Capacitação Marketing & Vendas

Transcrição

1 Capacitação Marketing & Vendas

2 Quem somos Empresa de consultoria que atua no mercado brasileiro e internacional desde 2000 apoiando nossos clientes em questões estratégicas, tecnológicas, processos e operações. Nossos consultores sao executivos sêniors, com experiência destacada em empresas de diversos portes e segmentos, sempre na busca de melhores resultados para nossos clientes Nossa missão Criar valor através da inovacao estrategica, modernizacao e alavancagem financeira e operacional

3 Mercados e Serviços Empresas de Soluções e Serviços TI Planejamento Estratégico & Marketing Go To Market Plan & Execution Plano de Negócios Programa de Canais e Alianças Recrutamento & Seleção e Gestão de Canais Gestão de Operações Valuation / Merge / Acquisition Aprimoramento de Gestão Plano de viabilidade técnica & econômica

4 ALGUNS CLIENTES

5 Sócio Diretor da PA Latinoamericana Allan Adolfo Pires Mais de 20 anos de experiência em marketing, vendas e desenvolvimento de negócios junto a empresas de tecnologia e consultoria na América Latina. Diretor executivo de empresas internacionais de soluções de gerenciamento, tais como, IFS, MRO Software, Support Systems e Grupo Sonda Procwork. Professor de Negócios & Gerenciamento de TI Graduado em Matemática, pós-graduado em Análise de Sistemas e Gerenciamento de Negócios MBA Internacional Executivo FIA USP / Universidade de Cambridge / EM LYON / Universidade Vanderbilt Coordenador das PSVs Gestão empresarial e Industrial CEO da TARGIT BRASIL

6 MÓDULO 1 MODELO DE NEGÓCIO ÁREA DE VENDAS

7 AGENDA Modelo de Negócio Processos da Gestão de Vendas Estabelecimento de objetivos Canais de Distribuição ( diretos, indiretos e alianças ) Gestão de resultados ( Mapa de Indicadores )

8 Presença do Cliente: graus de contato

9 Contato: Intensidade e Extensão

10 Isto é modelo de negócios? Saas Venda em loja -sica e E- commerce Receita de anúncio 10

11 Isto não é modelo de negócios Saas Modelo de precificação ( pricing model) Venda em loja -sica e E- commerce Modelo de canal ( Channel Model ) Receita de anúncio Modelo de receita ( revenue model 11

12 MODELO DE NEGÓCIOS Um Modelo de Negócios, descreve os fundamentos de como uma organização cria, entrega e captura valor. É umlizado para representar os aspectos essenciais de um negócio, incluindo objemvo, ofertas, estratégias, infraestrutura, estrutura organizacional, prámcas comerciais, processos operacionais e polímcas. 12

13 Missão de Vendas Facilitar o processo de aquisição de soluções/serviços do CLIENTE ALVO de acordo com sua necessidade e/ou desejo... e atenda as expectamvas dos invesmdores e colaboradores Ou seja, apoiar o cliente para que o processo seja mais Eficiente Eficaz 13

14 MODELO DE NEGÓCIOS RESULTADOS ECONÔMICOS MODELO DE NEGÓCIOS INSUMOS 1. Recursos 2. Competências 3. Inovação 14

15 Estratégias e Tecnologia Estratégias da Organização Estratégias da área comercial Objetivos da área comercial

16 Visão Gestão Estratégica

17 QUESTIONAMENTOS INICIAIS PARA O PLANEJAMENTO ESTRATÉGICO O que desejamos fazer? (missão) Onde queremos chegar? (visão de futuro) Ambiente externo onde atuamos (atual e futuro) Ambiente interno e suas características (pontos fortes e pontos fracos) Quem é o nosso cliente e o que ele considera de valor?

18 Etapas FOFA Externo Missão Visão Valores Objetivos e Estratégias Metas Ações Implementação Controle Interno Avaliação

19 PLANEJAMENTO ESTRATÉGICO: DIRECIONADORES DA ESTRATÉGIA Lock in do mercado Concentração Volume Ameaça de integração Determinação de preços Economia de escala Patentes Identidade da marca Custos de troca Exigência de capital Distribuição Legislação Relação oferta/demanda Volume de compras Custo de troca Nível de informação Produtos alternativos Sensibilidade de preços Identidade da marca Crescimento do setor Custos fixos Diferenças/Similaridades entre os produtos Força da marca Custo de troca de fornecedor Concentração Regionalização / Globalização Barreiras de Saída Custo de troca de fornecedor Propensão dos clientes Relação preço/rendimento Força da marca Funcionalidades embutidas em novos produtos COMPETITIVIDADE: 5 FORÇAS DE PORTER 1 19

20 DIRECIONADORES DA ESTRATÉGIA Eficiência Operacional (Volume) Lucro no volume vendido Diferenciação pelo Produto (Inovação/ P&D) POSICIONAMENTO ESTRATÉGICO Lucro no volume produzido Lucro garantido Lock do Sistema (Padrões) Zona de Risco para PME s Lucro em cada venda InWmidade com Cliente (sob medida)

21 SETORES DE ATUAÇÃO VERTICAIS (Atividade Econômica) HORIZONTAIS (Processos de Negócio Genéricos) Automação da Força de Vendas Gestão de Recursos Humanos Contas a Receber Contas a Pagar A G R I C U L T U R A M A N U F A T U R A F I N A N C E I R O 21

22 ABRANGÊNCIA GEOGRÁFICA Onde estão os clientes, os quais, queremos vender para eles? Como estão organizados? Eles sabem dos nossos produtos e serviços? Conseguimos demonstrar nossos produtos e serviços para eles? Eles querem comprar nossos produtos e serviços? Conseguimos entregar nossos produtos e serviços para esses clientes? 22

23 ABRANGÊNCIA GEOGRÁFICA MERCADO GLOBAL Matriz da Posição CompeMMva Internacional Força dos Produtos e Serviços Barões Comuns Reis Aventureiros Cobertura Geográfica Fonte: Traduzido e adaptado de Gogel, R and Larreche, JC (1989) 23

24 Atividades de Apoio ESTRATÉGIA DE INVESTIMENTOS IDENTIFICAÇÃO DAS ÁREAS VITAIS Cadeia de Valor Genérica Exemplo INFRAESTRUTURA DA EMPRESA GESTÃO DE RECURSOS HUMANOS DESENVOLVIMENTO DE TECNOLOGIA AQUISIÇÕES LOGÍSTICA INTERNA OPERAÇÕES LOGÍSTICA EXTERNA MARKETING E VENDAS SERVIÇOS PÓS- VENDA Atividades Primárias 24

25 Conceitos

26 Perspectiva: Cliente Estratégia Participação no Mercado Objetivo Métrica Meta Iniciativa Aumento do market share Em 03 anos/mensal IMS >= 25 % Aumento qualitativo da carteira Realização de visitas Em 01 ano/mensal Em 01 ano/mensal Em 01 ano/mensal IQC >= 60% ( do Faturamento Mensal) *Carteira colocada até o 5º dia em relação ao Faturamento. IVC >= 24 *visitas por mês/vendedor Preservar o índice de clientes ativos ICI <= 2% (2% Clientes C4 por carteira )

27 Lista de objemvos ESTRATÉGICOS para vendas EFICIÊNCIA EFICÁCIA Menor custo por processo de venda Vender para o cliente certo Maior produtividade da equipe comercial Vender a solução certa Maior retorno por cliente Vender o volume certo Reduzir custo de pós-venda Aumentar market share Reduzir descontos Aumentar o cross selling Garantir Faturamento Recorrente Penetração em novo mercado Reduzir Time to Market Penetração com novo produto Vender com ROI necessário Aprimorar Pré-vendas Aumentar o Fat. Recorrente Aprimorar a cobertura de mercado # de win backs / recompra Aumentar # de usuários Vender replicação Aumentar satisfação dos clientes 27

28 Key elements of a go- to- market strategy Identify business implications Develop customer insights Define the market Understand customers through multiple lenses Segment customers Translate insights into a segment strategy Prioritize customer segments Develop segmentspecific strategy Perform a competitive analysis Have financial impact Design the value proposition Provide a distinctive offer Design the value proposition Evaluate the value proposition Identify business implications Implement the marketing mix Brand/comms Product Pricing Sales and channel Manage branding and marketing communications Develop product strategies Develop pricing strategies Define and manage channel delivery Implementation Execution plan 28

29 Key elements of a go- to- market strategy Preparing the markemng plan Develop customer insights Define the market Understand customers through multiple lenses Segment customers Translate insights into a segment strategy Prioritize customer segments Develop segmentspecific strategy Perform a competitive analysis Have financial impact Identify business implications Design the value proposition Provide a distinctive offer Design the value proposition Evaluate the value proposition Identify business implications 29 Implement the marketing mix Brand/comms Product Pricing Sales and channel Manage branding and marketing communications Develop product strategies Develop pricing strategies Define and manage channel delivery Implementation Execution plan

30 Basic steps and elements of the markemng plan Step 3 Step 1 Step 2 Target market selection Marketing strategy development Market and competition analysis End products/ key information Market size Market growth Strengths and weaknesses of competitors Competitors' behavior Market segmentation Positioning Differentiation factors Market share Marketing mix Product Price Place Promotion 30

31 POTENTIAL ISSUES TO BE ADDRESSED SALES AREA Which customer segments should we target? Which customers have the highest need? Businesses where service is differentiator / core Frequent customer interactions with employees Size of impact on customer s economics Decision size relative to other priorities Which have highest purchase propensity? Strategic priority Budget availability Rapid decision process; fewer decision makers What is the size and growth of each segment? Who are our true competitors? New entrants? How should We achieve $50 mil revenue profitably within 3 years and optimize the return to its equity investors? Do we have a superior value proposition? (price/feature combination) Are we communicating our superior value effectively? What unique features or capabilities does OUR S product / services offer? How do customers value these differences? What proportion of the customer value we create do we capture through our pricing strategy? Does our brand clearly communicate our positioning and differentiation? Key messages to target segments Brand attributes, promise and personality Message consistency (eg: PR, collateral, media) Do we have an effective marketing communications program? Thought leadership program (PR, whitepapers, webinars, speaking opportunities, analyst reports) Content-rich, search engine-optimized website Channel support materials (sales collateral, demo, ROI analyses, RFP / presentation support) Promotion of initial solution to new customers Cross- / up-selling services to existing customers

32 POTENTIAL ISSUES TO BE ADDRESSED SALES AREA (continued) How can we optimize our sales partner (alliances) and channel strategy? Are we using the most effective sales channels (channel economics; fit with target customer segments; ability to master sales process)? New customer sale vs. up-sell to existing How can we identify and replicate best practice approaches from current successful resellers? How should we attract new channels that fit the desired channels criteria? Alliance partners? How can we optimize channel training? Do channel compensation, incentive and co-op programs reinforce our product / market focus? How should WE achieve $50 mil revenue profitably within 3 years and optimize the return to its equity investors? How can we deliver quality leads consistently to our sales channels? What should our product marketing (new product development) strategy be? Which technology partners (alliances) should we pursue? Have we optimized the sales channel support systems and process, and skills? How can we direct market most efficiently (database / lead source, / mailer programs, tradeshows, newsletters, webinars)? How can we efficiently / cost-effectively leverage an inside sales / telemarketing program? How can we optimize sales automation tools / processes for lead capture and distribution? Based on our core competencies, what range of new product / service ideas could we offer? Size and attractiveness of each target market? With which existing or future services would we compete? What are the key differentiators? Key technology and delivery elements required? Platform integration required? Alliance partners? What are the first cut economics of each?

33 POTENTIAL ISSUES TO BE ADDRESSED SALES AREA (continued) How can we streamline professional services for maximum efficiency and effectiveness? How can we implement customers efficiently, set realistic expectations and train users to deliver maximum benefit from our solution? How can we optimize staffing and skills? What technology can we feasibly deploy to maximize efficiency and effectiveness (time, resources, cost)? Have we optimized the service delivery process? What customer-driven metrics should we use? How much funding do we need over what time period (scale / refine technology, accelerate marketing / sales, secure key management)? How should WE achieve $50 mil revenue profitably within 3 years and optimize the return to its equity investors? What funding and governance strategy should we pursue? What exit strategy will maximize value within the target timeframe? Which equity investors are best fit (alliance intros, prospect and talent rolodex, sector experience)? What is optimal investment timing (pre-money value, dilution factor, terms)? What is optimal Board composition? Should we introduce technical or client advisory boards? What are the implications for professional advisor selection (audit, legal, bank, insurance)? Internal controls and financial reporting expertise? Prior to an IPO exit, what internal metrics do we need to achieve? What external economic factors need to occur? For an acquisition exit, for which alliance partners would we be the most attractive target, and which can act as effective sales channels or technology alliance partners today? On which exit actions should we focus in the short-term, to prepare for eventual exit (SEC reporting processes, alliance development)?

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35 INFRASTRUCTURE OFFER CUSTOMERS

36 ADVANCED BUSINESS MODEL CANVAS: Template A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains KEY PARTNERS q SUPPLIERS KEY ACTIVITIES q PROCESSES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES CHANNELS q PARTNERS q EMPLOYEES/IP ITENN q CUSTOMER PROBLEM/JOB q MACHINERY q INVESTORS/ ENVIRONMENT q PRODUCT/ SERVICE COST STRUCTURE REVENUE STREAMS Based on Business Model Canvas: hlp://en.wikipedia.org/wiki/business_model_canvas

37 ADVANCED BUSINESS MODEL CANVAS For Apple s ipod (2001) KEY PARTNERS q SUPPLIERS Original Equipment Manufacturers (OEMs) q PARTNERS Record Companies q INVESTORS/ ENVIRONMENT COST STRUCTURE KEY ACTIVITIES q PROCESSES - Hardware Design - Software Design - Marketing KEY RESOURCES q EMPLOYEES/IP - Staff - Apple Brand q MACHINERY q PRODUCT/ SERVICE - IPod Hardware - itunes Software - Content & Agreements - Employees - Manufacturing - Marketing & Sales VALUE PROPOSITIONS A Thousand Songs in Your Pocket Seamless Music Experience on Demand ITENN q CUSTOMER PROBLEM/JOB - Fragmented and Low Fi Music Experience - To Effortlessly Listen to High Quality and Diverse Music at Any Time CUSTOMER RELATIONSHIPS Lovemark Switching Costs CHANNELS itunes Store Apple Stores Selected Retail Stores REVENUE STREAMS CUSTOMER SEGMENTS Mass Market Luxury Spot - ipod Hardware - itunes Store - Commissions Based on Business Model Canvas: hlp://en.wikipedia.org/wiki/business_model_canvas

38 MONTAGEM DOS BLOCOS People Capability Building Leadership Capability Productivity & Flexibility Continuous Improvement Linking HR to Performance Great Place to Work Strategic Plan Health Check & Plan Alignment & Measurement - Balanced Scorecard Synergy : Org. Restructuring Systems & Processes Management Control Systems Process Design, Re-engineering Best Practices Standard Operating Procedure IT Strategy & Automation Change Management Leadership Sponsorship Goal-Setting Follow Through Right Man-Right Job Minds Path Matrix Communications Attitudes & Climate Change Assessment Measurement Project Management Progress & Outcomes Estimating Scheduling, WBS Taskforce, MAT Risk Management 38

39 Sistemas Produtivos Conceito Materiais Informação Máquinas Pessoal Energia Instalações Conhecimento Entradas Sistema Produtivo Saídas Bens Serviços Pacientes, etc. Matérias-Primas Óleo bruto Clientes, etc. Tratamento de saúde Fabricação e montagem Processos químicos Atendimentos, operações Pacientes sadios Automóveis Gasolina, óleo, etc. Rendimentos, etc.

40 Sistemas Produtivos Conceito Inputs? Vendas Outputs? Entradas Saídas XXXXXXXXX XXXXXXXXX XXXXXXXXXX.

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42 O processo de vendas Dubinsky (1980) expõe sete passos reconhecidos como formadores do processo de vendas, são eles: 1. Prospecção: Utilização de técnicas para identificação de possíveis clientes; 2. Pré-abordagem: Informações são coletadas a respeito do cliente a ser abordado para que o vendedor se prepare para a visita; 3. Abordagem: Este passo está relacionado aos primeiros minutos de uma visita de vendas; 4. Apresentação de vendas: Esta é a principal parte do processo de vendas, na qual os vendedores apresentam suas ofertas e seus benefícios; 5. Lidar com objeções e superar resistências: ênfase nos benefícios para estimular a compra; 6. Fechamento: solicitação dos pedidos; 7. Atendimento pós-venda: os vendedores continuam a enfatizar a satisfação do cliente no período após a venda ter sido realizada.

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44 PRINCIPAIS PROCESSOS - VENDAS Sales & Distribution Strategy Institutional Selling Distributor Management Trade Marketing

45 Sales & Distribution Strategy Institutional Selling Distributor Management Trade Marketing Sales Strategy Framework Sales Management Control System SPIN Approach To Selling Sales Force Management Incentive Planning Sales Meeting & Everyday Effectiveness

46 Sales Strategy Framework Buying Situation Account Targeting Strategy Buying Center Relationship Strategy Organizational Buyer Behavior Account Salesperson Sales Strategy Buying Process Sales Channel Strategy Buying Needs Selling Strategy

47 Sales Management Control System-Example Forecast Plan Control Report BC members Sales/ Mkt Head Resource Planning Financial Budget Corporate policy Mission, Vision, Corporate Values, Group Policy Five Year Business Plan Annual Business Plan Annual Operating Plan Review of annual Sales plan Review Annual sales Report Action Log Quarterly sales Plan Quarterly Sales Report Business head Forecast Last year performance Marketing Info Sys Monthly sales Plan Review Action Log Monthly Score Card Seg.Head Weekly sales Plan Review Action Log Cumulative Weekly Score Card Sales Force Census Contact Strategy Weekly Contact Plan Check List Daily Activity Control Sheet Daily Score Card

48 Spin Selling Needs Creation Selling S - Situation Discuss, understand or explain the situation with the prospect P - Problem Next identify the problem that exists or could arise. I - Implication Explain, discuss or understand the implication of the problem for the prospect's business (i.e.., what organizational improvement can potentially be achieved) N - Need This effectively creates a need or opportunity to rectify the problem (with the sales person's product/service).

49 Sales Force Management Framework Recruiting/Selection Objectives Training Objectives Person Outcomes Job Outcomes Realism Initiation to Task Task Specific Self -Esteem Job Satisfaction Job Involvement/ Commitment Congruence Role Definition Resolution of Conflicting Demands at Work Performance

50 Incentive Planning-Approach Pure Commission Quota Ø High Motivation Ø High ROI Territory Share Goal Share/Share Change Relative Measure Relative Rank Flat Rate Ø Low Motivation Ø Low ROI

51 Productivity Study : Day in the Life Of Salesman How the salesman actually spent the day 7% 1% 23% 7% 23% 39% Active Selling Delivery / Order Taking Administration Travelling How the salesman Passive thought Selling he spent Available the day 55% 10% 10% 15% 10% Active Selling How the salesman Delivery would / Order like Taking to spend Administration the day Travelling Passive Selling Available Active Selling Administration Passive Selling 50% 10% 15% 15% 10% Delivery / Order Taking Travelling Available A full day in the life of a salesman studied & time spent on Active selling Passive Selling Administration Delivery Order Taking Traveling Available/Free Comparison of Reality Perception Ideal Diagnosis of sales man s productivity & alignment to business needs

52 Selling Execution: Salesman Checklist Compliance 15% 67% 69% 68% 100% PREPARATION BUILDING THE RELATIONSHIP IDENTIFYING THE NEEDS AND OBJECTIONS CLOSING THE DEAL ADMINISTRATION Complied Not Complied Pre-meeting, Meeting & Post-meeting issues analyzed on Preparation, Building relationship, Identifying needs & objections, closing & administration Diagnosis of sales man s selling effectiveness & alignment to business needs

53 Sales Audit : Sales Meeting Effectiveness Sales Meeting Effectiveness Asking questions Listening Qualifying (the opportunity for both parties) Discovering hot buttons (wiifm-what s in it for me) Building rapport Establishing trust Developing credibility Developing a valuable relationship Addressing objections Planning next action steps Analyzes the effectiveness of salesman during the course of the meeting Analyzes soft sales skills Diagnosis of sales man s soft skills & retraining priorities assessed Confirming understanding Asking for referrals Seeking additional opportunities to serve & sell Evaluating responses & results (positive/ negative) Affirming decisions (minimizing buyer s remorse)