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········································································9
2．業(yè)績管理······································································12
3．組織賦能······································································14
精華小結················································································16
第1部分 銷售戰(zhàn)略··································································17
第1章 戰(zhàn)略突圍··········································································18
1.1 市場洞察：從盲目跟風到精準定位········································19
1．宏觀調研：讓企業(yè)登上永不沉沒的大船·······························19
2．中觀調研：看透行業(yè)市場的全景沙盤··································23
3．微觀調研：挖出客戶未說出口的黃金需求····························29
1.2 企業(yè)定位：從同質廝殺到差異制勝········································35
1．目標客戶：雙向鎖定高價值戰(zhàn)略客戶··································35
2．核心價值：構建四層穿透式價值發(fā)動機·······························38
3．行業(yè)地位：從行業(yè)第一到細分市場唯一·······························42
1.3 業(yè)績目標：從“拍腦門”許愿到科學拆解································43
1．銷售目標：算清企業(yè)生存發(fā)展雙軌基線·······························43
2．業(yè)績結構：用業(yè)績比例撬動戰(zhàn)略落地··································45
3．區(qū)域分布：激活區(qū)域連鎖的“杠桿效應”····························47
精華小結················································································50
第2部分 銷售業(yè)績··································································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”：頭痛醫(yī)頭，腳痛醫(yī)腳··············································53
2．“線”：找準問題，對癥下藥··············································55
3．“面”：上下貫通，面面俱到··············································60
4．“體”：復式管理，雙軌提升··············································62
2.2 業(yè)績航標：從突破無力到精準發(fā)力········································64
1．擴池塘：擴大商機基本盤，實現業(yè)績結構化增長···················65
2．增轉化：突破大項目瓶頸，驅動業(yè)績倍速增長······················70
3．促復購：鎖定高價值客戶，保障業(yè)績可持續(xù)增長···················75
精華小結················································································84
第3章 RTL：從資源到商機···························································85
3.1 RTL管理：從單點作戰(zhàn)到資源裂變········································89
1．定點爆破：從陌生拜訪到關鍵人破冰··································90
2．順藤摸瓜：從單點突破到圈層輻射·····································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，證明實力········································102
2．R2階段：提供支撐，推動合作········································104
3．RC階段：強化信任，擴大戰(zhàn)果········································106
4．C1階段：挖掘需求，評估客戶········································107
5．C2階段：獲得認可，深化聯系········································108
3.3 七步一回頭：從低效掃街到精準拜訪····································109
1．第一次回頭：檢驗區(qū)域開拓思路·······································112
2．第二次回頭：檢驗資源拜訪深度·······································115
3．第三次回頭：檢驗成果產出效率·······································117
3.4 客戶建檔：從信息流失到資產沉淀·······································123
1．組織檔案的管理：判斷客戶質量與資源投入深度··················125
2．個人檔案的管理：找到關鍵角色與信任突破路徑··················127
3.5 拜訪輔導：從能力卡點到全面突破·······································130
客戶拜訪的輔導································································131
精華小結···············································································136
第4章 LTC：從商機到業(yè)績·························································138
4.1 LTC的價值：從看天吃飯到科學種田····································139
1．企業(yè)頭痛的現狀····························································139
2．把藝術變成科學····························································142
4.2 LTC的階段：從自我感動到運幬帷幄····································143
4.3 LTC管理流程：從粗放運作到可靠管控·································146
1．L1階段：拜訪客戶，協助立項·········································146
2．L3階段：引導需求，埋入標準·········································150
3．L5階段：證實能力，明確價值·········································155
4．L7～L9階段：制定策略，投標談判··································160
4.4 商機盤點：從模糊感覺到精準預判·······································164
1．健康度盤點：對商機結構進行“全面體檢”························164
2．結果盤點：對業(yè)績目標進行“精準對齊”···························168
4.5 項目分析會：從被動丟單到主動布局····································176
1．項目信息分析：避免銷售主觀臆斷····································179
2．項目組織分析：一張圖看清項目全局·································180
3．競爭對手分析：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···············································································185
第5章 銷售過程管理節(jié)奏····························································187
5.1 季度會：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：從數據統(tǒng)計到對齊目標··········································193
1．盤點業(yè)績進度·······························································194
2．盤點商機數據·······························································196
3．盤點客戶數據·······························································198
4．盤點團隊能力·······························································199
5.3 周例會：從只看動作到重點聚焦··········································200
1．會前溝通輔導·······························································201
2．會中拉通目標·······························································208
3．會后跟進監(jiān)督·······························································210
5.4 銷售過程管理節(jié)奏····························································211
精華小結···············································································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制的鐵軍工廠························216
6.1 人才招聘：從人員錯配到精準識才·······································218
1．人才畫像：構建人才標準，規(guī)避憑感覺招聘························220
2．指標權重：動態(tài)篩選機制，招到最匹配人才························223
3．面試提問：打造真相雷達，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：心力+能力，大幅縮短成才周期······················229
2．新員工考核：過程+結果，前置人員淘汰機制······················243
6.3 團隊培養(yǎng)：從散兵游勇到正規(guī)團隊·······································251
1．“4”型通道：銷售能力成長的體系化模型···························252
2．訓戰(zhàn)結合：讓課堂培訓應用于客戶實戰(zhàn)······························257
3．雙軌提升：讓人才培養(yǎng)實現自動運轉·································267
6.4 薪酬激勵：從形式考核到動能激活·······································272
1．薪酬設計：如何低成本招到好銷售····································273
2．績效考核：如何精準考核績效動作····································276
3．職級晉升：如何讓銷售主動領取任務·································279
6.5 組織賦能：從單兵作戰(zhàn)到團隊協同·······································282
1．銷售“武器”：批量提升團隊作戰(zhàn)能力·······························282
2．AB角：讓能力不足的銷售價值最大化·······························288
3．團隊作戰(zhàn)：打造公司級的差異化優(yōu)勢·································292
精華小結···············································································294