1
第二步是建立必要的销售技巧。销售员们并不一定知道怎样利用可用的时间在每
件事上以使收入最大化。
2
有效的销售是怎样的？
公司有必要找出销售所必需的关键行为和技能，决定当前销售力最大的技能缺口。
销售力管理者必须知道不同类型客户的作用模型是什么样子，或者说，在购买循环每一
阶段最高的行为人是谁。公司应该从作用模型的行为人得到关键销售技能，然后评价它
们的相对重要性和目前的绩效。然后，公司需要制定行动计划以填补高优先级的技能缺
口。
3
找到建立销售技能的障碍
• 销售人员可能缺少充分的基本能力（如：
分析能力，学术/专业性质的背景，性格）
• 销售人员可能缺少充分的信息（如：产品，
客户）或对基本的策略缺乏了解（如：如
何发现和量化需求，demonstrate
benefits）
• 销售人员可能缺少激励。尽管激励体系能
够直接影响销售人员追寻成功的愿望，却
不能影响技能。
It is important to understand the underlying
problems because different change levers
are required to solve each problem：
• lack of raw capability can be corrected
only by changing recruiting practices。
• Lack of information or knowledge can be
corrected via a combination of classroom
training and written manuals and must be
reinforced via role playing， action
learning， and on-the-job coaching。
• Lack of incentives c can be corrected by
establishing performance-based measures
and rewards。
The skill/ will matrix is a useful tool for
identifying skill gaps and challenges at the
individual salesp0erson’s level。
4
5
Performance-based measures
and rewards
Having identified causes of inadequate sales
performance， companies can use the
following capability-building levers to
correct problems：
• recruiting
• training
• coaching
• compensation
these topics are addressed in the following
documents/ training modules：
• sales force effectiveness workshop——
contact Terri Geary（FI）
• sales force effectiveness handbook——
pknet#6670
for further assistance， please contact
tanuja randery（dc）。。。
6
设立销售战略
驱动执行杠杆
有效结构
销售技巧
和支持
基于业绩的
测量和奖励
•测量和追踪结果
•基本激励/业绩补偿
•财政和非财政奖励
的平衡
7
pricing
8
Pricing-- provide the value
Companies can also provide value to their
customers through careful pricing
decisions。 Despite the huge profit
leverage of improved price performance，
pricing is among the most undermanaged
basic functions within our clients today。
The issues， opportunities， and threats in
pricing can be explored across three
distinct but related levels of piece
management：
• the supply-demand level
• the product/market strategy level
• the transaction level
Making positive pricing change happen is
usually more difficult than identifying the
location of a pricing opportunity。
Successful change programs- those that
genuinely upgrade the client’s pricing
capability-usually contain elements across
at least four dimensions： top-down，
bottom-up， cross-functional， and
support systems。
Getting the pricing process right often
provides a solid foundation for upgrading
the entire marketing function within client
organizations。
Advanced topics in pricing are briefly
addressed at the end of this section。
9
Choose value
Indentify
needs/buyi
ng factors
Select
target
segments
Define
value
package
Communicatese
value
Determine and manage
pricing at three levels
10
Understand pricing profit
lever
In many cases， price is the most important
determinant of changes in profitability。
• A 1-percent increase in price can lead to a
substantial increase in profits。
• The pricing profit lever is more powerful
than other determinants of profitability，
including volume increases and cost
reduction。
• Nonetheless，pricing is often
undermanaged：
– sometimes， price differentiation is perceived
- often mistakenly - as being entirely illegal，
and degrees of pricing freedom rare vastly
underestimated。
– In addition， many companies believe that “
price simply cannot be managed” - that
pricing is set by the market or set by
competition。
– Finally， companies underestimate the
impact that pricing changes can have on their
bottom line 。 For example，a 5-percent
price decrease might require as much as a 20
-percent volume increase to reach break-even。
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12
Determine and manage pricing
at three levels
Pricing means different things to different
individuals and to different groups within
every organization。 For example：
• 供给/需求。To an economist， price is a
function of supply and demand。At this
level， the key issue is how current and
future supply， demand， cost，and
regulatory dynamics will affect overall
industry price levels。
– Tool：scp， industry cost curves，
demand analysis
• 产品/市场战略。 To a marketer， price
is a function of product/market strategy。
At this level the issue is to determine base
price levels that will position clients’
product and service offerings optimally
with regard to competition。
– Tool：value map， dynamic value
management， economic value to customer
• 交易。 A salesperson may think of price
in terms of individual transactions。 Here
the issue is deciding the exact price to
assign to each customer transaction -
taking into consideration discounts，
allowances， rebates， etc。
– Tool： pocket-price waterfall， pocket-price
band
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12
10
8
6
4
2
0
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C
A
B
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D
A
B
C
B
E
I
F
G
H
I
B
G
H
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