孙子兵法之营销战略

1、Sun Tzu and the Art of Sales Leadership孙子兵法 之 营销战略c.j. Ng黄常捷1Management by Objectives目标性管理What is Strategy?什么是战略？2The 3 Components of Winning Strategies成功战略的3大组件The Goal/ Objective目标The Resources Needed所需资源The Responses from Customers and Competitors客户及竞争对手的反应3The Goal/ Objective目标Why this goal/ obj

2、ective?为什么要达到这个目标？How to achieve it?如何达到？What information is required?需要什么信息？What skills are needed?需要哪方面的技能？How to monitor progress?如何监控进度？4The Resources Needed所需资源Manpower人力资源Equipment设备Materials材料Funds资金Marketing exposure市场曝光Network人际网络5The Responses from Customers and Competitors客户及竞争对手的反应PEST政治

3、、经济、社会、科技 因素Customers receptivity客户的接受程度Competitors reactions竞争对手的反应Others其他6业绩 企业之命脉，死生之地，存亡之道，不可不察也。Sales. .the lifeblood of a company, a matter of life and death, survival or extinction. Indeed, something that needs to be studied, applied and re-modified consistently.7Formulating Your Strategy拟定战

4、略道：企业之愿景也The Way/ Vision天：时事大环境也 The Climate地：市场、区域、客户群体、实地情况也 The Ground将：销售领导能力也 The Leadership and People法：方法、技能也 The Methods and Processes8改变中的环境The Changing Environment客户现在跟五年前相比有什么区别？What are the differences in customers now compared to 5 years ago?客户五年后跟现在对比又将有什么区别？What will be some of the di

5、fferences in customers 5 years from now?9What Do Customers Expect from Sales People?客户对销售员有什么期望？Be personally accountable for customers results为客户的绩效承担个人责任Understand customers business了解客户的商务模式Proactively provide advice for customers主动为客户提出建议Suggest the right solutions that solve customers problems提

6、出能解决客户困惑的有效方案Be easily accessible客户能随时联系上Be creative in responding to customers needs能为客户的需求提出有创意的解决方法Source: HR Chally10Blue Ocean vs. Red Ocean Strategy 蓝海 vs. 红海战略Traditional Circus vs. Cirque du Soleil一般马戏团 vs. 太阳马戏团Traditional Bakery vs. Bread Talk一般面包店 vs. 面包新语Traditional Computers vs. Dell一般电

7、脑企业 vs. 戴尔电脑Ordinary vs. iPods一般MP3机 vs. iPodNormal Motels/ Hostels vs. Home Inns/ Motel 168 一般招待所 vs. 如家/ 莫泰11Price of Product vs. Cost of Purchase产品价格 vs. 购买成本12Price vs. Value价格 vs. 价值13What is the Value of Water?水 值多少钱？14What do Your Customers Value?你的客户会珍惜什么价值呢？A Value is NOT a Real Value UNLES

8、S the Customer Wants It!客户所不惜的就不是真正的价值15What Customers Want, Generally客户一般要的是什么？Same value, lower cost相同价值，更低成本Same cost, better value相同成本，更优质的价值Customised to needs量身订造16How does Your Customer Perceive You? 你的客户对你抱持什么态度？Manage Risk降低购买风险Shop Around随意更换供应商Partnering 与供应商形成伙伴关系Leverage Size以大订单作为杠杆Str

9、ategic Importance of Sellers Products 卖方产品的战略重要性Difficulty of Obtaining Substitutes 获得替代品的困难程度Source:HuthwaiteHi 高Lo 低Lo 低Hi 高17How do you measure Leadership Effectiveness?您将如何衡量领导力的绩效？18How Good Leaders can Add Value优秀领导者是如何增加价值的Getting team members to go the extra mile willingly让队员自愿地作额外的付出（行千里而不劳

10、者，行于无人之地也）Inspire team members to generate more creative solutions启发队员，使他们能够更富有创意地解决问题Motivating team members to take initiative with the appropriate actions激励队员，使他们能够自主地采取合适的措施与行动19Sun Tzus 5 Criteria for Leadership孙子兵法将者5律智Intelligence and Wisdom信Trust and Respect仁Compassion勇Courage严Discipline and

11、 Control20智Intelligence and WisdomAnalytical Intelligence分析能力Understands trends and numbers了解趋势与数字Good at problem solving善于解决问题Draws accurate conclusions达到准确的判断Practical Intelligence学以致用的能力Understands wide-ranging knowledge学识渊博Knows where to look for the right information知道如何找寻信息Identifies the right

12、 context for the right application知道在什么场合运用什么方式来解决问题Creative Intelligence创造力Sees new perspectives that others dont看到他人所看不到的观点Thinks laterally侧向思维Generates innovative solutions营造创新方案 21信Trust and RespectTrust in the leaders decisions信任领导的决策Trust in the leaders intentions信任领导的意图Authority is given, but

13、 respect is earned权利是加于的，但尊重是赢取的Lead by example以身作则22仁CompassionUnderstands the needs and aspirations of your team members了解各个队员的需求及奋斗目标Makes each sales person the best sales person she can ever be让每一个销售队员成为最优秀的销售员23勇CourageMaking decisions that team members dislike作出让团队不高兴的决策Making decisions that m

14、anagement dislikes作出让管理层不认同的决策Taking action付出行动24严Discipline and ControlTo discipline others, discipline yourself first严己宽人Control is ALSO about catching other doing the RIGHT things监控也包括“抓”到对方做对事25Who is the Best Sales Person?哪位是最优秀的业务员？26Who is the Best Sales Person?哪位是最优秀的业务员？27Who is the Best Sa

15、les Person?哪位是最优秀的业务员？28Who is the Best Sales Person?哪位是最优秀的业务员？29What will be Your Advice to Salesman A, B and C?你会给业务员A、B及C什么建议呢？30Who Are Some of The Leaders in You Admire谁是你你最仰慕的领导们What makes you admire them?你为什么会仰慕他们？31Traits of Good Leaders 优质领导的特征Ambition 雄心壮志Tenacity 坚韧不拔Self-confidence 沉着自信

16、Psychological Openness 心胸豁达Realism 脚踏实地Appetite for Learning 勤奋好学32How do you measure Leadership Effectiveness?您将如何衡量领导力的绩效？33How Good Leaders can Add Value优秀领导者是如何增加价值的Getting team members to go the extra mile willingly让队员自愿地作额外的付出（行千里而不劳者，行于无人之地也）Inspire team members to generate more creative solu

17、tions启发队员，使他们能够更富有创意地解决问题Motivating team members to take initiative with the appropriate actions激励队员，使他们能够自主地采取合适的措施与行动34Why Not Build a High-Performing Sales Team Instead?为什么不组建一个优秀的销售团队取而代之 ？Compare the best performing sales person(s) with the rest (the middle and worst performing) in your company

18、在公司内部将业绩最好的销售人员（们）与其他销售人员（业绩平平或最差的销售人员）进行比较 Find out what are the qualities or behaviours that are ONLY present in the best people, which the rest are not doing找出前者身上独有的（或后者身上缺乏的）素质或工作方法 35Why Not Build a High-Performing Sales Team Instead?为什么不组建一个优秀的销售团队取而代之 ？Structure the interview processes where

19、 you look for past performance whereby the candidate has demonstrated such ideal qualities or behaviours回顾在过去的招聘过程中能够显示应聘者此类优秀素质或工作方法的环节，并对其进行强化 If the qualities or behaviours can be learnt, structure your sales training such that everyone on your team can learn and internalise them如果这些优秀素质或工作方法可以通过

20、学习来获得，那么强化销售培训，使得团队每个成员都掌握它们 36Are Sales People Motivated by Money Only?销售人员是否只会被金钱所激励？If Not, What Else?如果不是，那还有什么能激励销售人员的呢？37What Might Motivate Sales People?什么能够激励业务员？Money金钱Achievement成就Recognition认可Relationship关系Prestige声望Good environment to grow良好成长环境Autonomy自主自由Purpose有所目的Others其他38Brainstorm

21、ing your motivation plan如何激励你的团队的脑力风暴Increase incentives and commissions增加奖金与佣金Introduce a competition引进销售竞赛Give recognition for the right behaviour针对正确的行为给于赞赏Give them a bright, positive future vision if they succeed给他们画一幅非常辉煌的愿景39What REALLY Motivates People什么真正能够激励他人Consequence后果40Types of Conseq

22、uences不同的后果Positive 正面Immediate 立刻Certain 明确Negative 负面Immediate 立刻Certain 明确Positive 正面Immediate 立刻Uncertain 不明确Positive 正面Future 未来Certain 明确Negative 负面Future 未来Certain 明确Negative 负面Immediate 立刻Uncertain 不明确Positive 正面Future 未来Uncertain 不明确Negative 负面Future 未来Uncertain 不明确Source:Daniels & Daniels

23、200741Re-Configuring Your Sales Incentives重新设计你的销售奖金制度Reward more for improvements insales performance, and less for mere re-ordering增加对销售绩效有所提高的奖金，而减少一般重复购买的奖金Implement group bonuses if team work is needed如需鼓励团队合作，实施团队奖金Give recognition for improvement in sales processes针对销售流程及技巧的改进给于认可与赞赏42Case St

24、udy 1案例1You have 3 top sales staff who contribute significantly to your total sales revenue你有3位业绩出色的业务员。他们的业绩占据公司总业绩的大部分However, each one of them has got different problems但是他们没一人都有一些毛病:“A” gives a lot of discounts to the extent that you dont make much profits“A” 在价钱方面打很多折，基本上导致公司利润少了许多“B” is great

25、in closing sales, but never provide any form of after-sales service“B” 签单能力特强，但从来不为客户作任何售后服务“C” generates sales only from2-3 existing customers, and has not gained a single new customer in the last 3 years“C”则只跟2-3位老客户做销售，而且在之前3年都没有引进新客户What would you do?你会怎么做？43Challenges in Sales Management销售管理遇到的

26、挑战Less than 15% of superstar salespeople succeed in management 少于15%的顶尖销售人员能够成为称职的经理Most people leave their jobs because they could not get along with their supervisors大部分离职的员工都是因为无法与上级融洽相处而这么做的Only 19% of effective new business developers are effective at maintaining long-term customers只有19%的新客户开拓人

27、员能够与客户保持长远良好关系Less than 15% of key account managers are comfortable developing new businesses只有15%的客户经理对发展新客户感到适意44Challenges in Sales Management销售管理遇到的挑战Nearly 65% of salespeople who fail could have succeeded in the right type of sales position for their skills将近65%的表现欠佳的业务员能在更合适的销售岗位上创造更优越的业绩Nearl

28、y 70% of strong customer support and service staff are able to maintain customer relationships将近70%的客服人员能够与客户保持良好长久关系60% of sales position failures are related to individuals with the wrong skills for the position60%的销售人员无法胜任其职是因为个人技能与岗位不匹配45Why Give Recognition?为何要给于赞赏？46Definition of Culture文化的定义T

29、hings people do unconsciously人们无意中做的事情47创建你的领导文化Creating Your Leadership Culture行为Behaviour反应Response期望Expectation效果Effect48创建你的领导文化Creating Your Leadership Culture行为Behaviour反应Response期望Expectation效果Effect文化Culture “这里做事的方式”“the way things are done around here” 49Positive Feedback正面反馈Context情景Actio

30、n行为Result结果50Corrective Feedback纠正反馈Context情景Actual action实际行为Result结果Expected action预期行为Result (enhanced)结果（优化）51Motivating Staff激励员工Happy Staff vs. Hungry Staff快乐的员工和饥饿的员工Who will be more motivated?谁更有工作动力？The question is how we keep staff hungry问题是我们如何让员工保持饥饿At the same time, we need to feed them

31、 as well同时，我们要喂养他们What do we feed or staff with?我们该如何喂养他们呢？52Case Study 2案例2Sam is a new sales person and showed a lot of promise during his initial training with the company. When he went on his work, he also put in lots of effort. Still, after 3 months, there wasnt any results generated. What woul

32、d you do?Sam是一位新业务员，并在入职培训的时候表现优异。他正式工作时也非常投入。但在三个月以后，他仍然没有任何业绩。你会怎么做？53“Doing the same thing over and over again and expecting different results.”“重复做同样的事情却期望不同的结果”Definition of Insanity愚痴的定义54Case Study 3案例3Susan was one of your better sales persons. Unfortunately, she hasnt been producing much re

33、sults lately. When asked about her performance, she replied that the customers just need a little longer time to make the decision this year. What would you do?Susan是你团队里较为优秀的业务员。不幸的是，她最近业绩欠佳。当你问她情况时，她说客户今年会比以往需要更长一点的时间作决定。你会怎么做？55Active Listening 聆听Always allow the other person to finish talking be

34、fore passing any judgments待别人叙述完再阐明自己的观点Ask clarifying questions让别人阐明问题Listen with your ears, eyes and emotions使用你的耳、眼及感觉来聆听56Case Study 4案例4Simon has been in touch with a prospect for quite some time. He has seen their decision makers, their technical buyers and even end-users. While responses are positive, there was no further progress. What questions would you ask?Simon跟进了一家客户已经有段时间。他一见过对方的决策者、技术人员甚至使用者。尽管反馈良好，但始终裹足不前。你会向他提问什么问