How to manage pre-sale projects? First of all, we should clearly understand the pre-sales project management process. So, the following is my pre-sales project management process. Welcome to read!
The first step of the pre-sale project management process: sort out the collected project information, define it clearly, and fill in the project information form (see table 1).
Table 1? Project information table
We often have exciting ideas on many occasions, but when we try to write them down, we find that they can't even explain themselves. Every process of project management is a process of reducing project risk. For pre-sale projects, this significance should be paid special attention to. When we record the collected information, we can not only enhance the reliability of the information, but also leave the market information in the enterprise to avoid it being in private hands and bringing business risks to the enterprise.
Step 2: Establish a project and set up a project team.
The purpose of establishing the project is to define the responsibility of pre-sales project implementation, including the way to integrate all internal and external resources of the enterprise and the way to implement the responsibility. Generally speaking, on the basis of fully collecting information, it is necessary to evaluate the importance of the project according to its estimated gross profit and the importance of the market, and then determine the project sponsor. In this step, there are two main issues to pay attention to:
First of all, the project sponsor must be specific to people. A strong project sponsor is very important. The survey shows that the influence of project sponsors as senior managers on the success of the project ranks first among many factors. But in reality, many projects are started without a clear project sponsor. Replacing the project sponsor's "project" with the official seal often leads to a failed outcome. In the whole process of pre-selling the project, the project sponsor must not forget his responsibility for the project.
Secondly, the control points (or milestones) of the project must be set. This is a difficult point. Especially when the initiative is in the hands of customers and the market is not standardized, it is even more difficult. However, if we don't set control points, we can't determine the project. You can't do business with the idea of "having an appointment without an appointment". After the project is established, it should be incorporated into the routine project management methods of enterprises. Pre-sales project management is not exceptional management, although many salespeople hope so.
The third step: planning the project, that is, analyzing and refining the action strategy of the project.
After the sales project is approved, it is necessary to hold a pre-sales project sales plan planning meeting attended by sales personnel/project managers and other project-related personnel to form a sales plan. The project sales plan should analyze the advantages and disadvantages of the enterprise in customer relationship, technical level and partner support; Clearly explain the sales target and work plan of the project (including tackling key problems/solutions and the work and requirements of partners); It is necessary to clarify the person in charge of each job and the purpose of the job; It is necessary to fully analyze the risks that cause the project to fail to sign the contract on time or fail to sign the contract, and establish the criteria for timely withdrawal. According to the needs of the project, sales planning activities can be held many times to achieve the effect of contingency. The project planning results are filled in the project sales planning case (see Table 2).
Table 2? Project sales planning case
Step 4: Make a cost and schedule plan.
The project manager sets the pre-sale project cost quota according to the expected gross profit of the project and enterprise regulations, and determines the pre-sale project cost with reference to the project planning scheme and the milestone division of the pre-sale project in the implementation stage, fills in the pre-sale project task book (see Table 3), and reports it to the relevant department/project sponsor for confirmation and signature after confirmation by the project sponsor.
Table three? Pre-sale project task book
Step 5: Implement the sales plan.
During the execution of the sales plan and the project implementation, the project sponsors hold war room meetings regularly or at the request of enterprise leaders to understand and control the project progress, analyze the existing problems of the project, and decide whether to continue the project sales according to the analysis of project risks and temporary emergencies in the sales plan. If they decide not to continue the sales of this project, they need to report to the relevant leaders for approval (see Table 4). The project manager is required to write a monthly project progress report every month. On the one hand, the report informs the project progress, on the other hand, it analyzes the project situation and puts forward countermeasures. Project sponsors regularly control and audit project costs. When the project is not carried out according to the milestone plan or the cost exceeds the plan, the sales staff fills in the adjustment table of the project task book, and after it is confirmed by the project sponsor, it is reported to the general manager or the sales director for approval, and the cost or plan adjustment exceeding a certain limit is approved by the enterprise leader.
Table four? Project termination application approval form
Step 6: Sales project summary.
After the contract is signed successfully or the project sales fail, the project sponsor, project manager and project team members will hold a project summary meeting, and if necessary, senior leaders of the enterprise can be invited to attend, review the project progress, sum up experiences and lessons, and submit a project summary report (see Table 5). No matter whether the project is successful or not, enterprises need to encourage sales staff to make a profound summary, and through communication, exchange and thinking, constantly improve their abilities and deal with new situations and problems. The summary content will enter the enterprise knowledge base and become the knowledge wealth of the enterprise.
Table 5? Project summary report
It is said that the purpose of enterprises is to make profits. However, for pre-sale projects, there is also a crucial commandment: if our eyes only see profits, we will not get profits. Only by truly caring about the interests of customers can the pre-sale project succeed and profits come. Remember an old saying: if you want to take it, you must give it first.
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