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珀菲特企业管理
Karen /郑老师
课程名称
金牌销售不为人知的“销售奥秘”—价值营销与营销战略转型升级
参加对象
企业相关管理人员
授课天数
1 天
授课形式
理论讲解、视频体验、案例解析、培训活动、分组讨论
官网电话
400-008-4600，13382173255（Karen 郑老师）
公司官网
1500门公开课，2万门内训课，可登陆搜索：https://www.perfectpx.com/
<The Unknown Secret of Top Sales>
Value Selling and Sales Strategy Transformation and Upgrading
Mr. Wang Ke
【Course Background】
Faced with fierce competition for the industrial products, the homogeneity becoming more and more serious, and higher requirements are placed on the sales skills. In the past, the "sales" who could only introduce products or services and rely on drinking a lot to build relationships with customer can no longer adapt to current changeable and complex environment. Compared to general customers, Key account customers normally purchase big volumes and higher amounts, many people are involved in decision-making. The decision-making process is quite long and many uncertainties. It also makes greater challenge to the sales capability of front-line sales. How to transform from traditional, passive sales into pro-active selling to drive customer demand, dig out more potential customer needs, expanding market share and increasing profits is the focus of this course.
This course focuses on the six-step sales process for developing key accounts. Including introducing how to identify and filter key accounts, how to make preparations before visiting customers. Course will utilize interactive exercises, case sharing, group discussions and other teaching methods to guide students to make use of SPIN and CTQ tools to explore customers' potential needs, master the skills of presenting solutions using the FABVE five-step method, and how to negotiate with customers and ultimately close business deals.
【Course Benefits】
• Understand three underlying logics of sales and master the applicable scenarios and product features of the three value marketing models
• Get to know how to identify and filter out key customers and judge of potential business opportunities
• Understand how to prepare before visiting customers and the determination of different customer roles
• Utilizing SPIN and CTQ tools to explore potential customer needs and ranking them according to their importance
• Learn to design value propositions making use of the ADAMF model and present solutions using the FABVE five-step approach
• How to improve communication among team members and handle conflict effectively
• How to use incentive systems to improve corporate sales performance
【Course Features】
Classroom training: Focus on practical application, allowing students to bring problems, solve them on the spot, and take away tools, models and methodologies.
Rich cases: Combined with a large number of business cases, to make obscure theory becomes easy to understand and interesting
After-school tutoring: For those problems that require a lot of data analysis and very complex, we can come into the enterprise and provide special tutoring.
【Target Audience】
Personnel engaged in front-line sales and sales management, such as sales managers/supervisors, key account managers, regional managers, business managers/supervisors; and peoples who need to develop and expand the market, such as market development department, business marketing department and other related personnel.
【Course Structure】
【Course Time】
2 -3 days (6 hours/day, can be customized according to actual needs)
【Course Outline】
1. Opportunities and challenges of sales in the era of Industry 4.0
• Five characteristics of the Industrial 4.0 era
- Everything is connected
- Big data era
- Smart Integration
- Technological innovation
- Transformation and Upgrading
• Five major trends of sales in future
- Diversified customer needs vs. homogeneous products
- Diversified purchasing channels vs. fierce market competition
- Focusing on products and services vs. focusing on the results of the solution
- Ordinary buyer-seller relationship vs. partnership
- Continuous cost reduction vs. continuous performance improvement
1. What is the essence and ultimate goal of sales?
• Common misunderstandings in the sales Process
Case study: Different sales between two generations of Google Glass
• The three core elements and underlying logics of sales
- Why are customers willing to buy? -- Exploring customer needs
- Why customers pay a premium? -- Value quantification and communication
- Why customers only buy from us? -- Building up competitive advantage
• 2 Different marketing thinking orientations
- Product-oriented marketing thinking
- Customer-oriented marketing thinking
• Iteration and upgrading of value selling model
- First Generation: Transactional selling model- Focus on intrinsic value
- Second Generation: Solution selling model – Focus on external value
- The third generation: Performance selling model— Focus on performance value
Case study: Transformation and upgrading of three-generation selling model
1. How can a company keep rapid growth?
• What are the constraints on rapid growth of a company?
- Subject to the law of large numbers
- Constrained by a dominant position
- Subject to cultural continuity
- Subject to large-scale acquisitions
• 4 ways to quickly expand your business
- Expand sales to existed customers
- Bundling other products/services
- Try to sell alternative products
- Providing a complete solution
• How to find potential customer groups?
- Sourcing of potential customers
- Increasing product awareness
- Inform the benefits of purchasing
- Overcoming the risks of use
- Try it for free before you buy
• How to find new market opportunities
- Zoom out the current category
- Zoom in the current category
- Mapping the market competition landscape
- Looking for opportunities in adjacent markets
- Carry out cross-industry cooperation
1. How to identify and dig out “big customers”?
• What are the characteristics of key customers?
• How to identify and develop key customers?
Case study: How ABB set the rules for segmenting key customers?
• 4-step method to identify business opportunities
- Is the demand clear?
- Product relevance
- The urgency of time
- How about Competition
• The 6-step sales process for key accounts
- Customer filter
- Customer visit
- Demand digging out
- Solution presentation
- Business Negotiation
- Close the deal
1. How to accurately dig out customer needs? .
• Two types of customer needs
- Hidden needs: rage, laziness, lust, greed, gluttony, vanity, fear
- Explicit needs: To C customers like physiological, safety, efficiency, social, respect, self-realization
TO B customers like design and function, production and manufacturing, brand and quality, transportation and inventory, finance and capital, price and profit, risk and safety
• How to explore customer needs?
- SPIN tools
- Critical to quality tools (CTQ tools)
Case Study: On-site Practice of the SPIN Tools
• What are the dimensions of customer needs analysis?
- Factor Analysis
- Comparative analysis
- Sampling survey method
- Authoritative prediction method
- Inductive-deductive method
- Forward and reverse deduction
- Data Analysis
• How to judge the importance and priority of needs?
- Priority Diagram
- Analytical Hierarchy Process
- Stakeholder benefit Analysis
- KANO model
Role play: Based on the characteristics of the products, using KANO model to practice.
6. What scenarios and products are applicable to transactional selling?
6.1 What is the transactional selling?
• Product features of transactional selling
• Customer groups applicable to transactional selling
• Marketing and promotion strategies for transactional selling
• Enterprise capability building and Business Strategy
6.2 How to make marketing strategy for transactional selling?
• What is marketing strategy and types
• Product portfolio marketing strategy
- Alternative marketing strategy
- Complementary product marketing strategy
Case study : Marketing strategy of Luolai Home Textiles
Volkswagen's SUV and general car marketing strategies
- Accessory marketing strategy
Case study: Why does Tetra Pak offer production lines for free?
HP Printer accessory marketing strategy?
- Bundling marketing strategy
Case study: Parker crimping machine marketing strategy
SKF bearing marketing stragety
- Product line portfolio strategy
Case study: Why the strategies of magazine subscriptions is so different?
· Application of pricing strategy
- Contrast difficulty effect
- Switching cost effect
- Price -Quality Effect
- Spending Effect
- Price ratio effect
- Final benefit effect
- Cost-sharing effect
- Fairness Effect
- Framing Effect
• The pros and cons of promotion mix strategies
- Direct promotion
- Coupons
- Sales rebate
- Free trial
- Wholesale offers
Case study: How does Huawei's telephone utilize promotion strategies
The promotion strategy comes from Metro
7. What scenarios and products are applicable to solution selling?
7.1 What is the solution selling model?
• Product features of solution selling
• Customer groups applicable to solution selling
• Marketing and promotion strategies for solution selling
• Enterprise capability building up and business strategy
7.2 Strategies for breaking through key customer relationships
• Definition of customer relationship management
• The essence of customer relationship management
- The essence of relationship lies on the exchange and equality of value
- The value and classification of customers to enterprises
- The value and classification of enterprises to customers
• Graphical display: Customer internal relationship analysis chart
- From point to surface: new understanding of customer relationships based on bidding
- How to grasp the three horizontal and two vertical circles
• Customer relationship breaks through the "Three Exchanges" Rule
• Remedial measures for inadequate customer relations
7.3 Value proposition design and value quantification
• Customer value perception theory and its application
Case study: Sales growth path of Willsi
• How to explore and define the value of products
- Method for selecting benchmark
- Definition and identification of economic value
- Definition and identification of psychological values
Case study: How Nongfu Spring focuses on the value of a bottle of water
• ADAMF design model for value proposition
- Best second-alternative (A)
- Design of value differentiation points (D)
- Quantification and confirmation of value points (A)
- Total value calculation and presentation (M)
- Other factors to consider (F)
Case study: Value proposition design for track seals
Classroom practice: Design value proposition plan based on own products
8. What scenarios and products are applicable to performance selling?
8.1 What is performance selling?
• What is performance selling?
- Lower total cost of ownership
- Improve asset performance
• The difference between performance selling and traditional selling
- Deliverables
- Delivery start and ending points
- Customer relationship
- Pricing model
- Focus on
• What are the types of performance selling?
Case study: SKF rotating equipment performance selling
Michelin tire solutions for commercial transportation fleets
Siemens intelligent building management system
Hilti Fleet Tool steward service
• What are the conditions for implementing performance selling?
• 7 steps to implement performance selling
- Identify your target customers
- Matching demands with capabilities
- Expectations and goal setting
- Program design and quantification
- Value communication and distribution
- Continuous tracking and feedback
- Data optimization and iteration
Classroom practice: Design effective sales plan based on own product
8.2 Which customers are applicable to performance selling?
• Principles for filter out target customers
- Overcapacity
- Continuous production
- High asset utilization
- Limited by own conditions
• 6 Steps to Building Customer Relationships
- Understanding cognition
- Demand detection
- Satisfied feedback
- Commitment of both parties
- Building mutual trust
- Generate dependence
Case study: How SKF successfully established cooperation with a steel plant
• 4 Steps to Improve customer benefits
- Economic benefits
- Psychological benefits
- Social benefits
- Special interests
1. Course summary
Value Selling and Sales Strategy Transformation and Upgrading
Mr. Wang Ke
【Course Background】
Faced with fierce competition for the industrial products, the homogeneity becoming more and more serious, and higher requirements are placed on the sales skills. In the past, the "sales" who could only introduce products or services and rely on drinking a lot to build relationships with customer can no longer adapt to current changeable and complex environment. Compared to general customers, Key account customers normally purchase big volumes and higher amounts, many people are involved in decision-making. The decision-making process is quite long and many uncertainties. It also makes greater challenge to the sales capability of front-line sales. How to transform from traditional, passive sales into pro-active selling to drive customer demand, dig out more potential customer needs, expanding market share and increasing profits is the focus of this course.
This course focuses on the six-step sales process for developing key accounts. Including introducing how to identify and filter key accounts, how to make preparations before visiting customers. Course will utilize interactive exercises, case sharing, group discussions and other teaching methods to guide students to make use of SPIN and CTQ tools to explore customers' potential needs, master the skills of presenting solutions using the FABVE five-step method, and how to negotiate with customers and ultimately close business deals.
【Course Benefits】
• Understand three underlying logics of sales and master the applicable scenarios and product features of the three value marketing models
• Get to know how to identify and filter out key customers and judge of potential business opportunities
• Understand how to prepare before visiting customers and the determination of different customer roles
• Utilizing SPIN and CTQ tools to explore potential customer needs and ranking them according to their importance
• Learn to design value propositions making use of the ADAMF model and present solutions using the FABVE five-step approach
• How to improve communication among team members and handle conflict effectively
• How to use incentive systems to improve corporate sales performance
【Course Features】
Classroom training: Focus on practical application, allowing students to bring problems, solve them on the spot, and take away tools, models and methodologies.
Rich cases: Combined with a large number of business cases, to make obscure theory becomes easy to understand and interesting
After-school tutoring: For those problems that require a lot of data analysis and very complex, we can come into the enterprise and provide special tutoring.
【Target Audience】
Personnel engaged in front-line sales and sales management, such as sales managers/supervisors, key account managers, regional managers, business managers/supervisors; and peoples who need to develop and expand the market, such as market development department, business marketing department and other related personnel.
【Course Structure】
【Course Time】
2 -3 days (6 hours/day, can be customized according to actual needs)
【Course Outline】
1. Opportunities and challenges of sales in the era of Industry 4.0
• Five characteristics of the Industrial 4.0 era
- Everything is connected
- Big data era
- Smart Integration
- Technological innovation
- Transformation and Upgrading
• Five major trends of sales in future
- Diversified customer needs vs. homogeneous products
- Diversified purchasing channels vs. fierce market competition
- Focusing on products and services vs. focusing on the results of the solution
- Ordinary buyer-seller relationship vs. partnership
- Continuous cost reduction vs. continuous performance improvement
1. What is the essence and ultimate goal of sales?
• Common misunderstandings in the sales Process
Case study: Different sales between two generations of Google Glass
• The three core elements and underlying logics of sales
- Why are customers willing to buy? -- Exploring customer needs
- Why customers pay a premium? -- Value quantification and communication
- Why customers only buy from us? -- Building up competitive advantage
• 2 Different marketing thinking orientations
- Product-oriented marketing thinking
- Customer-oriented marketing thinking
• Iteration and upgrading of value selling model
- First Generation: Transactional selling model- Focus on intrinsic value
- Second Generation: Solution selling model – Focus on external value
- The third generation: Performance selling model— Focus on performance value
Case study: Transformation and upgrading of three-generation selling model
1. How can a company keep rapid growth?
• What are the constraints on rapid growth of a company?
- Subject to the law of large numbers
- Constrained by a dominant position
- Subject to cultural continuity
- Subject to large-scale acquisitions
• 4 ways to quickly expand your business
- Expand sales to existed customers
- Bundling other products/services
- Try to sell alternative products
- Providing a complete solution
• How to find potential customer groups?
- Sourcing of potential customers
- Increasing product awareness
- Inform the benefits of purchasing
- Overcoming the risks of use
- Try it for free before you buy
• How to find new market opportunities
- Zoom out the current category
- Zoom in the current category
- Mapping the market competition landscape
- Looking for opportunities in adjacent markets
- Carry out cross-industry cooperation
1. How to identify and dig out “big customers”?
• What are the characteristics of key customers?
• How to identify and develop key customers?
Case study: How ABB set the rules for segmenting key customers?
• 4-step method to identify business opportunities
- Is the demand clear?
- Product relevance
- The urgency of time
- How about Competition
• The 6-step sales process for key accounts
- Customer filter
- Customer visit
- Demand digging out
- Solution presentation
- Business Negotiation
- Close the deal
1. How to accurately dig out customer needs? .
• Two types of customer needs
- Hidden needs: rage, laziness, lust, greed, gluttony, vanity, fear
- Explicit needs: To C customers like physiological, safety, efficiency, social, respect, self-realization
TO B customers like design and function, production and manufacturing, brand and quality, transportation and inventory, finance and capital, price and profit, risk and safety
• How to explore customer needs?
- SPIN tools
- Critical to quality tools (CTQ tools)
Case Study: On-site Practice of the SPIN Tools
• What are the dimensions of customer needs analysis?
- Factor Analysis
- Comparative analysis
- Sampling survey method
- Authoritative prediction method
- Inductive-deductive method
- Forward and reverse deduction
- Data Analysis
• How to judge the importance and priority of needs?
- Priority Diagram
- Analytical Hierarchy Process
- Stakeholder benefit Analysis
- KANO model
Role play: Based on the characteristics of the products, using KANO model to practice.
6. What scenarios and products are applicable to transactional selling?
6.1 What is the transactional selling?
• Product features of transactional selling
• Customer groups applicable to transactional selling
• Marketing and promotion strategies for transactional selling
• Enterprise capability building and Business Strategy
6.2 How to make marketing strategy for transactional selling?
• What is marketing strategy and types
• Product portfolio marketing strategy
- Alternative marketing strategy
- Complementary product marketing strategy
Case study : Marketing strategy of Luolai Home Textiles
Volkswagen's SUV and general car marketing strategies
- Accessory marketing strategy
Case study: Why does Tetra Pak offer production lines for free?
HP Printer accessory marketing strategy?
- Bundling marketing strategy
Case study: Parker crimping machine marketing strategy
SKF bearing marketing stragety
- Product line portfolio strategy
Case study: Why the strategies of magazine subscriptions is so different?
· Application of pricing strategy
- Contrast difficulty effect
- Switching cost effect
- Price -Quality Effect
- Spending Effect
- Price ratio effect
- Final benefit effect
- Cost-sharing effect
- Fairness Effect
- Framing Effect
• The pros and cons of promotion mix strategies
- Direct promotion
- Coupons
- Sales rebate
- Free trial
- Wholesale offers
Case study: How does Huawei's telephone utilize promotion strategies
The promotion strategy comes from Metro
7. What scenarios and products are applicable to solution selling?
7.1 What is the solution selling model?
• Product features of solution selling
• Customer groups applicable to solution selling
• Marketing and promotion strategies for solution selling
• Enterprise capability building up and business strategy
7.2 Strategies for breaking through key customer relationships
• Definition of customer relationship management
• The essence of customer relationship management
- The essence of relationship lies on the exchange and equality of value
- The value and classification of customers to enterprises
- The value and classification of enterprises to customers
• Graphical display: Customer internal relationship analysis chart
- From point to surface: new understanding of customer relationships based on bidding
- How to grasp the three horizontal and two vertical circles
• Customer relationship breaks through the "Three Exchanges" Rule
• Remedial measures for inadequate customer relations
7.3 Value proposition design and value quantification
• Customer value perception theory and its application
Case study: Sales growth path of Willsi
• How to explore and define the value of products
- Method for selecting benchmark
- Definition and identification of economic value
- Definition and identification of psychological values
Case study: How Nongfu Spring focuses on the value of a bottle of water
• ADAMF design model for value proposition
- Best second-alternative (A)
- Design of value differentiation points (D)
- Quantification and confirmation of value points (A)
- Total value calculation and presentation (M)
- Other factors to consider (F)
Case study: Value proposition design for track seals
Classroom practice: Design value proposition plan based on own products
8. What scenarios and products are applicable to performance selling?
8.1 What is performance selling?
• What is performance selling?
- Lower total cost of ownership
- Improve asset performance
• The difference between performance selling and traditional selling
- Deliverables
- Delivery start and ending points
- Customer relationship
- Pricing model
- Focus on
• What are the types of performance selling?
Case study: SKF rotating equipment performance selling
Michelin tire solutions for commercial transportation fleets
Siemens intelligent building management system
Hilti Fleet Tool steward service
• What are the conditions for implementing performance selling?
• 7 steps to implement performance selling
- Identify your target customers
- Matching demands with capabilities
- Expectations and goal setting
- Program design and quantification
- Value communication and distribution
- Continuous tracking and feedback
- Data optimization and iteration
Classroom practice: Design effective sales plan based on own product
8.2 Which customers are applicable to performance selling?
• Principles for filter out target customers
- Overcapacity
- Continuous production
- High asset utilization
- Limited by own conditions
• 6 Steps to Building Customer Relationships
- Understanding cognition
- Demand detection
- Satisfied feedback
- Commitment of both parties
- Building mutual trust
- Generate dependence
Case study: How SKF successfully established cooperation with a steel plant
• 4 Steps to Improve customer benefits
- Economic benefits
- Psychological benefits
- Social benefits
- Special interests
1. Course summary
珀菲特顾问 | 王珂老师
更多课程| 讲师简介 / About the Program Leader |
Ø 华东理工大学硕士研究生，复旦大学MBA
Ø 曾任派克汉尼汾流体传动有限公司（C919大飞机供应商）中国区销售经理
Ø 曾任斯凯孚有限公司（世界第一大轴承品牌）中国区销售运营负责人
Ø 曾任汉高有限公司（世界第一大粘合剂品牌）亚太区战略定价负责人
Ø 曾任依图科技有限公司（AI行业四小龙）运营总监
Ø 曾任诺马（中国）有限公司亚太区市场战略总监
Ø 国际注册高级培训师证书，注册高级咨询师证书
Ø 上海市科委双创中心签约创业辅导专家
【个人简介】
王老师结合其16年在大型外企的销售管理部，产品线规划与定价，市场营销部的实战经验与工作总结，将经典的营销4P理论与互联网时代的新业态，新技术相结合，从营销的底层逻辑出发，围绕产品价值的三重属性（内在价值，外在价值、性能价值）去设计不同的营销战略与落地解决方案，为企业提供一条龙的培训与咨询服务。王老师的定价理念，师从GE(通用公司）Jack Welch(杰克-韦尔奇）的全球定价团队VP（Dick Brown先生），并结合其多年的一线定价管理与实战经验，为企业提供一条龙的培训与咨询服务。
【实战经验】
王老师带领派克汉尼汾流体传动（上海）有限公司，中国区定价团队，在行业大环境整体下滑的情况下，实现销售额逆势增长5.3%，利润同比上浮6.2%；带领汽车行业销售团队，成功开发了潍柴、上柴、福特、通用等知名柴油机和汽车客户，2年内实现总销售额，年增幅达22%，并保持持续的快速增长；获得过2次最佳销售奖及中国区总裁特殊嘉奖的荣誉。
王老师参与并筹划了斯凯孚整个中国区的业务升级与转型，其中某钢厂的客户份额由之前的三分天下变为一家独大，销售利润率提升了35%。斯凯孚产品通过互联网电商营销，成本降低了15%的同时，产品销量也大幅提升。
王老师任职汉高（中国）有限公司，亚太区战略定价经理时，在欧洲董事会的授权下，与麦肯锡欧洲总部合作，为整个亚太地区搭建全新的定价系统与价格管控流程，通过多维度的数据分析，找出潜在的价格泄漏点，当年实现销售利润提升4.3%。
王老师通过市场战略的调整与产品线规划，并配合营销策略与分销价格体系的调整，帮助诺马（中国）分销商销售团队，实现年销售额2000万欧元， 同比毛利率提升10.86%。
王老师带领依图科技（上海）有限公司市场运营团队，重新规划现有产品线布局，并结合新产品的特点与市场定位，有针对性地进行市场推广活动，当年实现新产品销售额突破目标55%。
【培训经验】
王老师培训与辅导《价值营销与营销战略升级》工作坊，德国500强公司，格屋贸易(上海)有限公司，制定新的牌价管理体系与内部价格管控流程，在提升运营效率的同时（新流程帮助企业每月减少420小时的工时浪费，报价周期由原来的68小时，缩短为41小时），减少企业的内控管理风险。
王老师培训与辅导《大客户开发与价值营销全流程》，中国家纺第一品牌，罗莱家纺，帮助其重新定位并划分客户群体，建立新产品的销售价值主张与价格营销策略，当年该产品实现销售额220万人民币。
王老师结合多年企业实战经验的总结，期望自身经验可以帮助企业快速实现盈利，不为众人所知的绝学，让更多的中国企业去了解和掌握，从而赋能企业的发展，提升产品的竞争优势，尽快地实现营销战略的突破与转型升级，突破产业的瓶颈，实现快速且可持续的成长！
【授课风格】
四维一体：从市场定位与客户需求的挖掘，到价值主张的创建，再到定价策略的制定，最后落地到价值沟通与传递，从而形成完整的营销闭环。
课堂培训：注重实战，让学员带着问题来，现场就地解决，并带着工具、模型和方法论走
案例丰富：结合大量的商业案例，将晦涩的理论变的通俗易懂和趣味化，加深学员理解
课后辅导：对于需大量数据分析和较为复杂的企业问题，可以深入企业，开展专题辅导| 培训课程 / Training courses |
价值营销系列
《价值营销与营销战略升级》（制造行业、工业品）核心课程
《价值营销与营销战略升级》（商学院营销公开课）工作坊
《价值营销与营销战略转型升级》浓缩版
《定价战略的制定与价格战术实施》（制造行业、工业品）核心课程
《定价战略的制定与战术实施》（汽车行业）核心课程
《产品战略规划与价值变现》（制造行业、工业品）核心课程
开发谈判系列
《大客户开发与价值营销全流程》（制造行业、工业品）高返聘课程
《政企大客户开发与价值营销全流程》
《商务谈判与客户异议应对策略》（制造行业、工业品）高返聘课程
《海外商务谈判与客户异议应对策略》高返聘课程
销售管理系列
《渠道价值链设计与渠道管理》（制造行业、工业品）
《高绩效销售团队的建设与管理》流量课程
AI+新媒体营销系列
《AI驱动的企业新媒体营销升级》
《AI赋能大客户销售实战特训营》
| 代表性客户 / PART OF TRAINED COMPANIES INCLUDED BUT NOT LIMITED TO |
商学院客户：
华理MBA总裁班，华理工业品营销总裁班，交大MBA, 浙大创业学院，北清智库高级研修营
制造行业、工业品：
家电行业：美的冰箱（多次返聘）、长虹美菱、四川绵阳长虹集团、罗莱家纺、九牧厨卫股份有限公司、唐山梦牌卫浴
造纸行业：日照亚太博森、齐峰新材料股份有限公司、爱丽莎壁纸
重工行业：太原重工股份有限公司 (多次返聘)、南通龙源振华
汽车行业：东风本田零部件、、东风科技、富奥汽车零部件股份有限公司
机械制造：中国航发燃气轮机有限公司、小松中国、宁波博威合金精密细丝有限公司、浙江通力传动科技股份有限公司、纽威数控装备（苏州）股份有限公司、万喜连接件、利欧泵业、重庆工业物理、南京鼎阳
电子行业：杭州航天电子技术有限公司
消费品行业：广东珠江桥生物科技股份有限公司、惠州爱华仕箱包
其他客户：越南赛轮轮胎、龙柏集团、山东宇信控股集团有限公司、奥的斯电梯、深圳远大方略、前程无忧、广州市八方锦程人力资源有限公司、咪咕音乐、河南强生农业科技发展有限公司、天津源城国际贸易有限公司、咪咕音乐、凯络文换热器（中国）有限公司
银行客户：
中国工商银行（上海）分行、中国农业银行（上海）分行、广州南粤银行
电信客户：
中国电信（上海）分公司、（多次返聘）中通服供应链（甘肃）分公司，广州移动（惠州）分公司
交通运输行业：
贵州高速投资集团、广州港船务有限公司、宁波港船务有限公司、碧辟小桔
石化客户：
中国石化（上海）分公司、海洋石油富岛（北京）分公司
电力客户：
国家电网营销中心、南方电网集团
钢铁客户：
宝钢集团中南钢铁
建筑行业：
中国铁建地产集团北方公司、南通泛华建设集团有限公司、江苏城博建设有限公司、陕西越众混凝土有限公司、山东凯翔传热科技有限公司、
医药行业：
四川必可明科技有限公司、山东润达检测技术有限公司
能源行业：
中核集团、中广核电运行研究院、北京建龙重工集团有限公司、佳安氢源、温州奔一新能源、正泰电器、深圳英威腾、上海正帆科技股份有限公司
光伏行业：
隆基绿能、天合光能、通威股份、晶科能源
【学员评价】
王老师的知识储备非常渊博，课程结构清晰，重点突出，层次分明。课堂氛围轻松活跃，学员在感受到老师幽默风趣的同时，也能将课程理论与实际工作相结合，通过案例分析，小组研讨等多种多样的形式，将课上所学更好的应用到日常工作中。再次感谢王老师为此次培训所做的辛苦付出，期待今后能有更多的合作。
——美的冰箱培训负责人 Bobo
王老师的授课内容条理清晰，循序渐进，把晦涩难懂的专业术语，用学员普遍能理解的方式呈现出来。授课形式灵活多样，能很好的调动课堂氛围。学员反馈积极，而且培训内容针对性强，解决了大家在日常工作中遇到的实际难题，收获很大。期待与王老师日后多多合作。
——齐峰新材培训负责人 王智民
王老师，感谢您两天一晚的精彩授课，这次课程劳烦您不厌其烦的沟通，最终得以完美的交付。课堂上您通过引导学员进入状态，启发思考。授课节奏适当，松弛，不急不躁，但又不缺乏幽默，热情。另外，您专业的汽车行业背景，以及对行业信息的高度掌握，也得到了客户的高度认可。期待我们后续长期的合作，非常感谢。
——东风本田 营销部长 毛科
王老师的课程内容系统而全面，从战略定价的起源、对企业的价值，不同类型产品所适用的定价策略，以及定价流程的落地与监控，全面而详尽，让我们受益匪浅。
——格屋大中国区总裁 萧雯
提交需求
明确内训需求与课程方向
沟通诊断
了解岗位、学员与业务痛点
项目调研
调研实际场景与学习目标
方案设计
定制课程内容与实操安排
达成共识
确认培训方案与实施细节
项目实施
讲师授课与现场实操
持续跟踪
跟进学习应用与问题反馈
效果评估
评估培训成果与落地效果
我们是谁 Who We Are
珀菲特顾问成立于2011年，是一家专业为企业提供一体化解决方案的知识供应商。我们紧跟AI技术发展趋势，整合AI实战讲师资源，为企业提供从AI认知到落地的全链条赋能培训解决方案。
Founded in 2011, PERFECT CONSULTANT is a knowledge supplier specializing in integrated enterprise solutions. We closely follow AI technology trends and integrate practical AI instructor resources to provide full-chain empowerment from AI awareness to implementation.
我们做什么 What We Do
承接组织绩效提升与人才学习发展业务，覆盖企业内训、公开课、在线学习和项目咨询四大板块，并将AI赋能内容融入不同业务与岗位场景。
We support organizational performance improvement and talent learning development across enterprise internal training, public courses, online learning and project consulting, embedding AI empowerment into business and role-specific scenarios.
服务对象 Our Clients
服务世界500强企业、合资工厂、国有企业、快速发展的民营企业及行业代表性企业，客户包括微软、Intel、阿里巴巴、腾讯、华为、三星、丰田等知名科技与制造企业。
We serve Fortune 500 companies, joint ventures, state-owned enterprises, fast-growing private companies and industry leaders, including Microsoft, Intel, Alibaba, Tencent, Huawei, Samsung, Toyota and other leading technology and manufacturing enterprises.
公司数据 Company at a Glance
2011
成立年份Founded
6000+
服务企业Enterprise Clients
60万+
累计学员Total Learners
2000+
签约&特邀讲师Signed & Guest Instructors
300+
AI热门课题AI Courses
1500+
现有公开课Public Courses
20000+
现有内训课Internal Courses
20+
覆盖城市Cities Covered
公开课
覆盖AI赋能与领导力、通用管理、人力资源、精益智造及个人效能等方向，为不同岗位提供实战课程。
企业内训
围绕组织绩效与人才发展定制培训方案，可将AI办公、智能体、AI研发与数字化供应链等内容嵌入业务场景。
项目咨询
提供人才梯队、智能制造与AI转型咨询，通过案例驱动、工具实操和模板交付推动方案落地。
企业视频号
公司微信公众号
公开课小程序
【见证企业成长每一步】
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