Joint Execution on Strategic Opportunities

Field Deal Coaching

We work alongside your team on critical opportunities and leave a stronger operating capability behind.

YanKe advisors do not observe from the sidelines or replace the sales team. We diagnose the situation, prepare critical meetings, join selected customer work, and convert what works into the team's own process.

PROOF OF WORK

Featured public cases

These selected cases show the challenge, the advisor-led move, and the recorded outcome. Public details are currently available in Chinese.

View the industry case library →

医院与医疗机构CASE_001

某三甲医院 DSA 医疗设备年度集采——国产替代压力下的技术路线决策

临床对进口路线的熟悉不能代替设备论证和正式招采，国产替代也不能越过安全验证。团队还要避免把手术排程、病例外转、风险损失、学科资金机会和维保差额简单相加，或把测算写成医院已经取得的收益。

高金额医疗设备项目不能把临床偏好、国产替代、资金空间和采购批准混成一个结论。每个角色需要承担与权限相称的验证动作。

案例所有者确认项目存在、顾问参与并形成成交。

食品饮料制造CASE_002

某快消集团 CRM 烂尾翻盘——业务与 IT 协同重建

旧项目留下未完成范围、历史数据缺陷、接口争议、关键用户采用和跨部门治理问题。业务希望尽快上线，IT要求控制技术责任，采购试图把数据和采用风险转给供应商。若各部门只讨论功能或价格，新合同仍会包含无法验收的承诺；若价值项缺少数据责任人，回本数字也没有决策基础。

烂尾项目重启时，客户需要的不是更多功能，而是各部门对范围、数据、采用和验收留下书面动作。口头支持不能代替联合责任。

案例所有者确认项目存在、顾问参与并形成357万元成交，合同按30%、40%、30%安排，金额为107.1万元、142.8万元和107.1万元。

建筑工程与基建CASE_003

某路桥集团挖掘机采购——全生命周期成本与采购合规

采购表只显示竞品低首价，没有完整呈现燃油、停工、配件和培训磨合。最坏停工暴露额不能直接当作可避免收益，竞品价格、故障概率和损失口径也不能当成事实。团队还要防止把工程产量、利润或停工结果写成供应商收款条件。

管理层变化后，关系力要回到当前权限和专业证据。能提供资料、确认口径并承担评审意见，才是可用于推进的关系动作。

案例所有者确认项目存在、顾问参与并形成5000万元成交。

See how the platform supports the work

These are real YanKe product screens showing how assessment, tools, actions, and review connect before and after the service.

One working view of the live deal
The team and advisor share the same deal facts, tools, actions, and review rhythm.

Make the next move visible
Value, relationships, questions, stages, and negotiation become concrete actions.

Who this service is for

The starting point is a real business situation and a team willing to work with evidence, not a standard template.

A critical opportunity must move

The deal involves complex decisions, multiple stakeholders, value proof, competition, or negotiation.

The team can share relevant facts

The engagement needs sufficient anonymized evidence and internal collaboration.

Leadership wants more than one win

The goal is to improve the opportunity and retain the method, tools, and coaching routine.

This is not outsourced selling. It requires the customer team to own the relationship, decisions, and execution.

From deal diagnosis to organizational learning

Each stage ends with a decision, a customer action, an owner, and a way to verify progress.

Enter

Diagnose the deal

Review the buying process, risks, decision network, and internal resources.

Output: Deal diagnosis and engagement boundary

Co-create

Build the strategy from customer facts

Develop the value story, decision map, competitive view, and verification list.

Output: Deal map and evidence list

Execute

Prepare critical meetings and negotiation

Rehearse roles, questions, exchanges, and close plans before action.

Output: Meeting plan and action review

Retain

Turn the win into team capability

Embed proven practices in stage criteria, tools, meetings, and manager coaching.

Output: Team operating mechanism

Four reusable assets from one real pursuit

Deal

Strategic opportunity map

One view of customer goals, stage, decision roles, competition, and priorities.

Meeting

Critical meeting plan

Clear participants, questions, evidence, commitments, and follow-up.

Negotiate

Exchange and closing plan

Tradeable conditions, authority, alternatives, and next actions.

System

Team review and coaching routine

A sustainable mechanism that does not depend on the advisor being present.

Advisor participation without replacing the team

Evidence over slogans

We review customer actions, decision evidence, and iteration quality instead of attendance or classroom enthusiasm.

Privacy by design

Deal material is minimized and anonymized. Individual assessment results are not used for public ranking.

Capability stays with the team

Every intervention leaves behind tools, operating routines, and a clear next action that the team can repeat.

Start with the opportunity that matters most

We will review the deal stage, customer decision process, team roles, and the most urgent point of intervention.