ICG销售指导书200803

Parts Manual cFor Technical Assistance call: 800-227-2233, Fax: 888-329-8207 To Order Parts call: 888-227-2233, Fax: 888-329-0234Paper Roll Clamp 66G-RCP-B003R1ModelSerial Number cascadeாcorporation66GREF QTY PART NO.DESCRIPTION14665595No Hand Hold Decal22660269Short Arm Rotation Position Decal 36656038Caution Decal 44679150No Step Decal54665677Trapped Pressure Decal 61679059Quick-Change Hook Decal 71671167Oil Fill T ag (not shown)212926Decal Kit, (items 1–7)Decals612345Publications66GPART NO. DESCRIPTIONParts Manual213744 Service Manual210135 Operator’s Guide212420 Installation Instructions - Fixed Frame 677555 Driver Training Video - VHS679929 Tool Catalog673964 Literature Index Order FormREF QTY PART NO.DESCRIPTION213817Frame Group w/o Stop – 51 in. v213823Frame Group w/o Stop – 55 in. v213829Frame Group w/o Stop – 60 in. v213835Frame Group w/o Stop – 63 in. v213841Frame Group w/o Stop – 72 in. v 1213818Frame w/o Stop – 51 in. v1213824Frame w/o Stop – 55 in. v 11213830Frame w/o Stop – 60 in. v1213836Frame w/o Stop – 63 in. v1213842Frame w/o Stop – 72 in. v 21213981Baseplate w/o Stop38211718Bearing48211717Bearing54211712Hose Guard64209987Spacer71209944Seal81213983Bearing Assembly924213902Capscrew, M12 x 45v Maximum roll handling capicity.q See Drive Group page for parts breakdown. Reference: S-4649, S-4650, S-4655, S-4733.66GREF QTY PART NO.DESCRIPTION101212308Drive Group – 2.2 c.i. Motor q1795491Drive Group – 2.8 c.i. Motor q 114211689Capscrew, M12 x 301228683822Lockwasher, M12136209684Capscrew, M12 x 501416605Fitting, 3/4 in.1518213900Capscrew, M12 x 60161605761Fitting, 8-8 SAE171601250Fitting, 8-8 SAE181601377Fitting, 8-8 SAE2765492Fitting, 8 SAE – M10 L-Series 192765493Fitting, 8 SAE – M12 L-Series2756920Fitting, 8 SAE – M12 S-Series212905Bearing Service Kit (items 3, 4, 6)212907Pin Service Kit (items 4, 6)212908Pin Service Kit (items 3)216440Bearing Service Kit (items 8,9,12,13,15)212917Drive Group Kit – 2.2 (items 10,11,12)212918Drive Group Kit – 2.8 (items 10,11,12) Reference:Common Parts Group 211975, 213986.Baseplate Group 213834 & 213846.Fitting Group 212367.REF QTY PART NO.DESCRIPTION212308Drive Group with 2.2 c.i. Motor 795491Drive Group with 2.8 c.i. Motor 16768826Capscrew, M12 x 2521211774Cover3q 674513Shim – .005 in. (blue)4q 670574Shim – .010 in. (brown)5q 671757Shim – .015 in. (pink)6q 671758Shim – .020 in. (yellow)71670579Bearing 81670582Key 91670506Pinion 101775551Housing 111686465Gasket 121675608Worm 131775553Adapter 1422705O-Ring151670549Check Valve1646444Lockwasher, 5/16174607059Capscrew, 5/16 NC x 1.75 GR8181670575Gasketq Quantity as required.v See Drive Motor page for parts breakdown.66GREF QTY PART NO.DESCRIPTION191210139Drive Motor – 2.2 c.i. v 1206392Drive Motor – 2.8 c.i. v2044468Capscrew, 3/8 NC x .75 GR8211670580Bearing 221675609Worm Gear 231670581Bearing 2417214Snap Ring 251204970Gasket 261775552Cover 271783609Seal281783608Capscrew, M12 x 16294775639Capscrew, M8 x 20301644010Relief Fitting 311604510Fitting, 6321656300Gear Box Lube – 48 oz.331668184Sealant670578Shim Service Kit (items 3-6, 11, 33)675637Shim Service Kit (items 21, 33)675638Shim Service Kit (items 3-7)212919Motor Kit-2.2 (items 11,14,18,19,20,33)212920Motor Kit-2.8 (items 11,14,18,19,20,33)Reference: Common Parts Group 795490, SKN-5527.Hosing GroupPositioned Short Arm66G51 in. s 55 in. s 60 in. s 63 in. s 72 in. sREF QTY PART NO.PART NO.PART NO.PART NO.PART NO. DESCRIPTION 213966 213968 213970 213972 213974 Hose Group1 4 213988 213990 213992 213994 213996 Hose2 4 213989 213991 213993 213995 213997 Hose31v v v v v Revolving Connections Maximum roll handling capacity.v See Revolving Connection page for part number.Reference: S-4192, S-4193.Revolving ConnectionREF QTY PART NO.DESCRIPTION222393Revolving Connection 11222192Valve Body23214649x Seal31222389Shaft417341x Retaining Ring51222190End Block62227962Eye Pin72564448x O-Ring82766123x Capscrew, M8 x 5094604511Fitting, 6-6104611302Fitting, 6-6112768697Capscrew, M10 x 25 121211909End Block Retainer 131215480Capscrew, M10 x 25 141209021Washer, M10151212725Spacer1613138x Retaining Ring172601377q Fitting, 8-8x Included in Service Kit 222223.q Included in Fitting Group 212367.Reference:SK-6113.66G51 in. s55 in. s60 in. s63 in. s72 in. sREF QTYPART NO.PART NO.PART NO.PART NO.PART NO.DESCRIPTION 213638213634 213640 213636 213642 Cylinder Assembly 114195-3584195-3764195-3954195-4224195-410Shell214130-3484130-3794130-3904130-4204130-500Rods Maximum roll handling capacity.Common PartsREF QTY PART NO.DESCRIPTION 31560997Nut41211295v Wear Ring51564902v Seal61211292Piston71210087v O-Ring81564445v O-Ring91564446v Back-Up Ring 101564442v Seal111209763Retainerv Included in Service Kit 210133.Reference: S-4195, LS-4454, S-4460.REF QTY PART NO.DESCRIPTION 121564443v Wiper131209764Rod End141659058Check Valve151609234Fitting, 4161601676Fitting, 6-6171604511Fitting, 6-6181667516Check Valve Service Kit210133Cylinder Service KitSTAMPED CYLINDER ASSEMBLY PART NUMBERs Maximum roll handling capacity. Reference: S-4196, S-4203.66G51 in. s55 in. s60 in. s63 in. s72 in. sREF QTYPART NO.PART NO.PART NO.PART NO.PART NO.DESCRIPTION 214068–214072–214076Arm Group w/Guard214078212411214082214084214086Arm Group w/o Guard1214088–214096–214104Arm w/Guard 11214108213344214116214120214124Arm w/o Guard s Maximum roll handling capacity.Common PartsREF QTY PART NO.DESCRIPTION212933Common Parts Group 22209982Arm Pivot Pin32209983Cylinder Pivot Pin424175-150Cylinder Rod Pivot Pin58215480Capscrew, M10x1.5x2568209021Washer, M1078769009Roll Pin88209985Cap94210080Bearing104209986Retaining Ring Reference: S-4668, S-4170, S-4171.REF QTY PART NO.DESCRIPTION 112212382Dowel Pin, 8x16 mm1216209941Shim – .062 in.138681238Lockwasher141212902Arm Tip Service Kit212905Bearing Service Kit (items 9, 10)212906Pin Service Kit (items 2–8, 10–13)212907Pin Service Kit (items 2, 5–8, 11, 13)212908Pin Service Kit (items 3, 5–8)212909Pin Service Kit (items 4, 9, 10)Short Arm66G51 in. s 55 in. s 60 in. s 63 in. s 72 in. sREF QTYPART NO.PART NO.PART NO.PART NO.PART NO.DESCRIPTION 214158 214159 214160 214161 214162 Arm Group w/Guard214163 214164 214165 214166 214167 Arm Group w/o Guard1 214168 214170 214172 214174 214176 Arm w/Guard11 214178 214180 214182 214184 214186 Arm w/o Guards Maximum roll handling capacity.Common PartsREF QTY PART NO. DESCRIPTION212933 Common Parts Group2 2 209982 Arm Pivot Pin3 2 209983 Cylinder Pivot Pin4 2 4175-150 Cylinder Rod Pivot Pin5 8 215480 Capscrew, M10x1.5x256 8 209021 Washer, M107 8 769009 Roll Pin8 8 209985 Cap9 4 210080 Bearing10 4 209986 Retaining Ring Reference: S-4172, S-4173.REF QTY PART NO. DESCRIPTION11 2 212382 Dowel Pin, 8x16 mm12 16 209941 Shim – .062 in.13 8 681238 Lockwasher14 1 212902 Arm Tip Service Kit212905 Bearing Service Kit (items 9, 10)212906 Pin Service Kit (items 2–8, 10–13)212907 Pin Service Kit (items 2, 5–8, 11, 13)212908 Pin Service Kit (items 3, 5–8)212909 Pin Service Kit (items 4, 9, 10)60G60 in. s REF QTYPART NO.DESCRIPTION 209882Standard Pad Group 11209895Pad, Standards Maximum roll handling capacity.REF QTY PART NO.DESCRIPTION62209916Link 724182-110Cable 82674265Clevis Pin 926525Cotter PinCommon PartsREF QTY PART NO.DESCRIPTION212931Common Parts Group – Long Arm 22211997Retainer – RH v 32211998Retainer – LH v 48763021Capscrew, M12 x 3058681473Lockwasher, M12v Driver’s view, clamp in horizontal position, Short Arm up.Reference:S-4176, S-4177.60G60 in. s REF QTYPART NO.DESCRIPTION 209883Standard Pad Group 11209895Pad, Standards Maximum roll handling capacity.REF QTY PART NO.DESCRIPTION58681473Lockwasher, M1262209909Link72674265Clevis Pin 826525Cotter PinCommon PartsREF QTY PART NO.DESCRIPTION212935Common Parts Group – Short Arm 22209904Retainer – RH v 32209905Retainer – LH v 48763021Capscrew, M12 x 30v Driver’s view, clamp in horizontal position, Short Arm up.Reference:S-4176, S-4177.Mounting GroupClass III, 2°REF QTY PART NO.DESCRIPTION209926Mounting Group 11209932Upper Hook – RH 21209933Upper Hook – LH 34779010Capscrew, M16 x 35 42675969Lower Hook54678997Capscrew, M16 x 70 64667225Washer, .625 in. I.D. 74781534Nut, M1681209936Spacer92213771Capscrew, M12 x 25 101669344Stop KitDo you have questions you need answered right now? Call your nearest Cascade Parts Department. Visit us online at Cascade (UK) Ltd.15, Orgreave Crescent Dore House Industrial Estate HandsworthSheffield S13 9NQ EnglandTel: 742-697524FAX: 742-695121Cascade Scandinavia AB Box 124Hammarvägen 10567 23 Vaggeryd SwedenTel: 42-0-393-36950 FAX: 46-0-393-36959Cascade N.V. European Headquarters P.O. Box 30091300 El Almere Damsluisweg 561332 ED AlmereThe NetherlandsTel: 31-36-5492911 FAX: 31-36-5492964Cascade Norway Østerliveien 37A 1153 Oslo NorwayTel: 47-22-743160 FAX: 47-22-743157Cascade France S.A.R.L.1D Rue De CharaintruBP 18, 91360 Epinay-Sur-OrgeMorangis Cedex, FranceTel: 33-1- 64547500FAX: 33-1-64547501Cascade Hispania S.A.Carrer 5 Sector CZona Franca DuaneraPoligono de la Zon Franca08040 Barcelona, SpainOffice No. 256Tel: 93-264-07-30FAX: 93-264-07-31Cascade Canada Inc.5570 Timberlea Blvd.Mississauga, OntarioCanada L4W-4M6Tel: 905-629-7777FAX: 905-629-7785Cascade GmbHD-41199 MonchengladbachKlosterhofweg 52GermanyTel: 49-216-668230FAX: 49-216-6682323Cascade N.V.Benelux Sales and ServiceP.O. Box 30091300 El AlmereDamsluisweg 561332 ED AlmereThe NetherlandsTel: 31-36-5492950FAX: 31-36-5492974Cascade FinlandAlbert Petreliuksenkatu 301370 VantaaFinlandTel: 358-9-836-1925FAX: 358-9-836-1935Cascade Corporation2501 Sheridan AvenueSpringfield, OH 45505Tel:888-CASCADE (227-2233)FAX: 888-329-0234Cascade Japan Ltd.5-5-41,Torikai KamiSettsu, OsakaJapan, 566Tel: 81-726-53-3490FAX: 81-726-53-3497Cascade Korea108B, Namdong Ind Complex 658-3 Gojan-Dong Namdong-GuInchon, 405-310 KoreaTel: 82-32-821-2051FAX: 82-32-821-2055Cascade Australia1445 Ipswich RoadRocklea, QLD 4106AustraliaTel: 1-800227-223FAX: (07) 3373-7333Cascade New Zealand15 Ra Ora DriveEast Tamaki, AucklandNew ZealandTel: 9-273-9136FAX: 9-273-9137Cascade (Africa) Pty. Ltd.P.O. Box 625, Isando 160060A Steel RoadSparton, Kempton ParkSouth AfricaTel: 27-11-975-9240FAX: 27-11-394-1147Cascade-XiamenNo. 668 Yangguang Rd. Xinyang Industrial Zone Haicang, Xiamen City Fujian ProvinceP.R. China 361026 Tel: 86-592-651-2500 FAX: 86-592-651-2571Cascade (Singapore) Trading Co.Four Seasons Park Autumn Block - Apt. 1802 12 Cuscaden Walk SingaporeTel: 65-834-1935FAX: 65-834-1936c。

芯片销售的工作计划书范文一、背景和目标近年来，随着物联网、云计算、人工智能等领域的快速发展，芯片作为电子产品的核心部件越来越受到广泛关注。

作为芯片销售人员，我们的目标是在这个蓬勃发展的市场中取得突出的业绩，提升公司在芯片行业的市场份额。

二、市场调研1. 分析芯片市场的现状和发展趋势，了解竞争对手的产品、业务和市场份额，为销售策略制定提供支持。

2. 定期发布市场调研报告，将市场情报及时传递给销售团队，为其制定相应的销售计划提供依据。

三、产品策划1. 与研发部门密切合作，了解公司当前产品线的特点和竞争优势。

2. 根据市场需求和客户反馈，不断调整和优化产品策略，推出具有竞争力的新产品。

四、销售目标1. 根据市场份额和市场需求，制定年度销售目标，并进行细化和分解。

2. 设定销售指标和考核标准，对销售团队进行激励和奖励。

五、客户开发1. 建立并维护客户数据库，包括潜在客户和现有客户的联系情况和购买记录。

2. 制定客户开发计划，根据客户特点和需求，制定个性化的营销推广方案。

六、销售渠道1. 与代理商、分销商和合作伙伴进行深入合作，拓展销售渠道。

2. 建立和完善销售渠道的管理体系，包括库存、物流、售后服务等环节。

七、市场推广1. 制定市场推广计划，根据产品特点和目标客户群体，进行目标市场的广告宣传和品牌营销。

2. 与媒体、行业协会、展会组织等合作，提高公司品牌知名度和影响力。

八、销售活动1. 组织和参加各类销售促销活动，包括产品发布会、技术讲座、客户座谈会等。

2. 配合客户需求，提供技术支持和解决方案，提升客户满意度和忠诚度。

九、团队建设1. 招聘和培养具有销售能力和专业知识的人才，建立高效的销售团队。

2. 定期组织团队培训，提升销售人员的专业素质和销售技巧。

十、预算和风险管理1. 制定年度销售预算，进行销售费用和收入的控制和分析。

2. 定期进行市场风险评估，制定应对措施，降低市场风险带来的影响。

十一、执行和监督1. 制定详细的工作计划和时间表，确保销售团队按期完成各项工作任务。

汽车配件销售作业指导书第1章市场分析与产品了解 (4)1.1 汽车配件市场概述 (4)1.2 主要竞争对手分析 (4)1.3 本公司产品特点及优势 (5)第2章销售策略制定 (5)2.1 销售目标与计划 (5)2.1.1 目标市场分析 (5)2.1.2 销售目标设定 (5)2.1.3 销售计划制定 (5)2.2 价格策略 (6)2.2.1 价格定位 (6)2.2.2 价格体系 (6)2.2.3 价格调整策略 (6)2.3 促销策略 (6)2.3.1 促销活动策划 (6)2.3.2 促销手段组合 (6)2.3.3 促销资源分配 (6)2.3.4 促销效果评估 (6)第3章客户关系管理 (6)3.1 客户分类与评估 (6)3.1.1 客户分类原则 (6)3.1.2 客户评估方法 (7)3.1.3 客户分类与评估流程 (7)3.2 客户关系维护 (7)3.2.1 客户关系维护策略 (7)3.2.2 客户沟通与拜访 (7)3.2.3 客户关怀 (7)3.2.4 客户档案管理 (7)3.3 客户投诉处理 (7)3.3.1 投诉接收与分类 (7)3.3.2 投诉处理流程 (7)3.3.3 投诉反馈 (8)3.3.4 投诉预防 (8)第4章销售团队建设与管理 (8)4.1 销售团队组织结构 (8)4.1.1 部门设置 (8)4.1.2 岗位职责 (8)4.1.3 岗位职责分配 (8)4.2 员工招聘与培训 (8)4.2.1 招聘标准 (8)4.2.2 招聘流程 (8)4.2.3 培训与发展 (9)4.3 销售团队激励与考核 (9)4.3.1 激励机制 (9)4.3.2 考核指标 (9)4.3.3 绩效评估 (9)4.3.4 奖惩制度 (9)第5章销售渠道拓展 (9)5.1 线上销售渠道 (9)5.1.1 网上商城建设 (9)5.1.2 电商平台合作 (9)5.1.3 社交媒体营销 (9)5.2 线下销售渠道 (10)5.2.1 实体门店建设 (10)5.2.2 区域代理合作 (10)5.2.3 汽车配件展会参加 (10)5.3 合作伙伴关系建立 (10)5.3.1 建立合作机制 (10)5.3.2 资源共享 (10)5.3.3 定期沟通与评估 (10)5.3.4 培养长期合作关系 (10)第6章配件库存管理 (10)6.1 库存分析与预测 (10)6.1.1 数据收集 (10)6.1.2 预测模型建立 (11)6.1.3 预测结果评估 (11)6.2 库存控制策略 (11)6.2.1 安全库存设置 (11)6.2.2 订货周期优化 (11)6.2.3 库存动态调整 (11)6.3 仓储管理与物流配送 (11)6.3.1 仓库布局优化 (11)6.3.2 仓储作业标准化 (11)6.3.3 物流配送管理 (11)6.3.4 信息化管理 (11)第7章售后服务与支持 (11)7.1 售后服务政策制定 (11)7.1.1 服务承诺 (12)7.1.2 服务流程 (12)7.1.3 服务时效 (12)7.1.4 服务收费标准 (12)7.2 技术支持与培训 (12)7.2.1 技术支持 (12)7.2.2 技术培训 (12)7.2.3 技术更新与分享 (12)7.3.1 客户满意度调查 (12)7.3.2 调查内容 (12)7.3.3 改进措施 (13)7.3.4 持续优化 (13)第8章营销传播与推广 (13)8.1 品牌形象塑造 (13)8.1.1 品牌定位 (13)8.1.2 品牌视觉识别系统 (13)8.1.3 品牌传播策略 (13)8.2 网络营销策略 (13)8.2.1 搜索引擎优化（SEO） (13)8.2.2 网络广告 (13)8.2.3 社交媒体营销 (13)8.2.4 内容营销 (14)8.3 线下活动策划与执行 (14)8.3.1 活动策划 (14)8.3.2 活动执行 (14)8.3.3 活动后续跟进 (14)8.3.4 合作伙伴关系维护 (14)第9章销售数据分析与优化 (14)9.1 销售数据收集与整理 (14)9.1.1 数据收集 (14)9.1.2 数据整理 (14)9.2 销售数据分析方法 (15)9.2.1 描述性分析 (15)9.2.2 关联分析 (15)9.2.3 因素分析 (15)9.3 销售策略优化与调整 (15)9.3.1 产品策略优化 (15)9.3.2 价格策略优化 (15)9.3.3 促销策略优化 (15)9.3.4 销售渠道优化 (16)9.3.5 市场策略优化 (16)第10章法律法规与风险防控 (16)10.1 相关法律法规了解 (16)10.1.1 国家层面法律法规 (16)10.1.2 地方法规 (16)10.1.3 行业标准与规范 (16)10.2 合同管理与风险防范 (16)10.2.1 合同签订管理 (16)10.2.2 合同履行管理 (16)10.2.3 合同变更与解除管理 (16)10.2.4 诉讼与仲裁管理 (17)10.3.1 政策监测与分析 (17)10.3.2 政策预判与应对 (17)10.3.3 政策利用与优化 (17)10.3.4 政策沟通与协调 (17)第1章市场分析与产品了解1.1 汽车配件市场概述汽车配件市场作为汽车产业发展的重要组成部分，其市场规模及发展趋势与汽车产业的发展态势密切相关。

标准销售指导书范本目标该标准销售指导书范本旨在提供一份详细的指南，帮助销售团队进行销售活动。

指导书的目标是帮助销售人员了解产品或服务的特点、优势和定位，并提供销售技巧和策略，以实现销售目标。

内容结构标准销售指导书一般包括以下内容：1. 公司介绍：介绍公司的背景、历史和核心价值观，让销售人员了解公司的文化和定位。

2. 产品或服务描述：详细描述所销售的产品或服务的特点、功能和优势。

包括技术规格、操作指南和解决方案等。

3. 目标市场分析：分析目标市场的特点、竞争对手和潜在机会。

帮助销售人员了解如何针对不同客户群体制定销售策略。

4. 销售技巧和策略：提供一些有效的销售技巧和策略，如销售演讲技巧、客户管理技巧和售后服务策略等。

帮助销售人员提高销售效率和业绩。

5. 销售流程和工具：描述销售流程和使用的销售工具，如CRM系统、销售报告模板和销售培训材料等。

确保销售人员在销售活动中有条不紊地进行，并能充分利用相关工具。

使用建议以下是使用标准销售指导书的一些建议：1. 定期培训：定期为销售人员提供培训，使其了解最新的产品或服务信息以及销售技巧。

培训可以通过内部培训、外部培训或在线培训等方式进行。

2. 定制化指导书：根据不同产品或服务的特点，可以定制化指导书的内容，以满足销售人员不同的需求和要求。

3. 反馈机制：建立有效的反馈机制，让销售人员能够及时分享客户反馈、市场信息和销售经验，以便不断改进销售策略和技巧。

4. 评估和追踪：定期评估销售人员的销售业绩，并追踪销售指导书的使用情况和效果。

根据评估结果进行调整和改进。

5. 持续更新：定期对销售指导书进行更新和改进，以适应不断变化的市场需求和公司战略。

这份标准销售指导书范本将为销售团队提供有价值的信息和指导，帮助他们更好地进行销售活动，并实现销售目标。

通过定期培训、定制化、反馈机制、评估追踪和持续更新等措施，可以不断优化销售流程和提升销售效果。

Contract No.：_______Date：_______买方：（Buyers）名称：_________________________地址：_________________________联系方式：_______________________卖方：（Sellers）名称：_________________________地址：_________________________联系方式：_______________________鉴于：1. 买方有意向购买卖方提供的IC产品。

2. 卖方同意向买方出售以下所述的IC产品。

双方经友好协商，达成如下协议：一、产品规格1. 产品名称：_________________________2. 产品型号：_________________________3. 产品规格：_________________________4. 产品数量：_________________________二、价格与支付1. 产品价格：人民币_________________________元/件（大写：_________________________元整）。

2. 总价：人民币_________________________元（大写：_________________________元整）。

3. 支付方式：买方应在合同签订后__天内，通过银行电汇或现金支付给卖方全部款项。

三、交货时间1. 交货日期：自合同签订之日起__天内。

2. 交货地点：_________________________四、包装与运输1. 包装：卖方应确保产品在运输过程中安全，并按照买方要求进行包装。

2. 运输：卖方负责将产品运输至买方指定的地点，运输费用由卖方承担。

五、质量保证1. 卖方保证所售产品符合合同约定的规格和质量标准。

2. 如买方在收到产品后__天内发现质量问题，卖方应无条件退货或更换。

Eight Rules of Sell-Side Technology M&A You’re considering selling your company, but are unsure about the process strategy or which banking team to select. For technology companies that will likely exit in a sale, we suggest considering the rules below regarding sell-side M&A processes and the role of investment bankers.By: Michael O’Hare, Head of M&A, and Chris Hieb, Managing Director, M&A Pacific Crest Securities LLCVC’s and entrepreneurs invest millions of dollars in building technology companies with the intent of generating financial returns through a sale or IPO. When the Board o f Directors determines that it’s time to pursue a sale strategy, several decisions need to be made that will impact the c ompany’s ongoing business and ultimate exit valuation and structure. In most cases, an investment banker can provide valuable advice and support, resulting in a successful outcome for investors and management.Below are eight rules that will help you understand the sell-side M&A process and the investment banker’s role. These points will also enable you to manage the process more efficiently and effectively. Selling a company is after all, one of the most important events in a company’s lifecycle.Rule 1: It’s best to be“bought, not sold”While this concept does not apply in all cases, it provides insight into the dynamics of leverage in a negotiation. Selling a company is a long and sometimes arduous process, so why not start off with a leg up on the buyer? This cliché represents the fact that if a buyer approaches you with interest in acquiring your company, then you have the upper hand in dictating the process and the negotiation. If you don’t have to sell, then you have a viable alternative that allows you to directly compare the risks and benefits of either outcome. On the other hand, if you hire a banker to “shop” the company, then you are trying to convince others to buy you and are inherently passing the leverage to the buyers. It’s easier to negotiate under the context, of “hey, you approached me and see great value, so you should move quickly and pay a fair price”, as opposed to “take a look at my company, what do you think?”It’s also easier to build momentum (see Rule #6) in a process by telling other potential buyers that you have beenapproached and there is a high probability that the company will be acquired by a competitor.Most (but not all) technology company sales that result in a high valuation represent a buyer who is convinced that it needs a particular solution. It’s not common for the seller to proactively convince a buyer that it needs to buy the company at a high price without having previously worked together in a partnership relationship (e.g., OEM, reseller, etc). Most strategic buyers have sophisticated corporate development groups that proactively identify and partner with potential acquisition candidates.The “bought, not sold”concept applies mostly to fairly well known companies in active markets where the buyers are aware of most of the players. This concept is less relevant to very small companies or IP asset sales where a broker may be required to “sell” the asset. If your company has not been approached with serious interest or an offer, expect a sales process to take longer and continue to manage the company as if the transaction will not get done.Rule 2: Valuation means more than just purchase priceWould you accept a valuation that was entirely contingent on future performance? Would you sell your company for a very high valuation, but allow the buyer to come back and recover money up to the purchase price for any minor breach of a representation or warranty? Would you enter into an LOI that only outlined purchase price and was silent on indemnification and closing conditions?A merger or stock purchase agreement is approximately 75 pages and approximately two pages discusses purchase price. There are many other issues a Board should consider before entering into an LOI or definitive agreement. Attorneys that specialize in M&A and bankers that appreciate the legal terms of a transaction are paramount to a successfully transaction. For example, the carve-outs to the indemnification caps and terms are highly negotiated provisions that are directly related to the risk profile of the investors and management team. Great care needs to be taken negotiating these terms as early as possible when the seller has the highest negotiating leverage. In addition, the exact words of the agreement matter under Delaware law, so attention to detail is important.Rule 3: Bird in hand is better than two in the bushIt’s an old adage, but a good one that applies to M&A. Investors areoften biased and believe they deserve a premium valuation. Many valuation methodologies and publicly available statistics may dictateon paper a “market” or “above market” valuation, but valuation is ultimately determined by the type (e.g., big, small, acquisition experience, etc.) and number of buyers. Theoretically, if a company can’t go public, then the value from a liquidity perspective is zero until a buyer is willing to close a transaction. If a seller has only one buyer after a thorough market check, then the valuation multiples of other transactions are irrelevant at that point in time. If the valuation is still not acceptable after several rounds of negotiations, then the only way to signal to the buyer that they have to increase the offer or change other terms is to politely walk away. This approach can have serious consequences, because even if the buyer cannot find another quality company with the same solution, they may allocate their resources to another opportunity in a different market (see Rule #4).Just like in stock investing, it’s better to sell too early at a profit thantoo late with no profit at all. Take every offer seriously, especially when a buyer approaches you because it may be the only offer you receive in the foreseeable future. If you have multiple offers all within the same range, then the market “has spoken” and you have your best valuation. Believing you can get a better deal later is a dangerous game and should only be played when the seller is willing to continue operating the business for the long term.Rule 4: Walking away is your “silver bullet”– use it wiselyThe seller can get frustrated with buyers when negotiating business and legal terms of LOIs and definitive agreements. Most negotiations are professional; however, at times individuals can get emotional or tense and not see the “forest from the trees.” Each party may want to do a deal, but there will always be points of contention due to certain assumptions or beliefs about risk allocation or interpretations of previously agreed language.If the seller determines that a certain term is unacceptable after exhausting all alternatives and opportunities to explain its position to the buyer, then the ultimate strategy might be to walk away. This strategy should be saved for fundamental issues that are unacceptable. All business and legal decision makers should maintain a balance view of the issues and weight all the risks before drawing aline in the sand. If the seller uses this option and goes back to he buyer later, then the seller loses significant leverage and should expect to find it difficult to win other points going forward. More importantly,walking from a deal comes with the risk of losing the buyer all together (see Rule #3). This can be an expensive alternative with respect to legal fees and the costs of management possibly getting distracted during the sale process. On the other hand, walking away can reap huge rewards by scaring the buyer into a higher value or better terms if they believe they will lose the deal to another party. Each step of a negotiation is a give and take between two parties. The terms should come closer together as time progresses, and a successful negotiation should have a sense of momentum and urgency. Generally speaking it’s better to negotiate the key points (e.g., valuation, indemnification, etc.) sooner and/or when the seller has the most leverage, or use other negotiation tactics (e.g., education, patience, delays, etc.) for difficult issues. As the negotiation proceeds, each party will need to make concessions that lead to a mutual agreement. The walk away should be saved for serious issues that are worthy of the associated risks.An experienced investment banker can help you qualify and quantify the risks when negotiating with one or more buyers. They should have experience negotiating with technology buyers under various circumstances, resulting in the ability to know when to push back and when to accept the offer. The b anker’s job is not to only maximi ze value, but to maximize value and manage risk without losing the opportunity.Rule 5: Bankers don’t convince buyers to do dealsThe first step in an M&A process is for the banker to call the potentialbuyers and explain their client has been approached or is considering a sale (see Rule #1). If the buyer is interested, they will ask for additional information and adhere to the steps in the sale process. Bankers are experienced at delivering articulate messages and highlighting key points about the target that a buyer should consider; however, the ultimate decision will be made by the buyer’s sophisticated corporate development, product development, strategy and sales managers. There are many reasons why a buyer might decline from participating in a process: buyer already has a similar product or solution; buyer plans to develop the product internally; buyer is focused on other priorities; buyer is integrating recently completed acquisitions; and seller’s solution is not part of buyer’s longterm product strategy, among others. A banker does not control any of these factors. It is also very important to understand that the seller may not agree with the buyer’s reason to pass. This does not meanthe banker did not articulate the opportunity correctly. Seller’s have their own biases and may view their business and future opportunities from many different perspectives (i.e., it may seem like a perfect fit to someone on the outside when in fact the buyer has a variety of closely held reasons for doing something else).Bankers are catalysts to a process - they manage the process, gather information, articulate risks/rewards, anticipate the buyer’s next steps and explain the implications of major decisions. Your Board should not expect the investment banker to be responsible for convincing a large public company to do a deal. Bankers make introductions and assist in positioning the opportunity. The process is a team effort and many factors drive the buyers’ decision making processes, some of which will never be disclosed to the banker or seller.Rule 6: Time kills dealsBuilding trust and momentum in a process is paramount; but beflexible and evaluate all risks carefully. Time is an especially dangerous element that should be respected. Every seller enters a process hoping that multiple buyers will be excited about their solution, resulting in a short auction process that bids up the price and terms to “above market” levels. A successful process can still be executed even if there is only one buyer. But the longer the process takes, the lower the probability the transaction will close. Each side can become tired or frustrated if parties are too inflexible or constantly renegotiating terms. At some point, each side must take risk and trust the process and the other side. Waiting for other buyers to catch up or walking away (see Rule #4) from a deal can delay the process and increase the probability of external events impacting your process (e.g., the only buyer gets acquired and the seller is left with not exit). Momentum is easily created when there are multiple parties interested in the seller. However, strong momentum can also be maintained by running an efficient and well organized process that signals to the one buyer that other parties are involved. Maintaining the delicate balance between momentum and credibility is an important role of the investment banker. If there is ultimately only one buyer, the goal is to be responsive, confident and open so that the buyer gets “pregnant” and feels confident completing the transaction. The more time and money the buyer spends, the harder it is for them to walk awayassuming no serious diligence issues are uncovered. On the other hand, the more the seller delays, the higher the risk the buyer will not close. Through the process, the seller should be prepared for changeand not expect every detail of the planning stage to be realized. The type and number of buyers dictate how the process will evolve. An experienced banker will guide the Board on changes that optimize the outcome of the process and mitigate the associated risks.Bankers use many strategic and tactical tools to build and maintainmomentum. For example: evaluate all historical partnerships and buyer discussions carefully; prepare the data room early; deliver all buyer requests before they are due (buyer then knows the seller means business, is well organized and there could be other buyers); limit the number of managers that know about the process; engage an experienced M&A attorney; and never allow the buyer to attempt to backchannel to management or the Board (the shorter the conversation the better –“please tal k to my banker”). PCS would be happy to share other strategies with regard to running an efficient process.Rule 7: There is no such thing as perfect informationA banker is similar to a CEO in that he/she must make decisionswithout perfect information. The sell-side M&A process is tailored to discover as much information from the buyers as possible so that the seller can evaluate the associated risks and rewards of proceeding with a transaction. The deal team will never have perfect information regar ding the buyer’s internal assumptions and approval process. It’s the banker’s job to get a “feel” for the buyers’ motivations and quantify how serious they are in the process. The more thorough the process and the more the banker appreciates the subtleties of communication and negotiations, the more detailed intelligence the Board will have for decision making. However, be prepared to make decisions based on imperfect information. An experienced banker will be able to interpret the feedback and summarize the “market” sentiment about your company and process.Rule 8: To sell is great, to run an auction is divine (and rare) The primary assets of a technology company are its people. Unlike many consumer or industrial companies that have a variety of assets that likely generate cash flow, technology companies often rely on their IP and customers as the catalyst for a sale. Certainly many larger technology companies have recurring revenue streams that mayhave more customer value than IP value; however, it is generally more difficult to run a technology company auction because of the sensitivity to losing key employees or customers.Approximately 55% of all technology sales are below $100 million and represent “technology” or “customer” buys that will be leveraged through a larger or different sales channel. Most of the targets only have a handful of strategic buyers and financial buyers will not likely be interested if the company does not generate significant cash flow. In addition, the number of strategic buyers has declined substantially, limiting the number of exits for the thousands of potential technology sellers (also see Rule #5).A sale process for a technology company typically results in one to three highly interested buyers. A full auction with more than three active bidders is possible, but not common. It is very difficult to run an open auction that focuses only on maximizing value when customer and employees need to be managed carefully and buyers have many other priorities. An experienced technology banker should conservatively advise your Board to be prepared for a negotiation with only one buyer. Per all the rules above, an experienced banker can add tremendous value to the process when there is only one buyer.Michael O’Hare and Chris Hieb lead the M&A Group at Pacific Crest Securities (). Michael is located in New York City and Chris resides in San Francisco. For more information go to:/Public/IB_MAAdvisory.aspx。

ic销售终端技巧和话术销售是企业获得收入和利润的关键环节之一、在IC销售终端，技巧和话术的运用能够帮助销售人员更好地与客户沟通，增加销售量，提升客户满意度。

下面是一些IC销售终端的技巧和话术，供参考：一、技巧1.聆听与倾听：销售人员在与客户交流时，要学会聆听客户的需求，并且倾听他们的疑虑和意见。

只有通过与客户的有效沟通，销售人员才能更好地了解客户的实际需求，并且能够提出更合理的解决方案。

2.找准客户需求：销售人员应该通过与客户的交流，找准客户的需求点，为其提供更加个性化的解决方案。

销售人员可以通过针对客户的具体问题，提供相关的技术和产品知识，以及切实可行的解决方案。

3.技术解决方案：在与客户沟通时，销售人员需要结合产品的特点和客户的需求，提供具体的技术解决方案。

通过将技术与需求结合起来，销售人员可以提高客户对产品的认同感和信任度。

4.了解竞争对手：销售人员需要了解市场上的竞争对手，了解其产品的优势和劣势，为客户提供更多的选择。

通过了解竞争对手的情况，销售人员可以针对性地提供独特的销售点，提高产品的竞争力。

5.保持积极态度：销售是一项积极的工作，销售人员需要保持积极的态度。

无论遇到什么困难和挑战，销售人员都应该保持乐观和积极的态度，这样才能更好地面对客户和解决问题。

二、话术"您好，请问有什么我可以帮助您的吗？"这句话可以用于销售人员与客户的初次接触，通过问候和关切，建立起良好的关系基础。

2.了解需求："请问您对我们的产品有什么具体的需求吗？"这句话可以帮助销售人员更好地了解客户的需求，并且为其提供相应的解决方案。

3.产品介绍："我们的产品具有XXX功能，可以满足您的需求。

不仅如此，我们的产品还具有XXX特点。

"这句话可以帮助销售人员向客户介绍产品的优势和特点，增加客户对产品的兴趣和认同感。

4.解决疑虑："我了解您对XXX方面的疑虑，我们的产品具有XXX特点，可以解决您的疑虑。

一、方案背景随着信息技术的飞速发展，存储芯片作为信息存储的重要载体，市场需求逐年上升。

为满足市场需求，提高企业竞争力，我司特制定以下存储芯片销售方案。

二、销售目标1. 提高市场份额，将存储芯片产品销量提升至行业领先水平；2. 建立稳定的客户群体，提升客户满意度；3. 提高销售团队的业务能力和销售业绩；4. 提升企业品牌形象，树立行业标杆。

三、销售策略1. 市场调研与分析（1）对目标市场进行深入调研，了解行业发展趋势、竞争对手情况及潜在客户需求；（2）分析市场容量、竞争格局、客户群体特征等，为制定销售策略提供依据。

2. 产品策略（1）丰富产品线，满足不同客户需求；（2）提升产品品质，确保产品质量稳定可靠；（3）优化产品结构，降低成本，提高产品性价比；（4）加强产品研发，紧跟行业发展趋势，开发具有竞争力的新产品。

3. 价格策略（1）根据市场需求和竞争情况，制定合理的价格体系；（2）实行阶梯价格策略，针对不同客户群体提供差异化价格；（3）推出优惠政策，提高客户购买意愿；（4）合理运用促销手段，提高产品销量。

4. 渠道策略（1）拓展线上线下销售渠道，实现全方位覆盖；（2）与行业内的代理商、经销商建立长期合作关系；（3）积极参加行业展会，提升品牌知名度；（4）利用互联网、社交媒体等新媒体渠道，扩大宣传范围。

5. 团队建设（1）选拔和培养一支高素质的销售团队；（2）加强销售培训，提高销售人员的业务能力和服务水平；（3）建立健全激励机制，激发销售团队的工作积极性；（4）关注员工福利，提高员工满意度。

四、执行计划1. 制定详细的销售计划，明确销售目标、策略和措施；2. 设立销售团队，明确岗位职责和考核标准；3. 加强市场调研，了解客户需求，调整销售策略；4. 定期召开销售会议，总结经验，改进工作；5. 关注行业动态，紧跟市场变化，及时调整销售方案。

五、总结本方案旨在提高我司存储芯片产品的市场份额，提升企业竞争力。

COPGG03销售管理程序明确目标市场，并围绕目标市场开展各项销售活动，通过满足顾客的需求力争实现经济效益和社会效益的双丰收。

2.0适用范畴日常销售工作。

3.0职责3.1部门经理依照市场的变化，结合各部门的实际情形，制订相应的销售打算。

3.2各班组主管监管销售打算的实施，并定期检查打算实施的进度、成效。

3.3销售代表应依照销售打算积极开展各项工作。

4.0工作程序4.1走访及信息治理4.1.1销售主管依照部门经理的要求及市场变化情形，在日常工作中，向销售代说明确销售目标或方向。

销售代表每周周六前，依照要求填写下周的走访打算并交销售主管。

打算由主管审核后提交部门经理。

销售主管有责任督促销售代表去落实、完成打算。

4.1.2销售人员依照走访打算，上门走访客户或访问，并通过各类媒体及互联网等了解国家、地区的最新政策信息，经济动态及我馆的一些客户的新情形，搜集客户的意见。

4.1.3销售代表走访完成后及时将顾客意见整理，按初次或再次走访性质填写《熟公司走访记录》或《新公司走访记录》，交部门主管批阅后，呈报部门经理。

4.1.4文员将本月收集的顾客意见填写《来宾意见反馈》，及时上交质检部门，反馈给有关部门。

关于搜集到的投诉，填写《顾客投诉记录表》，上报质检部门。

4.1.5销售主管每天将各经营部门收集到的来宾资料、信息安排专人跟进。

4.2市场调查4.2.1依照市场进展变化及结合酒店经营进展需要，有针对性制定市场调查方案。

4.2.2各销售人员依照方案展开调查工作。

4.2.2.1各销售人员对协议公司、旅行社、商务散客等通过上门走访，、书信或互联网联系，了解顾客需求及对我馆各项设施、服务、价格等的中意度。

4.2.2.2各销售人员定期了解周边酒店的销售动态。

4.2.3销售组、预订中心依照以上调查资料，及时反馈信息，撰写市场调查报告，并根椐经营需要及时进行专题市场调研，有针对性的提出经营计策。

4.3评估、分析、总结部门经理、主管要定期对每季度的销售工作进行分析、评估，总结成功的体会和失败的教训及其缘故。

业务手册增强版目录一、前言 (3)二、我们的行业 (6)（一）三、我们的公司 (6)（二）公司介绍 (7)（三）产品介绍 (9)竞争对手介绍 (11)四、我们的销售流程 (13)（二）收集名单..........................................................................................1.（三）达成成交 (14)（四）电话销售话术 (18)（五）陌生拜访话术.................................................................. . (22)（六）研讨会.................................................................. (38)（七）收单.................................................................. . (45)（八）异议处理.................................................................. . (48)成交后动作.................................................................. .. (64)附件：.（一）收集客户的背景信息 (71)（一）我们在销售过程中的具体方法(黄金问句) (75)（二）短信集锦 (94)（三）老师及四大行业介绍 (113)（四）公司产品详细介绍 (122)前言你拥有这样一本手册是非常荣幸的, 你在工作中的所需要的资料基本上都有。

愿你在工作中步步顺利, 出单多多, 赚钱多多。

第一、成功的三层定义:第二、超越父母第三、财富自由第四、心灵自由要成功, 必须做好三件事: 跟对人, 做对事, 用对方法。