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Jingdong book

互联网时代的大客户销售

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Jingdong book

互联网时代的大客户销售

Name: 互联网时代的大客户销售
Brand: Jingdong book
SKU: 3102001041
Price: 43.36 USD
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Editer Recommend

这是一个客户掌握了主动权和控制权的时代，看采购周期的五大阶段如何成就你的持久竞争力。
营销及销售行为粉扑儿孙路弘倾情推荐，一本让全球SPIN销售大师尼尔·雷克汉姆推崇备至、自愧不如的书。
在互联网时代，规求无度的销售必然失败，操纵他人的销售必然失败，自其是的销售必然失。
如何第一时间觉察客户的需求并及时响应？
如何确保采购项目组多位决策者最终一致通过？
如何消除客户的顾虑，拿到最好的成交价格？
如何在对手林立的竞争中，与客户建立长期而稳固的关系？
如何依托社会化媒体，让客户口碑带来迅猛提升的销售额？

Content Description

《互联网时代的大客户销售》讲的正是买卖，正是写给卖方的。只不过它不是从卖方的视角出发来看问题，而是集中在买方是如何思考的。

Author Description

约翰·霍兰德，美国销售权威，“以客户为中心”销售理论创始人，世界顶级销售培训公司--销售系统开发与培训公司联合创始人，曾任职于IBM。他的文章常常登载于美国权威销售杂志。
蒂姆·扬，世界顶级销售培训公司销售系统开发与培训公司首席执行官，曾任哈特一汉克斯营销服务公司总裁。

Catalogue

引言
销售已进入互联网时代
让销售流程成为你的竞争优势
与客户保持一致
采购行为是可以预测的

第一部分现在，客户说了算
第01章采购与销售，古怪的一对
大客户眼中的销售人员
谁能掌握控制权
大客户究竟是如何购买的
卖家难辞其咎
[小结]
第02章互联网带来的采购革命
搜索，一切尽在掌握
社交网络，让采购掌握了主动权
确定自己的需求
客户如何回应陌生拜访
紧跟客户的采购周期
[小结]

第二部分 B2B采购周期的五大阶段
第03章第一阶段：觉察销售机会
营销与销售的整合
透视客户的大脑
关注就是一切
强行推销，还是耐心培养
激发觉察需求
想客户之所想
[小结]
第04章第二阶段：用细节赢得调研之战
前互联网时代的调研方式
互联网时代的调研方式
见招拆招，销售新方法
定位自己，获胜调研阶段
[小结]
第05章第三阶段：确立采购偏好
采购活动以人为本
影响客户的采购偏好
……
第三部分建立辅助采购式销售文化
译者后记

Book Abstract

会议结束之前双方交换名片。苏珊离开后，你意识到自己在这次面谈中学到了很多东西，而且很明显，她对语言本地化业务非常了解。你需要收到一份详细的方案书，包括定价、具体完成的任务、时间安排、当产品更新时如何同步修改国外的资料等。当然你也想到了经销商招募的员工也可以完成翻译工作，但是考虑到这个项目面前的道路，你还是希望联系一家该领域内的专业公司。
接下来的几周，那家翻译公司的销售人员又跟你见了两次面，通了几次电话，澄清了一些需求与问题。最后她到你公司现场介绍他们给出的建议方案，包括完成每种语言的具体任务和时间表。她介绍了一位项目经理给你，后者帮忙完成了这份建议书，同时也将成为该项目的主要联系人。这份建议书的完整性让你印象深刻，你觉得这位销售人员业务精湛又了解你的需求，一定能够按计划完成任务。项目经理介绍了自己的背景，包括以前跟进过的一些项目，你觉得他的能力与工作态度完全不用担心。
你下一个要见的人是财务总监，这个本地化项目的预算必须由他批核。多亏之前销售人员提供了详细全面的建议书，你能够当场解答总监提出的问题。公司在这个项目上还有很多工作需要完成，你有把握这家供应商完全可以胜任。然而会议即将结束时，财务总监提了一个问题，让你不由得心中一凛：“鲍勃，干得不错，你及时完成了该做的工作，而且我也相信这家供应商能为我们提供好服务。不过，这毕竟是笔大开支。我很好奇，你还找了哪些公司？”你唯唯诺诺地回答只找了这一家供应商，心中顿时明白你为这个项目做的准备不够充分。
……

Introduction

[代序]
重新思考销售流程中的每一步
销售大师尼尔 ·雷克汉姆
20多年前，我刚刚开始撰写《大客户销售策略》（Major Account Sales Strategy）一书。我在开篇写道：
衡量一套销售策略是否有效，要看它有没有成功影响客户的采购决策。如果我们依照对客户的影响程度来评定一套策略成功与否，那么我们越了解客户的决策流程，我们的策略就越有效。客户才是焦点。
拙著的独特贡献即在此，它首创了销售策略的逆向规划--从 B2B客户如何采购开始。《大客户销售策略》的研究耗时十年，我观察分析了数千次客户与销售人员的互动交流，有段时间甚至雇用了 20人的团队收集数据并加以分析。所以，当我最终把这堆积成山的资料编撰成书时，请原谅我 20年前的狂妄，我以为我将改变销售界。正如常抱有幻想的天真的年轻改革者一样，我真心相信，人们只要读了这本书，就会大彻大悟，悔不当初。我幻想着，全世界的销售副总裁都会说："原来如此！我们以前怎么就没想到呢！从前种种所谓策略，出发点都是我们希望怎么卖掉产品，而不是客户希望如何购买。现在我们必须全盘重来，非改不可。"
我的幻想并未实现。我不否认《大客户销售策略》有其影响力，不过，我也不得不承认，看到改变如此缓慢，我颇有些意冷心灰。平均而言，我每周阅读一本新的销售书籍，每年还要审读几十本图书的手稿，这些新书的作者期望我能美言几句。年复一年，我惊叹如此多的作品都如此少地提及客户，更有甚者，竟然把客户当成大麻烦，因为他们给销售周期添乱、让销售周期变缓。我总会嘀咕一句，"为什么不重视客户？"这些作者可算是销售行业的反面教材。众所周知，虽然那种要么把客户当做傻瓜，要么把客户当做敌人的老式强硬销售已被淘汰出局，但取而代之的林林总总的法子，却都是教人精心策划去"赢"客户的钱。要是能敲一敲这些榆木脑袋、给这些作者灌输几条简单的真理就好了。客户不是傻子，他们比你精明多了。要和他们耍花招、玩技巧、使手段，甭想瞒过他们。他们能嗅到其中最微弱的操纵意味。毋庸讳言，对此我有些愤世嫉俗。
这时，我看到了约翰 ·霍兰德与蒂姆 ·扬的这本书。当出版公司请我审读这份手稿时，我的态度还有所保留。虽说霍兰德和扬的声誉有口皆碑，我也听过不少客户对他们称许有加，但我不是没遇到过盛名之下其实难副的情况。我就不指名道姓了，不过确实有不少声名在外的销售大师，他们著书作文恬不知羞，同样忽视客户，甚至蔑视客户。因此，我打开本书第 1章时没有抱多高期望。但让我眼前一亮的是，这本书开宗明义，坚定地站在客户一边，揭示无益的销售套路是如何导致无效的销售行为的。作者论证到，以前，销售周期根据供应商希望销售如何开展而设立，因为与今日相比，以前的供应商拥有更多控制力。但随着互联网的出现，各类信息触手可及，于是控制力发生了转移。今日的现实是，规求无度的销售必然失败、操纵他人的销售必然失败、自行其是的销售也必然失败。这意味着多数公司必须重新思考他们销售流程中的每一步。
霍兰德和扬详细地研究了互联网带来的影响。他们清晰晓畅地讲述了整个购买流程如何发生了转变，并以让人信服的案例说明为什么过去的销售模式无法应对今日掌握了控制权的客户。他们提出，要根据客户想怎么买来规划新的销售模式，替代以往根据公司想怎么卖而制定的旧模式。不言而喻，这在我听来犹如天籁。
他们的采购周期模式发轫于一个三阶段采购模式，那是由多年前我在施乐和 IBM所进行的销售行为研究推演出来的。他们将之作为理解 B2B客户采购行为的基石，并进一步改编为一个五阶段采购模式。在每一个阶段，他们都以丰富的实例加以阐释。我历来坚持任何销售策略的基石都必须是采购模式，所以由衷推崇他们在五阶段模式中的诸多思考。总而言之，销售人员对客户如何购买知之甚少，因此本书的问世难能可贵，恰逢其时。
本书还有一个不同凡响的特色。他们就一个深奥复杂的话题提出一种清晰的见解，但若仅是这样，还算不上不同凡响。我看过不少探讨诸如大客户管理或销售薪酬模型之类复杂话题的书籍，而霍兰德和扬的这本书超越同侪的地方，在于它令人击节赞叹的文笔。如今销售类图书的惨状是：文笔不错的往往言之无物，内容充实的常常难以卒读。像本书这样读来既能享受文笔，又有实际获益的实属罕见。
最后，我喜欢这本书还因为那些我称之为"隐藏宝物"的收获。本来，这本书讲的是根据客户购买喜好来重新调整销售周期--它极好地阐释了这一主题，不过在此之外，它还包蕴着粒粒智慧之珠，这让它由一本优秀的书晋升为一本伟大的书。针对销售与营销的整合这个让很多公司左右为难的热门课题，本书提供了实用指导。有一处跳出主题，讨论洛瓦格利亚定律（ Lovaglia's Law)（一定要读！），还有时机与紧迫性之间的权衡如何改变了客户的决策标准。此外，关于产品培训的缺陷、销售方案书的错用和产品营销的恶果，本书都有精彩洞见。约翰 ·霍兰德和蒂姆 ·扬的作品实乃大师之作，值得喝彩。

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