目錄
引言：企業(yè)銷售體系全景圖································································1
做企業(yè)，不重視銷售行不行？·······················································2
1．沒錢任性型·····································································3
2．安于現(xiàn)狀型·····································································5
3．無力突破型·····································································6
企業(yè)銷售體系全景圖···································································9
1．戰(zhàn)略目標(biāo)········································································9
2．業(yè)績(jī)管理······································································12
3．組織賦能······································································14
精華小結(jié)················································································16
第1部分 銷售戰(zhàn)略··································································17
第1章 戰(zhàn)略突圍··········································································18
1.1 市場(chǎng)洞察：從盲目跟風(fēng)到精準(zhǔn)定位········································19
1．宏觀調(diào)研：讓企業(yè)登上永不沉沒的大船·······························19
2．中觀調(diào)研：看透行業(yè)市場(chǎng)的全景沙盤··································23
3．微觀調(diào)研：挖出客戶未說出口的黃金需求····························29
1.2 企業(yè)定位：從同質(zhì)廝殺到差異制勝········································35
1．目標(biāo)客戶：雙向鎖定高價(jià)值戰(zhàn)略客戶··································35
2．核心價(jià)值：構(gòu)建四層穿透式價(jià)值發(fā)動(dòng)機(jī)·······························38
3．行業(yè)地位：從行業(yè)第一到細(xì)分市場(chǎng)唯一·······························42
1.3 業(yè)績(jī)目標(biāo)：從“拍腦門”許愿到科學(xué)拆解································43
1．銷售目標(biāo)：算清企業(yè)生存發(fā)展雙軌基線·······························43
2．業(yè)績(jī)結(jié)構(gòu)：用業(yè)績(jī)比例撬動(dòng)戰(zhàn)略落地··································45
3．區(qū)域分布：激活區(qū)域連鎖的“杠桿效應(yīng)”····························47
精華小結(jié)················································································50
第2部分 銷售業(yè)績(jī)··································································51
第2章 銷售漏斗··········································································52
2.1 銷售漏斗：從“黑箱博弈”到透明管控··································53
1．“點(diǎn)”：頭痛醫(yī)頭，腳痛醫(yī)腳··············································53
2．“線”：找準(zhǔn)問題，對(duì)癥下藥··············································55
3．“面”：上下貫通，面面俱到··············································60
4．“體”：復(fù)式管理，雙軌提升··············································62
2.2 業(yè)績(jī)航標(biāo)：從突破無力到精準(zhǔn)發(fā)力········································64
1．?dāng)U池塘：擴(kuò)大商機(jī)基本盤，實(shí)現(xiàn)業(yè)績(jī)結(jié)構(gòu)化增長(zhǎng)···················65
2．增轉(zhuǎn)化：突破大項(xiàng)目瓶頸，驅(qū)動(dòng)業(yè)績(jī)倍速增長(zhǎng)······················70
3．促?gòu)?fù)購(gòu)：鎖定高價(jià)值客戶，保障業(yè)績(jī)可持續(xù)增長(zhǎng)···················75
精華小結(jié)················································································84
第3章 RTL：從資源到商機(jī)···························································85
3.1 RTL管理：從單點(diǎn)作戰(zhàn)到資源裂變········································89
1．定點(diǎn)爆破：從陌生拜訪到關(guān)鍵人破冰··································90
2．順藤摸瓜：從單點(diǎn)突破到圈層輻射·····································93
3．全面開花：從零散訂單到批量成單·····································95
3.2 RTL地盤開拓模型：從無序開拓到階段可控···························101
1．R1階段：了解需求，證明實(shí)力········································102
2．R2階段：提供支撐，推動(dòng)合作········································104
3．RC階段：強(qiáng)化信任，擴(kuò)大戰(zhàn)果········································106
4．C1階段：挖掘需求，評(píng)估客戶········································107
5．C2階段：獲得認(rèn)可，深化聯(lián)系········································108
3.3 七步一回頭：從低效掃街到精準(zhǔn)拜訪····································109
1．第一次回頭：檢驗(yàn)區(qū)域開拓思路·······································112
2．第二次回頭：檢驗(yàn)資源拜訪深度·······································115
3．第三次回頭：檢驗(yàn)成果產(chǎn)出效率·······································117
3.4 客戶建檔：從信息流失到資產(chǎn)沉淀·······································123
1．組織檔案的管理：判斷客戶質(zhì)量與資源投入深度··················125
2．個(gè)人檔案的管理：找到關(guān)鍵角色與信任突破路徑··················127
3.5 拜訪輔導(dǎo)：從能力卡點(diǎn)到全面突破·······································130
客戶拜訪的輔導(dǎo)································································131
精華小結(jié)···············································································136
第4章 LTC：從商機(jī)到業(yè)績(jī)·························································138
4.1 LTC的價(jià)值：從看天吃飯到科學(xué)種田····································139
1．企業(yè)頭痛的現(xiàn)狀····························································139
2．把藝術(shù)變成科學(xué)····························································142
4.2 LTC的階段：從自我感動(dòng)到運(yùn)幬帷幄····································143
4.3 LTC管理流程：從粗放運(yùn)作到可靠管控·································146
1．L1階段：拜訪客戶，協(xié)助立項(xiàng)·········································146
2．L3階段：引導(dǎo)需求，埋入標(biāo)準(zhǔn)·········································150
3．L5階段：證實(shí)能力，明確價(jià)值·········································155
4．L7～L9階段：制定策略，投標(biāo)談判··································160
4.4 商機(jī)盤點(diǎn)：從模糊感覺到精準(zhǔn)預(yù)判·······································164
1．健康度盤點(diǎn)：對(duì)商機(jī)結(jié)構(gòu)進(jìn)行“全面體檢”························164
2．結(jié)果盤點(diǎn)：對(duì)業(yè)績(jī)目標(biāo)進(jìn)行“精準(zhǔn)對(duì)齊”···························168
4.5 項(xiàng)目分析會(huì)：從被動(dòng)丟單到主動(dòng)布局····································176
1．項(xiàng)目信息分析：避免銷售主觀臆斷····································179
2．項(xiàng)目組織分析：一張圖看清項(xiàng)目全局·································180
3．競(jìng)爭(zhēng)對(duì)手分析：避免被人半路“起底”······························183
4．攻單策略制定：用最低成本換取最大勝利···························184
精華小結(jié)···············································································185
第5章 銷售過程管理節(jié)奏····························································187
5.1 季度會(huì)：從松散作戰(zhàn)到戰(zhàn)略布局··········································188
1．分析地盤資源·······························································189
2．制定地盤策略·······························································191
5.2 月例會(huì)：從數(shù)據(jù)統(tǒng)計(jì)到對(duì)齊目標(biāo)··········································193
1．盤點(diǎn)業(yè)績(jī)進(jìn)度·······························································194
2．盤點(diǎn)商機(jī)數(shù)據(jù)·······························································196
3．盤點(diǎn)客戶數(shù)據(jù)·······························································198
4．盤點(diǎn)團(tuán)隊(duì)能力·······························································199
5.3 周例會(huì)：從只看動(dòng)作到重點(diǎn)聚焦··········································200
1．會(huì)前溝通輔導(dǎo)·······························································201
2．會(huì)中拉通目標(biāo)·······························································208
3．會(huì)后跟進(jìn)監(jiān)督·······························································210
5.4 銷售過程管理節(jié)奏····························································211
精華小結(jié)···············································································213
第3部分 銷售組織································································215
第6章 銷售組織：從人力消耗到人才復(fù)制的鐵軍工廠························216
6.1 人才招聘：從人員錯(cuò)配到精準(zhǔn)識(shí)才·······································218
1．人才畫像：構(gòu)建人才標(biāo)準(zhǔn)，規(guī)避憑感覺招聘························220
2．指標(biāo)權(quán)重：動(dòng)態(tài)篩選機(jī)制，招到最匹配人才························223
3．面試提問：打造真相雷達(dá)，穿透候選人偽裝························227
6.2 試用期管理：從人力成本到人才資本····································229
1．新員工培訓(xùn)：心力+能力，大幅縮短成才周期······················229
2．新員工考核：過程+結(jié)果，前置人員淘汰機(jī)制······················243
6.3 團(tuán)隊(duì)培養(yǎng)：從散兵游勇到正規(guī)團(tuán)隊(duì)·······································251
1．“4”型通道：銷售能力成長(zhǎng)的體系化模型···························252
2．訓(xùn)戰(zhàn)結(jié)合：讓課堂培訓(xùn)應(yīng)用于客戶實(shí)戰(zhàn)······························257
3．雙軌提升：讓人才培養(yǎng)實(shí)現(xiàn)自動(dòng)運(yùn)轉(zhuǎn)·································267
6.4 薪酬激勵(lì)：從形式考核到動(dòng)能激活·······································272
1．薪酬設(shè)計(jì)：如何低成本招到好銷售····································273
2．績(jī)效考核：如何精準(zhǔn)考核績(jī)效動(dòng)作····································276
3．職級(jí)晉升：如何讓銷售主動(dòng)領(lǐng)取任務(wù)·································279
6.5 組織賦能：從單兵作戰(zhàn)到團(tuán)隊(duì)協(xié)同·······································282
1．銷售“武器”：批量提升團(tuán)隊(duì)作戰(zhàn)能力·······························282
2．AB角：讓能力不足的銷售價(jià)值最大化·······························288
3．團(tuán)隊(duì)作戰(zhàn)：打造公司級(jí)的差異化優(yōu)勢(shì)·································292
精華小結(jié)···············································································294