Large-customer sales Find the right person: burn incense can not worship the wrong Buddha "to find the right person, said the conversation, do the right thing" is the nine words of truth of large-customer sales. Some salespeople said a basket of words, things to do a lot, but the results are futile. The reason for this is that they are not looking for the right person. To the Goddess of Mercy burning incense to seek wealth, to the God of Wealth kowtow to seek children, this is not a mistake? However, in the sales of large customers, such a "fool" is not uncommon. Because, large customers in the various "Buddha" is "invisible", to accurately find you to worship the "Buddha" is not easy, you must open your eyes, carefully visit, can be in the After the "five steps" to see the "real Buddha". The first step, analyze the customer procurement process Case Description 1 - A company's procurement A company is a professional production of bearings of multinational enterprises, the domestic production of bearings are mainly supplied to the Shanghai General Motors, Shanghai Volkswagen, FAW-Volkswagen, Shenlong Fukang and other car manufacturers, raw materials rely on imports from abroad, the cost of higher. Recently, in order to reduce costs, Company A decided to select a supplier of steel raw materials from China itself by means of a public tender. After the announcement of the tender information, *** there are 10 domestic steel companies and traders to negotiate. After the determination of the technical department, Company A selected 5 enterprises, and Baosteel was among them. In response to the proposals of the 5 enterprises, Company A set up a project team (composed of technical, financial, procurement, production, general manager's office and other departments). Through comparative analysis and price negotiation, the project team generally believed that Baosteel was superior to other competing companies, and submitted an evaluation report for the general manager's decision. Finally, Company A decided that Baosteel would undertake the project and instructed the Purchasing Department to follow up on the project. Analysis of the internal procurement process of the customer The internal procurement process of the customer is not clear, you will be like a fly on the wall, do not know how to follow up on the customer according to the customer's procurement process. From the above case, it is easy to see that the procurement process of large customers are generally: internal demand → establish the project → collect information → technical screening → project evaluation → final decision → follow-up services Sales staff only understand the customer's procurement process, and according to the customer's procurement stage to develop sales programs to meet the different requirements of customers at different stages. It can be seen, within the customer generally go through three stages: the procurement department to collect information, preliminary screening partners; project team evaluation and analysis, price negotiations; project decision makers to finalize the final decision. Sales staff to clarify the customer's internal procurement process, according to the project process focus on establishing a good relationship with different people, for the progress of the project is very helpful. In key account sales, the result is important, but only do a good job in every aspect, in order to achieve good results. The second step, analyze the customer's organizational structure Case Description 2 - IBM Keyboard Company B purchased a number of computers, various departments are very satisfied with the computer, but some controversy over the IBM keyboard. d keyboard manufacturer's sales staff Zhang San learned of this news, decided to sell keyboards to this enterprise. The client held a meeting for this purpose, which was devoted to the replacement of the keyboards. The meeting was attended by the general manager's office director, engineers from the technical department, Li from the marketing department, Huang from the finance department and Wang from the sales department. Departments to take the following position: Office Director: everyone has to work every day with the keyboard, we have to strive to make everyone happy. Technical department: Both keyboards are bad. According to our maintenance report, Lenovo has the lowest failure rate for keyboards. Marketing Department: D keyboard is too loud, the marketing department is crowded and annoying. hp keyboard is good, very quiet. Finance Department Huang: No matter which keyboard you want, the most important thing is that the price should not exceed the budget. Sales Department Wang: D company's keyboard feel very smooth, touch very comfortable, and the sound is better. In the discussion, everyone expressed their own views, arguing. Finally, the director of the general manager's office announced helplessly, "Forget it, let's not change it, let's use the IBM keyboard." Analysis of the customer's internal organizational structure: Only know the customer's internal organizational structure, in order to grasp the relevance of each department, the degree of relevance, according to the organizational structure of each breakthrough, to achieve sales. From the above case can be seen in Company B's internal organizational structure (the following chart), the general manager of the Office of the Director is a very key figure, the role of other departments are different - sales and marketing department concerned about the use of the situation, the technical department concerned about the maintenance of the financial department concerned about the budget, the general manager of the Office of the Director of the Department concerned about the coordination of the various departments with the interests of the optimization. If the salesperson had worked with the different departments before the seminar, based on the organizational structure of Company B, the seminar might have had a different outcome for the salesperson. Steps Internal Purchasing Process Planning and Arrangement of Sales Personnel Desired Purpose Step 1 Generation of Demand Plan Contacting Customers, Exploring Demand Stimulating Demand, Expanding Sales Step 2 Establishing Purchasing Programs Participating in the Development of Purchasing Criteria Determining the Advantages of the Program Step 3 Purchasing Department Gathering Information Providing Information and Developing "Intelligence Officers" within the Customers Establishing Step 4: Technical department screening Actively participate in the process to establish technical advantages Utilize purchasing criteria to establish thresholds Step 5: Project team evaluation Relationship penetration and project negotiation Establish evaluation advantages and exclude competitors Step 6: General manager decision-making Confidence building and high-level interaction Define the project and win the order Step 7: Execution Implement the project and follow up services Fulfill the promise and enhance loyalty Step 3: Clarify the functions of each department The third step is to clarify the functions of each department General Manager's Office Sales Department Marketing Department Technical Department Finance Department In the sales process of large customers, due to the different divisions of labor within the customer's departments, the focus of concern is also different. Sales staff only understand the functions of each department of the customer, only clear which departments are supporters, which departments are neutrals, which departments are opponents, in order to take different strategies to "treat the symptoms". Analysis of the relationship between the five functional roles within the customer: the customer's internal functions can be broadly divided into five types: economic, technical, use, financial, coaching. (See table) sales staff need to pay attention to: in practice, may be several types of functions set in a department, or even a person. For example: private enterprises may be five types of functions set in the boss, there may be two or three functions only a person responsible for. In addition, the role of the project decision-making role is sometimes not necessarily only the five types of departments, but also other roles, such as the project decision-maker's secretary, wife, relatives, children and so on. This requires salespeople in the process of clarifying the role of the various functional departments, can not be generalized, but to improvise. Step 4: Take the initiative to get effective information Case Description 3 - take the initiative to approach the key person Huangyan company is a machining as the main business of manufacturing enterprises, with a number of skilled and experienced engineers and skilled workers, and processing machinery and equipment advanced, its excellent processing skills in the industry has a reputation. Recently the company's key account manager Ding Li distressed, because it is responsible for the old customer Yuhuan Machinery Company, a bidding project delayed no reply. Several similar companies are eyeing this project, ready to win the bid at a very low price. Ding Li had already secured the support of Yuhuan Machinery's Purchasing Department and Technical Department, but the project was under the personal responsibility of Mr. Han, the president of Yuhuan Machinery, and these two departments were not the key departments. All the information Ding Li got was that Mr. Han was in the process of evaluation, and he didn't know anything about the other situations. In other words, Ding Li was caught in an "information island" in the middle of the project (communication had been fine, the proposal had been submitted, and the client was in the middle of the project evaluation). In the "information silo" period of a large project, salespeople should not passively wait for the customer's notice, but actively take measures to approach the decision makers to obtain effective information that will affect the winning of the bid, so as to formulate an effective strategy. In the process of long-term cooperation, Ding Li knew that military enterprises have been the key development customers of Yuhuan Machinery Company, but due to the lack of human resources in Yuhuan Machinery Company's mechanical design, the lack of product structure design constraints on their cooperation with the target customers. In order to get close to Mr. Han, Ding Li asked the technicians of Huangyan Company to develop a complete set of technical reform program for Yuhuan Machinery Company and put forward the initiative of in-depth cooperation between Huangyan Company and Yuhuan Machinery Company on technical projects. When the technical department gave Ding Li's proposal to Mr. Han, Mr. Han was especially happy and made an appointment to meet Ding Li on the same day to discuss the deep cooperation of technical projects. During the conversation, Ding Li learned that in this project bidding, Yuhuan Machinery Company valued the technical service provided by the partner more than the price, and they were very satisfied with the technical service provided by Huangyan Company. At this point, Ding Li hanging heart just counted on the ground. In the end, Yellowstone won the bid with a price 5% higher than the competitors. Step 5: Find the key people, a hammer Case Description 4 - Capture the hearts of decision makers JAC Group is a very famous large-scale enterprises in Anhui Province, a few years ago in a 1.5 million yuan of information technology software engineering bidding project but lost to a small, unknown local companies. The reason for the failure of the bidding is not the price, service, quality, but the other side attacked the deputy general manager in charge of the bidding. It turned out that the person in charge of that tender is the customer's deputy general manager Mr. Wang, the competitor Miss Liu contacted Mr. Wang's wife through the customer's staff, and quickly gained the trust of Mrs. Wang, from Mrs. Wang to get Mr. Wang to Shanghai on business. Mr. Wang had just stepped off the plane when he saw a waiter holding up a beautiful and generous pick-up sign with his name written on it. At the behest of "a friend", the waiter put Mr. Wang in a five-star deluxe room. Immediately after, Mr. Wang received a flower basket from "a friend" welcoming him to Shanghai. Of course, all this was arranged by Ms. Liu, a competitor of JAC Group. On the afternoon of the day Mr. Wang finished his business, Ms. Liu called Mr. Wang to explain the arrangement, hoping to get to know Mr. Wang, and expressed the hope that Mr. Wang would allow their company's technicians to go to Mr. Wang's company for technical exchanges. Miss Liu then led Mr. Wang to watch his favorite play, The Teahouse. Two days later, Mr. Wang returned to Miss Liu and arranged a car to take Mr. Wang to the airport. Before leaving, Mr. Wang agreed to the technical exchange very quickly. In the whole process of project operation, the various synergistic departments have felt the inclination of the deputy general manager Mr. Wang, so Miss Liu was very smooth to take that 1.5 million yuan of orders. Through the several cases listed in this article is not difficult to find, in large customer sales, sales staff only in the analysis of the customer's internal procurement process, organizational structure, clear their respective functions on the basis of the key moment to take the initiative, access to effective information, the main attack on the key departments, key people, in order to have a greater certainty of winning. 2010, Dongguan City, Mayong Township, invested 1.773636 million yuan to help the village of Shanglai,,. Actively carry out education, projects, medical care, employment, public **** health and tourism to help the poor, the results are outstanding, the per capita net income of households reached 2,464 yuan, a year-on-year increase of 23.1%, the rate of poverty eradication is 50.98%.
Thanks to Dongguan City, Ma Chung Town's enthusiasm for the city's poverty alleviation good deeds! Promote good deeds and eagerness to help people!
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