Tudi slovenci smo lahko vrhunski prodajalci, bmc Krajnc, Drzava za gospodarstvo
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Bojan Krajnc, BMC International je eden najbolj prepoznavnih trenerjev na področju prodajne odličnosti v Sloveniji. Svoje bogate izkušnje črpa iz več kot 20-letnih izkušenj kot vodja prodaje in vodja marketinga v različnih podjetjih. V času vodenja prodajne ekipe mu je uspelo pridobiti tudi prestižna mednarodna priznanja tujih partnerjev za posebne dosežke srednje velikih in malih podjetij ter nominacijo na svetovni ravni za regijske partnerja leta na področju poslovnih rešitev. Med njegovimi naročniki so: Sberbank, Finančna hiša, Unicredit, Hypo, Baby center, Tuš, Mazda in številni drugi izjemno zadovoljni naročniki. Bojanove delavnice v okviru KOC-a so pokazale učinek že naslednji dan pri delu s strankami. Bistveno večja samozavest udeležencev in njihov nastop, več fokusa in navdušenja so prinesle povečanje prodaje in s tem se je tudi interes podjetja po nadaljnjem usposabljanju kadra bistveno povečal. Vsako podjetje si želi, da se učinki izobraževanja pokažejo na konkretnih rezultatih, ne samo v počutju.
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Más de Aleš Vidmar
Más de Aleš Vidmar (20)
Tudi slovenci smo lahko vrhunski prodajalci, bmc Krajnc, Drzava za gospodarstvo
- 1. Slovenci smo lahko vrhunski prodajalci BOJAN KRAJNC Ljubljana, 24.03.2016
- 2. Kaj skrbi 1.409 direktorjev z vsega sveta?
- 3. ‘Ljudje kupujemo od ljudi, ne od podjetij.’ Lee J. Colan
- 4. Na podlagi česa se kupci odločajo? 19% 19% 9% 53% Blagovna znamka Izdelek/rešitev Vrednost/cena Prodajna izkušnja Vir: CEB study
- 5. Od ust do ust Zadovoljna – navdušena stranka Nezadovoljna stranka
- 6. Kaj dela vrhunski Peter in ekipa?
- 7. 3 ključni viri za večjo prodajo…
- 8. 80% 48%
- 9. 80% 5-12 kontaktov 48% ne sledi
- 10. 53% prih. KK 41% Vir: Dealmaker Index Global Sales Benchmark Study
- 12. Portfeljska ABC 123 matrika: A3 = 0 A1 = 12 4%A2 = 11 3% B1 = 7 2% C1 = 0 B3 = 13 4% B2 = 67 24% C3 = 18 6% C2 = 151 54% Trenutnastrateškapozicija–poslovnamoč Potencialna strateška pozicija - tržna privlačnost 3 2 1 A B C TOP KLJUČNI KUPCI A1 KLJUČNI KUPCI A2 B1 Skupaj predstavljajo 9% portfelja (=30 kupcev)
- 14. Ti dosežejo 30% večje prihodke.* *Vir : Dealmaker Index Sales Benchmark Study 30% 54% Samo 54% ima dostop do odločevalcev
- 15. Zakaj je diagnoza pomembna?
- 17. Je to priložnost? Lahko konkuriramo? Lahko zmagamo? Je vredno zmagati? Ne dela z vsemi kvalificira
- 18. Se več pripravlja in manj improvizira
- 19. Se več pripravlja in manj improvizira Kdaj? Kaj naredim? PRED PRODAJNIM SESTANKOM NA PRODAJNEM SESTANKU PO PRODAJNEM SESTANKU
- 20. 5 TOP vprašanj, na katera stranke še vedno iščejo odgovore…?
- 21. 1. Kemija 1. vtis 2. Zaupanje 3. Strokovnost 4. EVK EPP 5. Koristvrednost 5 TOP vprašanj:
- 23. Formula zaupanja Kredibilnost Usmerjenost k sebi = Zaupanje + Zanesljivost + Domačnost
- 24. TOP3…
- 25. ViP
- 26. 40 Visoko kakovostnih vprašanj v prodajnem pogovoru
- 27. Ali ste dobri poslušalci?
- 29. Tržna realnost je… 71% Poznavanje lastnega produkta/storitve 36% Posel svoje stranke Kaj prodajniki dobro obvladajo? Vir: SiriusDecisions, PMM Survey
- 30. 60% prodajnikov zna odkriti potrebe 28% višje doseganje kvote Vir: Dealmaker Index Global Sales Benchmark Study
- 31. Kdo naredi Kaj do Kdaj?
- 32. Ne samo jaz MI
- 36. Uspeš lahko, ko nihče ne verjame vate, celo ko te vsi obtožujejo. Vendar nikdar, ko ne zaupaš vase! Orison Sweety Marden
- 37. Kako obvladati prodajni teritorij in stranke? Kreativni premor za razmislek • Kako danes planirate in izdelujete napovedi v prodaji? • Kako danes ocenjujete/analizirate potencial obsega priložnosti za povečanje prodaje? • Kako danes planirate svoje čas in katera orodja uporabljate? • Kako merite rezultate?
Notas del editor
- At The TAS Group we like questions. Is there an Opportunity? Can We Compete? Can we win? Is it worth winning? Questions uncover assumptions that are either validated or challenged…both outcomes are very healthy! Asking questions gets underneath those assumptions about your opportunities and re-evaluates your position We have 2 key parts to today - we want to ensure you don’t end up working deals you have no chance of winning And that you don’t lose the deals you should have won because of failure to recognise and deal with early warning signs. I’d like to start our session today with a question. The framework may be the same but lets start with the deals you should not be workign on. Think about your current pipeline. If you are like many sales people and sales managers out there, there will be some opportunities that you feel really good about having in your pipeline and when you work on them you are confident that you are investing your time and your company’s resources in the right place. Then there is the flip side: each time you work the opportunity record, the deal kind of makes you feel uneasy. When you have your 1:1 with your manager, you REAlly hope she doesn’t ask you about that one. Here is my question – think about that deal. Why is it there? Why haven’t you taken it out behind the wood shed and out it out of its misery? For all of you sales people, that is a cruel question – but one that can be all to real. The point of out time today is to talk to you about how you can change the future…to make sure more often than not, when you get “that phone call” is it to tell you beat your competition and won that deal. Lets dive in.
- 3
- In the event that you have some doubt, lets take a look at some research about our buyers and what they want. In a research report that our partner CEB was kind enough to share with us, we see what drives the buying decisions. The largest impact on the buying decision is the Buyers experience with Sales. And when they dug into what the buyers meant by the sales experience, CEB found that buyers were looking for sellers that could: 1 Provide unique, valuable perspectives on the business or the market - solution 2. Help me navigate alternatives - direction 3. Help me avoid potential mistakes - education 4. Teach me about new issues - information 5. Be supportive within my organization - assistance These 5 points build Credibility and we are in a position to help our sales people exhibit this type of behavior – more importantly, if we do it, we will gain a significant competitive advantage
- 5
- Thanks Suzanne. Appreciate everyone joining. For any of us who have sold, we know the pain of not only trying to identify who the key players are but then successfully navigating to them and winning them over – gosh so hard right Aine? Absolutely, As a sales person there are really only two things you can do - find the right people to talk to and then say the right things. By understanding the formal and informal decision processes you should be able to determine who are the right people and understand the customers political structure as it relates to your opportunity. Mapping a prospect/customer/buyer organization visually is a well-understood pain. You need to do it as it helps to identify and navigate to the Key Players: those buyers that control outcomes, decide what will happen and make things happen vs. others that watch and wonder what happened. As you can see from this stat only 54% of reps say they can access key players but the rewards are well worth it – those that do achieve 30% more revenue. When we talk about KEY PLAYERS Based on the analysis of 1000s of sales reps, we know that just over half of sales professionals know how to access key players. In this latest version of the Dealmaker Index survey 2-13 (n=750) we learned that 54% can gain access to Key Players, and they achieve 30% more Revenue than those those that do not access Key Players.
- ….and All Methodologies focus on Key Players – those that control outcomes – that is because many things are changing in the landscape we are selling into but the one thing that has not changed is that people, often teams of people make decisions to buy – not companies. In TAS language the Key Players directly impact one of the 4 key questions – Can we Win? Do you have access to the right people who can buy or put another way Are the right, powerful people in the customer’s organization on your side and do they want you to win? Most deals are not lost because you don’t have the best solution or the best price – they are usually lost because you didn't understand the politics of the organization – in other words the most powerful people in the customers org didn't’t want you to win. From a people perspective what do we need to Win Inside support who in the org wants you to win, are they both willing and able to act on your behalf. Unless you have an inside supporter it will be difficult to succeed. You need someone to guide you, open doors, give you feedback. executive credibility – you need to establish trust and credibility with the true executive sponsor – and of course gain access to them in the first place. cultural compatibility is esstential by that I mean – the ease with which you and the customer can do business together and understanding that helps you stay attuned to changing circumstances. Can we win … yes but only if we know the informal decision criteria – the customers “behind the scene” thinking that give one vendor an edge over another. And have pol alignment – if you have true political alignment then you should have some insight into the informal decision criteria – if you don’t have insight then you might question your interpretation of your political alignment. When your sales people are doing the right things
- And if you are still in doubt…..Forrester has told us through their research that Senior executives believe that while 71% of sellers understand their own solutions, only 36% understand their business. In a customer-first world, this leads to frustrated buyers and lost business. You only get one first call, and only 25% of first calls result in a follow-on meeting.