[Share] Big project sales: How to measure ticket control

Many technical friends have always thought that the people who are doing sales are a bit of flowers. In fact, sales are at a certain level and can also summarize some models, these models can often be used as a tool for transferring knowledge, making sales no longer an easy task.

Modeling has always been the strength of our programmers and architects. Let's take a look at how sales people are modeling. Recently, I have to think about a training topic, that is, using the project management thinking, how to conduct sales management. I am only familiar with sales. This challenge is very difficult, but I am willing to try it. Let's take a look at how our predecessors defined sales activities.

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Large single projects are often highly valued by the company due to the large sales amount. At the same time, because a large single project involves a large number of stakeholders and decision makers in the customer organization, the factors that affect the project's sales success are also complicated, which may cause the company's sales staff to be confused about the project trend. In view of this, the company's chief sales officers hope to have a reliable tool to help them determine the degree of Project ticket control and the possibility of the company to win the ticket, in order to scientifically allocate Sales Resources and arrange work priorities.

To solve this problem, the author tracked and analyzed the progress and results of 866 large sales projects in 18 industries for six years, and found the rules, it also summarizes a quantitative model that can evaluate the project progress and predict the project's success or failure. It is called the c139 model. The specific elements of the model are as follows:

9 clear items

The more thorough the sales staff can understand the situation of the company itself, customers and competitors, the more targeted the sales activities. The c139 model summarizes the various information that sales personnel need to know in advance into nine clear items ("9 clear" for short "). If the salesperson has understood all the six required items, the clear value of this project is 6C.

1. Our promotion process and key nodes (similar projects)
2. Customer's procurement process and key nodes (similar projects in this project)
3. Customer's organizational structure/key member resonance points
4. The customer's decision-making structure on the project and influence/Positioning/inclination of members
5. Project Initiation reason and decision point/key decision point of each person in the Decision Structure
6. Customer's payment reputation/payment habits/project funding source and Position
7. Resources and roles available to participants in the project promotion process
8. promotion activities/SWOT of each participant and SWOT of each participant recognized by the customer
9. key success factors (KSF) and the changes of the three most important factors (top3)
Three winning indicators

Projects with high approval from the customer's decision-making layer have a higher probability of successful signing. The c139 model refined the understanding and attitude of the customer's decision-making layer into three indicators, collectively referred to as the benchmark for winning ("three first" for short, that is, three leaders ), if two of the three indicators are true, the first value of the project is 2f.

1. Key members of the customer's highest decision maker and decision-making structure think that the company has the highest value matching degree;
2. The key persons in the decision-making structure should take the initiative to assist the company in planning and implementing the project acquisition process;
3. Most people in the Decision Structure Select the company.
1 deciding indicator

The attitude of the highest decision maker in the customer organization has a decisive impact on the success or failure of the project. Therefore, the c139 model regards the attitude of the highest decision maker as a separate indicator-determining force indicator (WIN ), it refers to the decision makers who select the company or actively assist the company in planning and implementing the project acquisition process. If the sales project is supported by the highest decision maker, the win value of the project is 1 W; otherwise, the win value is 0 w.

C-score from Coach

With the grasp of the first three types of indicators, the sales staff had a basic understanding of the project progress. For example, if the win value of a project is 1 W, the first value is 2f, and the clear value is 6c, The c139 score of the Project is 1w2f6c. However, this score also needs to be calibrated and confirmed by people who are familiar with it-we call it the "Coach"-(C of c139 is the first letter of confirm ). Coaches can come from clients, third parties, or the company.

The c139 value of the project phase is evaluated regularly to know the project trend. If the c139 value increases gradually, the project will flow to the company, and vice versa, it will stay away from the company. After clarifying the project trend, the chief sales officer can take targeted improvement or remedial measures as soon as possible.

According to statistical analysis, the winning inflection point of a project win is 1w1f6c, and the winning rate reaches 85%. In 1w2f * C, the winning rate reaches an astonishing 99%, which can be said to be a stable victory coupon. In addition to the single point of win, there is also a single point of failure 0w2f6c, and the corresponding winning rate is 26%. To 0w1f * C, the winning rate quickly drops to 3%, which is almost the final defeat. These two inflection points divide all projects into three regions: the win-win zone, that is, the c139 value ≥ 1w1f6c; the loss zone, that is, the c139 value ≤ 0w2f6c; the jitter zone, that is, the c139 value is between 0w2f7c and 1w1f5c. It is hard to determine whether a project in this region is a winner or not.

Research shows that the sales behavior of superior sales personnel must be clear and targeted. The c139 model provides a focus for sales activities. From the above, we can see that 6c, 2f, and 1w are the three key thresholds for winning a project. Once the project is broken through, the project will be almost steadily included. Therefore, sales personnel should focus on these three customs rules and keep moving toward the target.

In addition to guiding the sales behavior of specific projects, the c139 model can also build a sales team ticket control panorama, allowing the chief sales officer to take charge of the overall situation and know which projects are stable and win-win coupons, which projects need to be addressed, what efforts should be made, and what project failures have been fixed, so that resources of all parties can be allocated based on the company's overall strategy to maximize the overall results.