整体方案销售技巧(Solutionselling).pptxVIP

MSS for Partners Overview ;Credit and Copyright;Preface;Customers and competitors demand we change: Customers want trusted advisors, not vendors Many competitors fill that role We need to sell more to Lines of Business Execs-they have the money and drive most new IT acquisitions LOB Execs buy solutions to their business problems, not technology ;Buyers tell me our services cost too much and they couldn’t cost justify them.” They wouldn’t let me in at the right level.” The consultant didn’t do a good job.” I lose control of our prospects at the end of the sell cycle.” We got in too late.” The prospect didn’t know what they wanted.” We missed the needs of certain committee members.” I get an opportunity started and our resellers drop the ball.” My manager tells me what to do, NOT how to do it.” My competition sells face-to-face while my manager forces me to sell over the phone.” Management demands detailed written sales forecasts - do they want me to sell or fill out forms?” Prospects can buy the same capabilities from someone else, so I have to outsell my competition to win the business.”;It is becoming increasingly difficult to predict revenue.” My salespeople are comfortable calling technical and end users but are ineffective with executive management.” We lose to no decision more than to any single competitor.” Only a few of my new hires develop into top producers.” Salespeople need technical people with them on too many calls.” Marketing efforts are out of synch with our sales efforts.” Salespeople blame losses on the product.” As soon as the pipeline looks good, prospecting stops.” It is difficult to find new opportunities, so we end up responding to RFPs wired for our competition.” By the time I get asked to get involved the rep is already losing.” My salespeople don’t know when to disqualify (or qualify out).” We sell technology that buyers don’t fully understand to help them address problems they don’t know how to solve.”;Objectives of MSS for Partners;MSS