Biz dev presentation 9 and 10

‫توسعه‬ ‫شهر‬ ‫آرمان‬‫ایران‬
‫مشاوره‬ ‫فروش‬ ‫قدرت‬ ‫قالده‬ ‫آزادسازی‬‫ای‬
‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫رهبری‬
‫ایران‬ ‫و‬ ‫دنیا‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬
‫جلسه‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫درس‬‫دهم‬ ‫و‬ ‫نهم‬
‫دانش‬ ‫عصر‬ ‫کیمیاگران‬ ‫موسسه‬

•‫واژه‬‫فروش‬‫مشاوره‬‫ای‬‫از‬‫اوایل‬‫سال‬1970‫وارد‬‫دایره‬‫لغات‬‫فروش‬‫شد‬‫و‬‫توانست‬‫بصورت‬
‫مشهوری‬‫مشهود‬‫گردد‬.
•‫چه‬‫ابزارها‬‫و‬‫تکنینکهایی‬‫یک‬‫فروشنده‬‫برای‬‫تبدیل‬‫شدن‬‫به‬‫اجراکننده‬‫فروش‬‫مشاوره‬‫ای‬
‫الزم‬‫دارد؟‬
•‫گرفتن‬‫سفارشات‬‫از‬‫طریق‬‫اینترنت‬
•‫به‬‫جای‬‫به‬‫سختی‬‫بستن‬،‫مذاکرات‬‫با‬‫یک‬‫شروع‬‫قوی‬‫آغاز‬‫کنید‬.
•‫در‬‫واقع‬‫فروش‬‫مشاوره‬‫ای‬‫نقشه‬‫فروش‬‫می‬‫باشد‬.
‫ای‬ ‫مشاوره‬ ‫فروش‬

Creating the Consultative Sales
Presentation

Copyright2004 Pearson Education Canada Inc. 11-6
Creating the Sales Presentation
Approach
Presentation
Demonstration
Negotiation
Close
After Sale Service

Strategic Planning for the Presentation
• Preplan questions
• Review product strategies
• Prepare to recommend other sources
• Prepare to use appropriate presentation strategy
• Review presentation guidelines

Action Taken During The Presentation
• Ask appropriate questions
• Record customer response
• Acknowledge and summarize customer needs
• Select and recommend appropriate solution
• Make appropriate presentation

The Consultative Sales Presentation
Guide
Need discovery
Selection of
the product
Need satisfaction
through informing,
persuading,
and/or reminding
Servicing the
sale

Need Discovery
Ask appropriate
questions
Listen and acknowledge customer
response
Establish buying motive

The “SPIN” Multiple-Question
Approach
•Situation Questions
•Problem Questions
•Implication Questions
•Need-Payoff Questions

Active Listening
Is the process of sending back to the person what you
as a listener think the individual meant, in terms of
both content and feelings. It involves taking into
consideration both verbal and nonverbal signals.

Key “Active Listening” Practices
•Focus and concentration
•Paraphrase or restate to confirm
customer’s meaning
•Take notes

Selection of the Product
Match benefits with buying motives
Configure a solution
Make appropriate recommendations

Consultative Selling Skills Required
•Questioning Skills
•Presenting Benefits
•Demonstrating Skills
•Negotiating Skills
•Closing Skills

Time Used by Salesperson and Customer During a
Consultative Sales Presentation
Need
Discovery
Product
Selection
Need
Satisfaction
Time
Prospect
Salesperson
Part One Part Two Part Three
Involvement

Leadership-Definition
• Definition: Leadership is the reciprocal process whereby persons
with certain motives and values mobilize various economic,
political and other resources, in the context of competition and
conflict, in order to realize goals independently or mutually held
by both leaders and followers.
Ref: James MacGregor Burns

Leadership-Maslow
• Maslow’s Hierarchy of Needs helps explain “motives and values”
• Needs can be psychological, economic, safety-related, spiritual,
sexual, aesthetic, physical

Leadership-Maslow
Maslow’s Hierarchy of Needs
Physiological
Safety
Belonging
Esteem
Self-Actualization

Leadership-Maslow
• Physiological Needs (deprivation):
--air, thirst, pain relief, hunger, sleep, sex

Leadership-Maslow
• Safety Needs reflect need for stability and consistency
in chaotic world.
• Mostly psychological--examples:
--home, neighborhood, job security, retirement income,
“terrorism”
[Lack of safety =>fear and anxiety]

Leadership-Maslow
• Love and Belonging Needs reflect social nature of humankind
• Desire for inclusion and acceptance
• Examples:
--family, clubs, religious & community groups, gangs, work groups
[Unsatisfied need => loneliness and isolation]

Leadership-Maslow
• Esteem Needs-2 kinds
• (1) Respect from Others:
--status, fame, glory
--recognition, attention
--reputation, dignity
--dominance

Leadership-Maslow
• Esteem Needs
• (2) Self Respect:
--confidence, competence
--achievement, mastery
--independence, freedom
[Lack of Self-Esteem results in inferiority complexes and lack of
confidence]

Leadership-Maslow
• Self-Actualization is the desire to become more and more what one is
and to become everything that one is capable of
(i.e. maximizing one’s potential)
• Examples: knowledge, peace, esthetic expression and experiences,
self-fulfillment, oneness with higher being, spirituality
• Vs. Craving, Greed, Ignorance, Aversion

Leadership-Resource Base
• Leaders tap their resource base to satisfy needs of followers
• Political/country leaders’ resource (power) base:
--Military
--Economic
--Political Access/Support
[Examples of your own resource base…]

Corporate/Non-Profit Resource Base
--Budget = monetary and people resources
--Promotions/Responsibilities
--Technical Skills and Assistance
--Participation in Decision-Making
--Access to Information
--Access to Networks of People
--Recognition
--Rewards
--Time

• Resources must be relevant to motivations & values of followers (ie.
wants, needs, aspirations, expectations)

Leadership-Competition
• Absence of any competition in exercise of leadership = tyranny or
brute power
• Stalin, Hitler, Mao, Qaddafi, Kim Jong-Un
• Dictators ride to and fro upon tigers which they dare not dismount.
And the tigers are getting hungry. ~ Winston Churchill
• Local Examples…

Leadership-Conflict
• The easy problems get solved below us.
• Conflict is a part of Leadership--leaders must be willing and able to be
unloved.
• Conflict is an “opportunity”.
• Conflict can be used to mobilize followers.

Leadership-Conflict
• Leaders shape, express, incite, curb, or mediate conflict.
• Leaders can influence the intensity of conflict by softening or
sharpening claims & demands of followers. (Gandhi vs Kim Jong-Un)
• Examples-competition for scarce resources, technological change,
deprivation, recognition, inclusion, exclusion

Leaders vs Followers
• set a vision
• articulate a set of values
• have a resource base
• understand how to motivate others
• manage competition and conflict
• communicate well
• want to lead

Followers’ Motives (again)
--Achievement
--Recognition
--Responsibility
--Advancement
--Learning/Growth
--Service to others
--Salary/Benefits

Followership
• Control versus Consent
• Consent is underlying democratic principal
• When do you over-ride it?
Examples: Medicare coverage
Social Security Age Eligibility
Selling a company

Leadership Definition
• “Leadership is the habit of making the people around you better”
• -Jim Thompson, Positive Coaching Alliance

Leadership-Charisma
• Charisma is not leadership (but may be an
attribute of a leader).
• Charisma is the emotional (non-rational) bond
between a leader and the led
• Magnetic quality of personality and/or appearance
• Inspirational communication & persuasiveness
• FDR, Churchill, JFK, Reagan, Clinton, Dalai Lama,
Fidel Castro, Hugo Chavez

Development at All Levels
First-Level Managers
Managers of Managers
Executives
Emerging Talent
 High potential identification
 Talent reviews
 Leadership development programs
 Projects, assignments, job rotations
 Internal & external training
 Coaching & mentoring
 Internal leadership training for new managers
 Leadership development programs
 Cross-system moves, special assignments/projects
 Senior Leadership Development Program (SLDP)
 University-based leadership training
 Cross-system moves, special assignments/projects
 Leadership training – usually university-based programs
 System assignments
All Employees
 Internal & external training (online & classroom)
 Tuition Reimbursement Program
 Projects, assignments

45
The Role of Business Development
• Strategic alliances and partnerships
• License necessary technology
• Industry standards
• New revenue streams
• Gain marketshare

46
Intra-company Relationships
• Senior management
• R&D
• Sales
• Marketing
• Product Management
• Legal
• Finance

47
Reporting Structures
• Direct report to CEO
• Reporting to Marketing
• Recent trend reporting to Sales

48
High Risk
Outcome
New Company
New Technology New
Category
New Customer Market
1
34
2
Assessing Risk

49
High Risk
Outcome
New Company
New Technology New
Category
New Customer Market
1
34
2
Reducing Risk Through Alliances
Partner A
Partner DPartner C
Partner B

50
Create Your Partnering Strategy
• Who can help you reach your goals
• Who will pay you
• Who can protect you
• Who gains if you win
• Who suffers if you lose
• Partnerships are perishable

51
Successful Partnerships
• Clear objectives
• Real value for each party
• Top management involvement/buy-off
• Interdepartmental participation
• Plan for next stage of relationship

‫و‬ ‫ها‬ ‫توانمندی‬
‫توسعه‬ ‫های‬ ‫نیازمندی‬
‫ایران‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬
•‫قضاوت‬ ‫خودتان‬
‫کنید‬
•358‫صفحه‬ ‫هزار‬

‫و‬ ‫ها‬ ‫توانمندی‬
‫توسعه‬ ‫های‬ ‫نیازمندی‬
‫ایران‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬
•‫کنید‬ ‫قضاوت‬ ‫خودتان‬
•187‫صفحه‬ ‫میلیون‬

‫ای‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫های‬ ‫نیازمندی‬ ‫و‬ ‫ها‬ ‫توانمندی‬‫ران‬
•‫بر‬ ‫کشور‬ ‫در‬ ‫رسمی‬ ‫مرجع‬ ‫حاضر‬ ‫حال‬ ‫در‬ ‫شد‬ ‫داده‬ ‫نشان‬ ‫پیشین‬ ‫اسالیدهای‬ ‫در‬ ‫که‬ ‫همانطور‬‫ای‬
‫هس‬ ‫فعالیت‬ ‫این‬ ‫به‬ ‫مشغول‬ ‫ای‬ ‫جزیره‬ ‫نهادهای‬ ‫بیشتر‬ ‫و‬ ‫ندارد‬ ‫وجود‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬‫تند‬.
•‫وزا‬ ‫نماید‬ ‫نگاه‬ ‫نظارتی‬ ‫بصورت‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫به‬ ‫تواند‬ ‫می‬ ‫که‬ ‫نهادهایی‬ ‫از‬ ‫یکی‬‫کار‬ ‫رت‬
‫باشد‬ ‫می‬ ‫کارآفرینی‬ ‫تئوریهای‬ ‫درگیر‬ ‫حاضر‬ ‫حال‬ ‫در‬ ‫که‬ ‫است‬.
•‫ن‬ ‫که‬ ‫شود‬ ‫می‬ ‫بررسی‬ ‫کارخانه‬ ‫یک‬ ‫توسعه‬ ‫نگاه‬ ‫با‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫دید‬ ‫متاسفانه‬‫از‬ ‫شان‬
‫م‬ ‫اند‬ ‫شده‬ ‫رد‬ ‫آن‬ ‫از‬ ‫یافته‬ ‫توسعه‬ ‫کشورهای‬ ‫سایر‬ ‫که‬ ‫صنعت‬ ‫عصر‬ ‫در‬ ‫کشور‬ ‫ماندن‬ ‫عقب‬‫ی‬
‫باشد‬.
•‫یا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫نگاه‬ ‫که‬ ‫است‬ ‫این‬ ‫ما‬ ‫همه‬ ‫وظیفه‬BizDev‫و‬ ‫نماییم‬ ‫جانمایی‬ ‫کشور‬ ‫در‬ ‫را‬
‫شویم‬ ‫نزدیک‬ ‫ایران‬ ‫توسعه‬ ‫شهر‬ ‫آرمان‬ ‫به‬.

‫ایران‬ ‫و‬ ‫دنیا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مسوول‬ ‫نهادهای‬
•‫امریکا‬ ‫کوچک‬ ‫صنایع‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫کنسول‬http://americassbdc.org/
•‫امریکا‬ ‫ملی‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫سازمان‬http://americassbdc.org/
•‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫اقلیتهای‬ ‫انجمن‬http://www.mbda.gov/main/mbda-history
‫باشد‬ ‫می‬ ‫آمریکا‬ ‫پیشین‬ ‫جمهور‬ ‫رئیس‬ ‫نیکسون‬ ‫به‬ ‫آن‬ ‫تاریخچه‬ ‫که‬.
•‫آمریکا‬ ‫کوچک‬ ‫کارهای‬ ‫و‬ ‫کسب‬ ‫مرکز‬https://www.sba.gov/
•‫ایران‬ ‫فناوری‬ ‫و‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مرکز‬http://www.techbiz.ir/‫فناوری‬ ‫پارک‬ ‫به‬ ‫وابسته‬
‫پردیس‬
•‫کار‬ ‫و‬ ‫کسب‬ ‫پذیری‬ ‫رقابت‬ ‫توسعه‬ ‫مرکز‬
http://bcdc.ir/%D8%AF%D8%B1%D8%A8%D8%A7%D8%B1%D9%87-
%DB%8C-%D9%85%D8%A7/

‫ایران‬ ‫و‬ ‫دنیا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مسوول‬ ‫نهادهای‬
•‫شریف‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫کارآفرینی‬ ‫جشنواره‬http://vccupfestival.ir/fa/
•‫ایران‬ ‫الکترونیکی‬ ‫نماد‬ ‫مرکز‬http://www.enamad.ir/#close
•‫الکترونیکی‬ ‫تجارت‬ ‫توسعه‬ ‫مرکز‬http://www.ecommerce.gov.ir/
•‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫ایجاد‬ ‫مرجع‬ ،‫مهتر‬ ‫فکر‬ ‫پدیده‬http://cstland.com/
•‫صنعتی‬ ‫شهرکهای‬ ‫و‬ ‫کوچک‬ ‫صنایع‬ ‫سازمان‬
http://isipo.ir/?part=menu&inc=menu&id=69

‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫حوزه‬ ‫در‬ ‫منتشره‬ ‫ازمقاالت‬ ‫ای‬ ‫پاره‬
•‫کار‬ ‫و‬ ‫کسب‬ ‫فضای‬ ‫بهبود‬
http://karafarini.itvhe.ac.ir/_karafarini/Documents/%D8%A8%D9%87
%D8%A8%D9%88%D8%AF%20%D9%81%D8%B6%D8%A7%DB%8C%2
0%DA%A9%D8%B3%D8%A8%20%D9%88%20%DA%A9%D8%A7%D8%
B1%20%D8%AF%D8%B1%20%D8%A7%DB%8C%D8%B1%D8%A7%D9
%86_20150209_121506.pdf
•‫دهید‬ ‫توسعه‬ ‫را‬ ‫خود‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫خواهید‬ ‫می‬ ‫آیا‬http://motamem.org/?p=1034

‫پایانی‬ ‫آغازی‬ ‫هر‬‫و‬ ‫دارد‬‫هر‬‫پایانی‬‫زایش‬‫آغازی‬‫دوباره‬‫است‬.
‫نژاد‬ ‫امامی‬ ‫سیدمحمد‬
‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مشاوران‬ ‫گروه‬BizDevCo.
‫تلفن‬:02188578404
‫موبایل‬:09121241384
‫ایمیل‬:Emaminejad@telirco.com

Biz dev presentation 9 and 10

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Biz dev presentation 9 and 10