支持业务高速发展的强大引擎
-IBM的销售转型案例分享
IBM全球企业咨询服务部
2010年12月
90年代初IBM面对的严重危机
80年代，IBM收入和利润均增长良好，而到了90年代，IBM的业务却出现巨大赤字何以至此？市场在变，但是….
10% CAGR
6% CAGR
1980
$26B
$3B
1990
-3% CAGR
-210% CAGR
市场主力
PC, Windows
开放系统
$63B
$64B
$65B
$69B
$-3B
$6B
$-5B
$-8B
1992
1991
1993
单位: 十亿美元
CAGR: 年复合增长率
业务收入
营业利润
百亿美元的历史教训，产品创新管理让IBM起死回生
Sales (US$B)
Net Income (US$B)
IBM Corporation
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
0
50
0
4
8
1998
1999
2000
2001
“谁说大象不能跳舞？”
by Louis V. Gerstner, Jr.
()
(8)
(4)
17% improvement
Win Rates
36% increase
Visibility of Hidden Pipeline
Increase of 10 percentage points
Customer Face Time
Benefit
Key Indicator
IBM的业务转型
1993年起，IBM开始一系列的业务转型 – One IBM
分散管理 (decentralized)
整合管理 (integrated)
Sales
Software
Technology
Personal Systems
Server
Business Transformation/CIO
Chairman
Service
Support Process(Human Resources, Financing, IT)
Corporate Web Management
Customer Relationship Management (CRM)
Order Received and Delivery (Fulfillment)
Market Planning (Market Planning)
Integrated Product Development (IPD)
Supply Chain Management (SCM)
Purchase (Procurement)
IBM为什么要转型？- 1993年，我们的公司正处于危机中…
Lost best sales force ranking Selling products rather than solutions
No global consistency in sales execution/management
Three predominant sales methods deployed
Increasing attrition of sales professionals
Weakening sales culture and declining morale
在机会点-现金的企业级长流程中，环环相扣，前端销售交易的质量直接影响到了企业的整体业绩表现
Credit Check
Credit Check
Sales Management System
Design Solution w/ Customer
Noticing
Identifying
Validating
Qualifying
Develop
Proposal
& Contract
Obtain
Customer
Approval
Close
the
Solution
Contract
Receipt
Marketing
Relationship Management
Services Delivery & Fulfillment
OM Process Solution Design Process Fulfillment
Solution Design Execution
Collect AR
Credit Check
Shipment
Delivery
Place
Orders
Create
Bill and
Invoice
OM Execution
IBM端到端OTC流程
如何成为一个领先的销售组织？- IBM对排名前100的销售组织进行了分析, 以找出关键的要素
Focused, disciplined opportunity pipeline management
Disciplined buyer selection and targeted marketing efforts
Effective account planning and global account management
Relationship marketing focus over transaction selling
Precise definition of markets and market segments
Detailed definition of customer needs and buying criteria
Effective control of pricing and proactive pricing moves
Sophisticated understanding of value delivered
Effective identification and sharing of sales methods and approaches
Individual compensation programs linked to desired sales behaviors
Clearly defined sales and sales management roles
Appropriate sales productivity support tools, not latest technology
Source: Best practice analysis of 100 top performing companies, IBM BCS 2002
Annual Compounded Rate of Growth, 1992-2001
Sales Technology and Tools
Sales Organization and Skills
Sales
Process
Sales Management
Sales
Strategy and Planning
Sales Effectiveness Framework
然后，IBM启动了一系列的以客户为中心的销售转型
Discussion document.
Market
Planning
Supply
Chain/
Offering
Delivery
Sales
Demand
Generation
Product/
Offering
Develop.
Value Chains
Market
Planning
Post-
Sales
Support
Supply
Chain/
Offering
Delivery
Sales
Product/
Offering
Develop.
Demand
Gen.
Signature Selling Method (SSM)
Sales
Signature Sales Leadership (SSL)
Industry Value Project (IVP)
Coverage Transformation
CRM (Siebel)
Customer
Collaboration
Re-energizing Sales
Customer
Transformation
Simplified
RTM
At IBM, Customer Centric Transformation means...
...looking beyond the products or solutions to find ways to create sustainable, competitive advantage. This requires building and leveraging a set of capabilities for delivering value to customers, including sales resources, sales management processes, business insight and industry expertise that no competitor can match.
IBM销售转型的路线图
Signature
Selling Method
Worldwide Common Sales Management System
Process Synchronization
Signature
Sales Leadership
1997
2000
2001
Sales Competencies
Right people, right jobs
Model of sales excellence
Behavioral Based Structured Interviewing
Worldwide common selling method and discipline
Common language
Techniques and sales aids to align with customers and advance a value-based sale
Verifiable outcome standards for sell cycles
Coverage
Transformation
Organizational Alignment
Resource Alignment
Quota Alignment
Roles and responsibilities
2002
Sales
Profession
Single Sales Profession
Disciplines
Core Capabilities
Talent Management – Career Guidance
Business Transformation
IT Enablement
IBM的销售法包括一系列流程工具，保证IBM全球一致的高绩效的销售执行
Buying Process 购买流程
Selling Process 销售流程
Verifiable Outcomes
可验证的成果
Sales Aids
销售工具
企业客户倾向于如何购买?
我们如何把工作的重点放在恰当的商机、恰当的客户和关键的问题上？
我们如何了解客户准备何时与我们一同进入下一步?
我们如何更快地销售并增加我们对客户的价值？
我们如何利用我们获得的经验，以便在下次能够更有效的执行？
Management System
管理系统
Signature
Selling Method
Worldwide Common Sales Management System
Process Synchronization
Signature
Sales Leadership
1997
2000
2001
Sales Competencies
Right people, right jobs
Model of sales excellence
Behavioral Based Structured Interviewing
Worldwide common selling method and discipline
Common language
Techniques and sales aids to align with customers and advance a value-based sale
Verifiable outcome standards for sell cycles
Coverage
Transformation
Organizational Alignment
Resource Alignment
Quota Alignment
Roles and responsibilities
2002
Sales
Profession
Single Sales Profession
Disciplines
Core Capabilities
Talent Management – Career Guidance
Business Transformation
IT Enablement
统一商机的判断标准是统一销售语言与管理的基础
自始至终对商机的四个侧面的全面评估指导了销售行动和资源投入，使商机不断向有利于我们的方向转化, 商机的评估不是仅仅针对竞争对手的比较
4
3
2
1
阶段
你的解决方案能够提供我们期待的价值吗？
IBM的视角
你的解决方案能成功吗？
你可以比别人更好的满足我的需求吗？
你真正理解我的需求吗？
关键成功要素
客户的视角
这是真正
的商机吗？
我们能竞争吗？
我们能赢吗？
值得赢吗？
客户采取
迫切行动的理由
完整的解决方案和
独特的业务价值
真正的决策者
的支持
解决方案的价值被清晰的定义
业务发展方针
整合解决方案模型
组织关系地图
竞争策略
销售赢率 / 阶段评估原则 -统一的定义使商机管理的品质及透明度得到确保
双方合约签核完成
美的与客户已同意所有主要合约条款
客户合约签核流程进行顺利
美的与客户在议价程序及合约讨论上没有歧义
客户口头承诺将订单交给美的，但是双方对合约内容的认知有很大的差异
客户完全不同意美的所提出的合约内容，而美的无法接受客戶所提出的要求
阶段 3 –
议价
N/A
N/A
N/A
美的已与客户初步澄清市场消息与合作意愿
美的掌握特定客户的市场消息
阶段 0 –
鉴定机会
美的与客户关键窗口关系深厚
客户对规格、时程及价格感到非常满意
美的是客户唯一考量的厂商
客户预算高於美的解决方案的价格
75%
客户高级主管同意美的所建议的提案
美的的提案为客户所接受
美的的提案为客户所偏好的一方
客户针对美的大部份提案内容有共识
客户尚未确定规格等需求细节
阶段 2 –
提案
美的与客户签订合作协议 (LOI)
客户非常熟悉美的的产品及服务
客户对美的过去的产品服务感到满意
美的已了解客户预算与时程
美的已与客户针对解决方案内容进行初步讨论
美的同时与多家厂商竞争
客户尚未决定采购预算及时程
阶段 1 –
发展解决方案
100%
50%
25%
10%
示 例
验收完成且尾款已交付
N/A
N/A
N/A
N/A
阶段 8 –
验收
销售赢率 / 阶段评估的明确定义也代表了商机最终签单的可能性，更进一步影响到资源安排和需求预测
Probability judgment is the sales manager’s assessment of the chance to sign the deal in the period.
The win odds are constrained in different sales stage because in some sales stage like identification stage, the win odds cannot be expected to be higher than 50%
X
Medium Probability
Medium Probability
Medium Probability
Medium Probability
High Probability
25%
X
Low Probability
Low Probability
Low Probability
Low Probability
10%
100%
75%
50%
0%
X
X
Guarantee
X
01 Identification
Y
X
X
Y
05 Won/Lost
X
Guarantee
High Probability
X
04 Agreement
X
Guarantee
High Probability
X
03 Qualification
X
X
High Probability
Guarantee
X
02 Verification
Win Odds
Sales Stage
Sales Review Focus Two: long terms view on overall opportunity health
Sales Review Focus one on push current month target attainment
销售机会管理赢率定义
100%
75%
50%
25%
10%
美的成功接下订单
已确定美的是客户唯一选择，并且客户与美的在价格及合约内容上已有初步共识
包含美的在内，仅有两、三家厂商被客户列入考量，而且美的已取得争取订单的优势
已清楚了解机会时程、预算及设备规格或售服合约范围等细节
确认并将此销售机会建立于系统中
完成接单
最后议约
确定成案
建立机会
确立优势
示 例
销售机会赢率金字塔分配
各赢率销售机会数量正常分布
10%与25%赢率之销售机会数量过多，机会未经审慎确认 (Qualified)
或未能如期消化并推升至50%
10%与25%赢率之销售机会数量过少
销售机会未登录即跳至25%及50%导致预测达成率误差过大
示 例
管理者的决心与行为模式决定了管理体系落实的力度
Day 1
Day 2
Day 5
Day 4
Day 3
Account Review
(Account Managers & Managing Director)
Category Review
(Managing Director & Group Directors)
VP review
(VPs & SVP)
Executive Review
(SVP & Execs)
Tactical Short-Term
Decisions and Actions
Strategic Long-Term
Group Review
(Group Directors & VPs)
An established process for the target state has been outlined, identifying attendees, purpose, timeframes at each level
Weekly Cadence Review
Signature
Selling Method
Worldwide Common Sales Management System
Process Synchronization
Signature
Sales Leadership
1997
2000
2001
Sales Competencies
Right people, right jobs
Model of sales excellence
Behavioral Based Structured Interviewing
Worldwide common selling method and discipline
Common language
Techniques and sales aids to align with customers and advance a value-based sale
Verifiable outcome standards for sell cycles
Coverage
Transformation
Organizational Alignment
Resource Alignment
Quota Alignment
Roles and responsibilities
2002
Sales
Profession
Single Sales Profession
Disciplines
Core Capabilities
Talent Management – Career Guidance
Business Transformation
IT Enablement
Benefits of Managing by Cadence
Predictable reviews to allow preparation
Ability to review at all levels
Focus on key opportunities and issues
Removes the need for ad hoc requests
Standard reports and measures
Accountability for managing opportunities
Awareness of impact to total pipeline
通过一系列的销售转型举措, IBM收到的空前的回报
Through this transformation, the fiscal results are simple:
IBM increased market-share in every one of IBM’s major businesses,
IBM retuned to double-digit revenue growth in 2003,
IBM increased revenue by nearly US $35B from 1993 to 2004, and
IBM is on track to become a US $100B company in 2006.
You can read about this transformation in the June 14, 2004 issue of Fortune magazine:
“IBM Inside Sam's $100 Billion Growth Machine,Sam Palmisano (CEO) has two huge goals: to get this giant growing again—and return IBM to greatness.” By David Kirkpatrick “
The impact to the sales performance indicators was crucial to our success:
Increased revenue predictability through more accurate sales forecasting and advanced analytics,
Increased revenue per sales person, and
Reduced selling expense as a percentage of revenue (SG&A/Revenue).
IBM has reemerged as the top sales force in the world.
Increased annual revenue per sales rep by 20%
Decreased shorter sales cycle by 50%
Increased seller face time with customers by 10%
Increased visibility of hidden pipeline opportunities by 36%
Reduced quarterly rolling, non-closing opportunities by $1B
Improved win rates for closing opportunities by 17%
Inbound call volume cut 20%; client sat improved 4%
IBM’s intranet (w3) provides an Integrated platform for getting work done across 330K+ employees
Over $680M/yr cost savings
Employees searching for expertise save an average of 30 minutes per month
As a result, IBM has reemerged as one of the top sales forces in the world while improving customer satisfaction
Nearly ten years of internal sales advancements have yielded measurable improvements; results for the sales people and the pipeline performance are equally as impressive
通过一系列的销售转型举措, IBM收到的空前的回报：体现在数字上！
IBM不仅自身通过销售转型获得了巨大成功，同时，也应用自身的成功经验帮助了不少跨行业的企业获得了成功
在启动销售转型项目时，客户遇到了7大问题，分别在组织、流程、系统等不同领域中亟需得到改善
原则要求
操作简便
关注过程
实现共赢
汇总问题
改进方向
1
2
3
4
5
6
斗山代理商管理转型战略不明晰
跨区销售成为流程推进的一大阻碍
忽略对重点客户赢单达成过程的管理
A. 明确斗山与代理商销售管理转型的方向、步骤和实现方法
B. 明晰并优化销售漏斗管理的流程，明确组织和绩效考核方法
销售漏斗运作机制和输入输出不清晰
总部、支社以及代理商的职能定位不清晰
IT系统功能和操作与实际业务有偏差
汇总问题根因
缺乏基于公司发展战略的销售漏斗管理发展阶段规划
销售漏斗业务流程缺乏与之相配套的组织架构
现有跨区销售政策与执行力度还有待改善
现有销售漏斗流程设计和绩效考核都不够完善
销售漏斗业务流程缺乏与之相配套的管理流程
IT系统设计与实际业务存在脱节现象
7
系统中客户信息的准确性和标准化有待提高
缺乏规范化的客户信息管理
C.从业务角度提出对现有DOOSIM系统优化需求
我们围绕商机流程为主线，经过一定的数据积累之后，通过销售漏斗分布图来协助漏斗监控以及明确下一步行动计划
订单管理
0
0
0
0
0分
30分
60分
90分
25%
35%
75%
90%
100%
0
0
0
0
从此处填写
从此处填写
客户识别
客户评估
明确需求
商谈
赢单
客户识别
客户评估
明确需求
商谈
赢单
需要拜访客户的数量
输入期望获得销售赢单量
输入拜访客户的数量
可能获得销售赢单量
阶段
转化率
66%
66%
66%
66%
80%
通过实现销售漏斗管理，客户获取了3大收益
重点
明确
管理
转型
省时
省力
实现 “销售急先锋”式的管理中层向有效管理者的转型
关注赢单率，提升销售人员对商机的把控能力，减少意外，使一切尽在掌握
把销售管理人员从日常繁琐的管理报表中解脱出来，实现管理过程透明化、科学化
Thank you !
*
*
