spin selling
Post on 08-Nov-2014
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Day 1
Who sells to whom?
Are you selling to the prospect?
Is the prospect selling to you?
The prospect sells to you that he can’t or won’t buy
Or…
You sell to him that he can and should buy
This is your Customer …
This is you …
You deal with a customer
&
This is what can happen…
He can make you …
… feel like this !
Or this !
But …
We all want to …
… and eat it too !
Have our cheese …
How can you sell to the Customer And…
Well …
Still feel happy about it ?
“What is the discount you are offering ?”
“A very special discount for you Sir”
customer !
You !
“Oh Come on ! Your competitor is giving…”
“Really? Sir that is out of question”
customer !
You !
“I can buy it right now but I won’t accept anything less
than …”
“You drive a hard bargain Sir. 50% is too high. I can offer you 25%
discount ”
customer !
You !
“40% discount and nothing less”
“Have you noticed our new memory dialing system Sir. I can
offer you a maximum of 30% discount. That’s the best I can do”
customer !
You !
Do you feel like this ?
So why then at the end of it all …
It gets hurt !
Our ego …
You took a position
Hurt because…
He took a position
Hurt because…
Where to hide your face
Furthermore you didn’t know …
Where to hide his face
And he didn’t know …
Saving face!
It bruises the ego !
People lock themselves in!
They defend against attack!
They get committed!
Attention is paid to...
Saving position & saving face
Concerns …
Get thrown out of the window
…a contest of will
It become …
This is called …
Haggling leads to …
…a broken relationship
Haggling is not …
…selling
Haggling is not …
…Negotiating
If you haggle …
…This is what you will look like !
If you don’t want to haggle …
You must …
If you don’t want to get hurt …
Satisfy the need of your organisation !
&
Satisfy the need of the Customer !
Sales Troika Balance
Concern for the customer
Concern for the company
Concern for the sale
Strategic advantage threshold
Minimum acceptable threshold
Professional selling skills
You can do this with the …
Programme
Are there special skills that makes someone successful in large
sales?
Or is selling just selling whether the sale is small or large?
ADVANCED SKILLS
THE MOST IMPORTANT SET OF SKILLS THAT THESE PEOPLE
HAVE IN COMMON ARE
‘S P I N’ SKILLS
NOW WRITE DOWN FIVE TYPICAL QUESTIONS YOU MIGHT ASK ON A SALES
CALL
HOW MANY WERE FACTUAL? e.g. How many calls do you get
per day?
HOW MANY ABOUT PROBLEMS DESIRES
e.g. What effect might that have on your customer response time?
Write 5 typical “Situational Questions”
• How many people work here?
SUCCESSFUL SALESPEOPLE ASK THEM ECONOMICALLY.
THEY DO THEIR HOMEWORKTHE MORE SENIOR THE BUYER THE
LESS THEY LIKE ANSWERING FACTUAL QUESTIONS
• IMPACT: Least powerful of the SPIN questions. Can be negative. Most people ask too many.
SOELIMINATE UNNECESSARY
QUESTIONSDO YOU HOMEWORK THOROUGHLY
Write 5 typical “Problem Questions”
• What prevents you from achieving that objective?
A PRODUCT IS SOMETHING WHICH SOLVES A PROBLEM
A TRANSPORT PROBLEM OR AN EGO PROBLEM
THINK OF FIVE PROBLEMS THAT YOUR PRODUCT SOLVES
• IMPACT: More powerful than Situation Questions. People ask more as they become more experienced.
THINK OF YOUR PRODUCTS IN TERMS OF THE THE PROBLEMS THEY SOLVE FOR BUYERS- NOT THEIR FEATURES.
Write 5 typical “Implication Questions”
• PROBLEMS
• PROBLEMS
• PROBLEMS
• PROBLEMS
• PROBLEMS
BUYER
. . . but what are the implications?
???
INEXPERIENCEDSELLER
Solution
Solution
SolutionSolution
Many experienced sellers link solutionsto problems too soon
Implied needs are a statement of wants and desires?
No???
A customer with a large problem is ready to accept a
solution?
No???
One may have a …
Problem. Difficulty. Dissatisfaction
But the buyer must be ready to perceive that he has the a need and that his problem is serious enough to justify the cost and hassle of finding a solution.
So the seller must establish and build the pain by Implication Questions
YOU HAVE BUYER THINKSSOLUTION NOT WORTH COST
• Our design software allows you make design revisions much faster
• IMPLICATIONS• New products slow to
market• Higher design costs• Lose best designers
POSSIBLE IMPLICATION QUESTIONS
o What will you do if your telephone lines are down for 72 hours?
o If you receive a long distance call and cannot hear clearly then how do you feel?
o How do you feel if you have to make ten complaints to rectify your phone and after that to bribe the linesmen to make it happen?
• IMPACT: Most powerful of all SPIN questions. Top salespeople ask lots of them..
THESE ARE THE HARDEST TO ASK AND MUST BE PLANNED CAREFULLY BEFORE KEY CALLS
Write 5 typical “Need pay-off Questions”
• How much business would you loose if your phone did not work for 24 hours?
UNLIKE THE OTHER 3 THEY FOCUS ON SOLUTIONS.
THEY GET THE BUYER TO TELL YOU ABOUT THE BENEFIT YOUR SOLUTION OFFERS
YOUR FINAL PRESENTATION CAN BE FOCUSSED ON ACKNOWLEDGED NEEDS
• IMPACT: Constructive questions always used by top sales people and have positive affect on buyer.
BUYER SHOULD DO THE TALKING AND BE ALLOWED TO CONVINCE HIMSELVE
THE SPIN PROCESS
WHAT IS YOUR
G:S
RATIO?
SEEKING IS MORE PERSUASIVE THAN GIVING.
SEEKING MEANS
ASKING QUESTIONS
GETTING TO KNOW YOUR CUSTOMER “NEEDS”
UNDERSTANDING CUSTOMER “PROBLEMS”
UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS”
UNDERSTAND HOW YOU CAN “BENEFIT HIS NEEDS”
Preliminaries
?
Demonstrating Capability
Obtaining Commitment
Which stage is missing?
Preliminaries
INVESTIGATING
Demonstrating Capability
Obtaining Commitment
INVESTIGATING!!
• Has direct influence on your success
• This stage will most impact your success
• The key purpose is to uncover implied needs
• Investigating is done through questions
The objective is to Move…
Implied Needs
into
Explicit Needs
HOW?
…Grow that need!
Problems
Difficulties
Dissatisfactions
A solution here has little impact.
A strong need, your solution will have impact!
It begins in the form of Problems, difficulties or dissatisfactions.
These are Implied Needs.
Clear, Strong
Wants and Desires
When needs have developed into
Wants or Desires
we call them Explicit Needs.
Needs Need to…
Outweigh c o s t s!
BuyDon’t Buy
Explicit Need
Explicit Need
Explicit Need
Perceived value Buyer
Hassle
Risks
Hidden Extras
Cost
The cost of the solution
CONTINUATION & ADVANCE
S IM P L E V S C O M P L E X S A L E S
S A L EO R
R E F U S A LTO B U Y
C O N TIN U A TIO ND iscu ss ioncon tin u esn o ac tion
A D V A N C EA g reem en t
on ac tion w h ichm oves sa le fo rw ard
S A L E SC A L L
P oss ib leO u tcom es
CONTINUATION OR ADVANCE?
o I liked your presentation. Let’s meet again sometime and discuss further.
o I cannot make this decision, but I’ll arrange for you to meet our Operations Manager.
o We would have to see the system in action. Can you arrange a demonstration?
A customer states a problem
You can solve it!
Should you… immediately offer your solution?
No !
Implied needs!
Implication questions demonstrates
Concern on the effect that the problem is having
Understanding of the issues and their consequences
The timing…
Situation Qs. first
… Establish the key facts
Problem Qs. next
… Uncover the implied needs
Implied Qs. last
… Develop and extend implied needs
Ensure your solution has maximum impact !
Implication Qs. They...
Build credibility and demonstrate concern !
Hold back !
When you uncover an implied need…
Develop it !
… Offer your solution only at the very last !
Need payoff Qs.
Qs. which probe for Explicit Needs
… shifts attentions from
Problems to Solutions
It tells you the value of the benefit
PUTTING SPIN INTO PRACTICE
• TWO KEY FACTORS
• PLANNING – Thinking through your SPIN questions and advances and putting them into a call plan
• PARADIGM SHIFT- Shifting your perspective away from product and towards problem solving e.g. Xerox Corp.
Situation Questions
Problem Questions
Implication Questions
Need-payoff Questions
BENEFITS
Implied Needs
Explicit Needs
The roadmap …
IMPLIED OR EXPLICIT NEEDS ?
• I need help in forecasting sales better• I’m worried about increasing
competition• Our customers are having to wait too
long- we’ve lost some!• We need to be able to send messages
automatically to our sales team• Our communications systems aren’t as
flexible as they should be
• Explicit• Implied
• Implied
• Explicit• Implied
NEEDS ACROSS FUNCTIONS
• You can increase the strength of the need by looking at the clients entire business process to link different functions.
• Link the needs you uncover and help buyers to understand how needs are connected.
• Look for ways to link individual problems into an overriding one which affect whole organization.
PROBLEM OR IMPLICATION QUESTIONS?
• Are you concerned about increased workload?
• How has the increased workload affected staff turnover?
• Have these staff problem led you to lose clients?
• How have you been handling the staff shortage?
• Problem
• Implication
• Problem
• Implication
WHAT GOES INTO GOOD IMPLICATION QUESTIONS?
• Planning- they do not flow automatically so don’t ‘wing’ it!• Business knowledge- You have understand why a problem
might be important to the buyer and what the business issue are
• Application knowledge- You must able to make the link between your product and their problems to be able to select the right Implied Needs
• Divert the buyers attention from problems you can solve from problems you can’t solve
• Timing. Always before introducing solution to Explicit Need.
NEED- PAYOFF QUESTIONS
• They probe the Explicit Needs
• Reduce objections because cause buyer to explain solution
• Move discussion forward towards action and commitment
NEED-PAYOFF QUESTIONS?
• How much would you save annually if we could eliminate your seasonal overtime costs?
• Are you worries about the unreliability or your current system?
• Has staff shortage caused you to miss important calls?
• How important is it to double your response time?
• Need-payoff
• Problem
• Implication
• Need-payoff
BE AN I.C.E. MAN (OR MAIDEN)!
D eve lop m en t o f N eed -p ayo ff Q u es tion s
IDENT IFYHow useful w ould it be
to have afaster system ?
CLARIFYIs speed im portant to
be able to handlem ore clients?
EXT ENDCould a faster
system free your peopleup to do other things?
ST RENGT H OF YOUR PRODUCTe.g. faster
Ask these questions after developing the seriousness of problem through Implication Questions but before describing your solution.
Roleplay, videotaping & feedback
Understand the value of closing the sale
Learn it !
“Close”
It starts with a “C”
C stands for conviction
Take C out and you have Lose
The heart of your sales career
Selling is a transference of feeling
In order to transfer feeling
You got to have the feeling
Believers are closers !
The “believer’s” close
… we believe so deeply. So completely. So fervently in what we are selling that we can’t understand why
other people don’t buy
A belief base needs to be…
Tied directly to the heart
The shortest route is from the heart into the customer’s pocket
Closers own what they sell
The critical step is the step of honesty
Your total conviction, your belief that it is truly the best buy
Can’t afford it
Unless you own it you can’t sell it
Own a 747? Well not exactly !
Be loyal to the product. Be loyal to the company
Encouraging closure
Put yourself in the other party’s shoes Understand what might be preventing him
Encouraging closure
Emphasise benefits … show advantages not previously considered
Encouraging closure
Avoid a win lose situation
…look for acceptable outcomes
Split the difference!
… partly yours & partly mine
Closure
Closure
Or Or
Suggest acceptable alternatives
Closure
Be assertive not aggressive!
Closure
If not satisfied do not sign!
Closure
Does he have full authority?
??
Closure
If...If we came up…
If I reduce the…
If I give you…
First make a hypothetical proposal
Hypothetical proposals are not commitments
Test the issues important to the opposition
Some closing techniques…
The picture close…
Been to a 5 star Hotel recently ?
Asked for a …Green salad ?
No ! We don’t have that on the menu !
You can however order …
“A sensuous salad. A painter’s palate. A colourful array of fresh spinach leaves mingled with ripe red tomatoes. Shredded cucumber topped with onion rings and tossed with their superb white sauce dressing !”
Yes Sir ! Hotels are word merchants
They know how to throw their words around to describe their food
The picture close… Roleplay
Situation
In colouful words describe how you would sell the
benefit of a trouble free telephone connection to the
customer
The fear close…
You walk into a petrol station
The attendant lifts the hood of the car. He checks the oil
“My G-o-d ! You need 3 litres of oil”
“ 3 litres?”
“Is there no oil in the engine at all ?”
The attendant turns around and tells you …
“The oil in the car is awfully dirty. It will damage your engine. It won’t take 5 minutes I can change it for you.”
The attendant has put the fear into the mind of the car owner. The car owner can ignore the attendant but damage the car engine.
What do you recommend he does?
The fear close… Roleplay
Situation
You only have a limited number of connections to offer in this territory
Use the fear closing technique to sell him the scheme
The post selling close… I recently purchased a car. Less than 72 hours of bringing the car home. This is the letter I received.
Dear Mr. Khetarpal,
This is just to thank you for your courtesy and the trust and confidence that you placed in buying the car from Vivek automobiles yesterday. I very much enjoyed talking to you. I am proud that you are now the owner of a car from our showroom. I am sure that you will be pleased with the performance of the vehicle. I shall be in touch with you in the future to see if I can be of any service to you. If you should need any assistance of any kind please feel free to contact me.
Yours truly,
This letter gives assurance to me that I purchased the right car. It also told me that the dealership appreciates my needs and will
look after my interests.
The post selling close… Activity
You have just made your first sale to your customer …
What letter post sale would you write to him so that you create a long term relationship.
Other closing techniques …
The “building trust” close
The “Challenge” close
The “Special occasion” close
The “emotional” close
The “opportunity” close
Roleplay, videotaping & feedback
Look for similarities
Wait for the other party to finish
“However”
Every concession you make is a major loss to you
Seek clarification. Paraphrase before your respond
Keep the other party guessing
Ask questions. Lots of them
Volunteer information sparingly
Make counter offers immediately
Counter offer with priorities of least importance
Your response !
Table the issues
Bargain the substance
Tabling the issues
We tell you…
What are we thinking?
You tell us…
What are you thinking?
Our thinking!
Your thinking!
Questions. Ask many many questions
Qs
Uncovering needs
Turn Implicit needs
Into
Explicit needs
Uncover needs. Ask why?
Clarify !
Clarify
Recap
… it maintains momentum
… it ensures that you understand
… it ensures agreement
Clarifying behaviour. Use it again and again
Restate!
Summarise!
Check it out!
Trade concessions
Offer the smallest concession first
Judge how much you need to yield
You may not need to go so far
Concede ground only if you receive something in return
I give you...
And you give me...
Each concession is a serious loss to you
Make major concessions on
minor issues
Make minor concessions on major issues
Take a long term view
Cast doubt on the validity of opponents information Test the validity of the opponents claim
Power is in the head
Strengthen your position
Strengthen your position
Cast doubt on validity of opponents information
Strengthen your position
Look for errors of logic. Omissions of fact.
Strengthen your position
Don’t attack individual personalities
… specially competitors
Strengthen your position
Show emotions. Convey feelings!
Strengthen your position
Test the validity of the opponents claim
“The price is too high? ” Prospect forgets price but
remembers quality
Good things are not cheap !
Cheap things are seldom good !
But…You must still close
There is a fear factor
Fear of making a mistake
Are you the right kind of person
Is it the right product?
Using the right technique
With the right motive
Well… you have a good chance!
Closing is a learned skill
Not a natural one
Skill can be acquired
Are you willing to make the effort?
Implementation
On reaching the agreementPut it into your report
Draw up an action planPut the plan into effect
Schedule the implementation
Monday Tuesday
WEDNESDAY
Thursday FridaySATurda
y
Breakdown
The longer the breakdown The more bitter it becomesThe harder it is to restore it
Reestablish communication If all else fails. Use a mediatorSomeone who can think laterally
Action is vital to prevent a situation becoming irretrievable
The value adders !
Show him sales turnover
Talk about inventory holdings
Talk about working capital
Show him the customer pull
Tell him about customer loyalty
Are you able to raise the value of the product In the prospects mind?
The minute...
Value equals the price
Value exceed the price
You now have...
“A hot prospect”
Or
The more the features describe
The more likely the sale ?
No!
Features!
They are the characteristics of your product
They are neutral
Not very persuasive
They create low impact
…to be used restrictively!
Advantages!
Show how your product or service can help the customer
Are more persuasive than features
Can have high impact early in the cycle
Impact dilutes with the sale progress
…to be used with caution!
Benefits!
Show how the product meets an explicit need
It is the final step in the need development process
The most powerful of sales behavior
… To be used only after need has been expressed
FEATURES. ADVANTAGES. BENEFITS.
Hi
Impact on Customer
(high impact always)
(initially high but quickly falls off)
(low impact always)
Benefits
Advantages
Features
Contact Contact Hi
Lo
Features lead to price concerns
Advantages result in objections
Benefits receive…
Support & Agreement
Commitment !
More often you use the closing technique
The more likely customer will buy?
No!
Commitment !
Ask for the commitment … but only after you have built the value
Roleplay, videotaping & feedback
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