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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，demonstratebenefits）•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。Itisimportanttounderstandtheunderlyingproblemsbecausedifferentchangeleversarerequiredtosolveeachproblem：•lackofrawcapabilitycanbecorrectedonlybychangingrecruitingpractices。•Lackofinformationorknowledgecanbecorrectedviaacombinationofclassroomtrainingandwrittenmanualsandmustbereinforcedviaroleplaying，actionlearning，andon-the-jobcoaching。•Lackofincentivesccanbecorrectedbyestablishingperformance-basedmeasuresandrewards。Theskill/willmatrixisausefultoolforidentifyingskillgapsandchallengesattheindividualsalesp0erson’slevel。45Performance-basedmeasuresandrewardsHavingidentifiedcausesofinadequatesalesperformance，companiescanusethefollowingcapability-buildingleverstocorrectproblems：•recruiting•training•coaching•compensationthesetopicsareaddressedinthefollowingdocuments/trainingmodules：•salesforceeffectivenessworkshop——contactTerriGeary（FI）•salesforceeffectivenesshandbook——pknet#6670forfurtherassistance，pleasecontacttanujarandery（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7pricing8Pricing--providethevalueCompaniescanalsoprovidevaluetotheircustomersthroughcarefulpricingdecisions。Despitethehugeprofitleverageofimprovedpriceperformance，pricingisamongthemostundermanagedbasicfunctionswithinourclientstoday。Theissues，opportunities，andthreatsinpricingcanbeexploredacrossthreedistinctbutrelatedlevelsofpiecemanagement：•thesupply-demandlevel•theproduct/marketstrategylevel•thetransactionlevelMakingpositivepricingchangehappenisusuallymoredifficultthanidentifyingthelocationofapricingopportunity。Successfulchangeprograms-thosethatgenuinelyupgradetheclient’spricingcapability-usuallycontainelementsacrossatleastfourdimensions：top-down，bottom-up，cross-functional，andsupportsystems。Gettingthepricingprocessrightoftenprovidesasolidfoundationforupgradingtheentiremarketingfunctionwithinclientorganizations。Advancedtopicsinpricingarebrieflyaddressedattheendofthissection。9ChoosevalueIndentifyneeds/buyingfactorsSelecttargetsegmentsDefinevaluepackageCommunicatesevalueDetermineandmanagepricingatthreelevels10UnderstandpricingprofitleverInmanycases，priceisthemostimportantdeterminantofchangesinprofitability。•A1-percentincreaseinpricecanleadtoasubstantialincreaseinprofits。•Thepricingprofitleverismorepowerfulthanotherdeterminantsofprofitability，includingvolumeincreasesandcostreduction。•Nonetheless，pricingisoftenundermanaged：–sometimes，pricedifferentiationisperceived-oftenmistakenly-asbeingentirelyillegal，anddegreesofpricingfreedomrarevastlyunderestimated。–Inaddition，manycompaniesbelievethat“pricesimplycannotbemanaged”-thatpricingissetbythemarketorsetbycompetition。–Finally，companiesunderestimatetheimpactthatpricingchangescanhaveontheirbottomline。Forexample，a5-percentpricedecreasemightrequireasmuchasa20-percentvolumeincreasetoreachbreak-even。11100.0-101.08.1-9.170.621.312.38.73.62.612DetermineandmanagepricingatthreelevelsPricingmeansdifferentthingstodifferentindividualsandtodifferentgroupswithineveryorganization。Forexample：•供给/需求。Toaneconomist，priceisafunctionofsupplyanddemand。Atthislevel，thekeyissueishowcurrentandfuturesupply，demand，cost，andregulatorydynamicswillaffectoverallindustrypricelevels。–Tool：scp，industrycostcurves，demandanalysis•产品/市场战略。Toamarketer，priceisafunctionofproduct/marketstrategy。Atthisleveltheissueistodeterminebasepricelevelsthatwillpositionclients’productandserviceofferingsoptimallywithregardtocompetition。–Tool：valuemap，dynamicvaluemanagement，economicvaluetocustomer•交易。Asalespersonmaythinkofpriceintermsofindividualtransactions。Heretheissueisdecidingtheexactpricetoassigntoeachcustomertransaction-takingintoconsiderationdiscounts，allowances，rebates，etc。–Tool：pocket-pricewaterfall，pocket-priceband1314150246810121412108642002468101214161210864201617CAB1819DABCBEIFGHIBGH20210510152025505560657075808590952223242526123452728293031323334353637383940414243444546474849505152