the characteristics of eagles (the bird). Conclude that successful sellers are called “Eagles” because they are perceptive but tend to be rare and act alone (not in flocks) Are intuitive – meaning If you asked an eagle, “How did you know to do that during the sell cycle” – they may not be able to exactly describe to you how they did it they are usually competent in their approach. They may say “it comes natural to me”. – we call this “unconscious competent” Process is key to success – They can be good salespeople who appreciate structure but are less intuitive. If they can emulate what eagles do via a replicable process that defines the eagle behavior, they can become more successful, consistent performers. If we can get eagles to see the value in using process they can become more consistent and really unbeatable.” Transition: “So what are the components of eagle behavior, that as journeypeople one may want to emulate… and as eagles, they would want to recognize and utilize more consistently? Answer: components of ‘situational fluency’ …” Additional Insight: Eagles can’t often make poor managers because they have difficulty coaching their sellers. They can’t always tell them what they are doing wrong because of their “unconscious competence”. They may say “just watch how I do it.” If you apply the theory of Geoffrey Moore’s “Technology Adoption Lifecycle” (from Crossing the Chasm). You can make the case that if the market is segmented into “innovators and early adopters” – they are “visionary” (20% of the market) and “majority and laggards” – they are “conservative” (80% of the market) then you often have a “journeyperson” se