Essay - Spin Anyone Who Has Tried to Sell a Product or...

SPIN

***** who has tried to sell a product or service quickly knows how difficult it is. This is especially true with *****day's increased competition and the many ways that customers are being bombarded ***** marketing information: The usual media channels plus Internet, voice mail, e-mail and unsolicited direct ***** efforts. Salespeople have to very ***** and effectively deliver their message.

Traditional sales models focus on the salesperson's ability to communicate with the potential client ***** open-ended questions. ***** theory is, if it is possible to find out what someone really needs, then the salesperson can fill ***** need with a product and service. However, most salespeople still do not bother with th***** step. Instead, they pitch whatever they are selling to whomever will listen.

***** ***** Neil Rackham, author of the book SPIN Selling, ***** point is not selling product. Rather the key ***** to "find the pain." Where does the potential cus*****mer hurt? The object is turn ***** tables around. Rather than the salesperson talking ab***** the product/***** and its benefits and advantages, it is best to get the customer talking about his/her business concerns. ***** *****s *****: 1) find the pain, 2) identify the benefits of discovering a solution and 3) demonstrate the ability of ***** salesperson's company to help the ***** move from ***** to greater profitability and performance.

Rackham bases his conclusions on long-term, in-depth studies that show people behave differently when making major purc*****es ***** they do when ***** minor ones. Thus, salespeople must adapt their approaches to such instances. He concludes ***** the best salespeople interview prospects carefully, ***** that to sell high-ticket items, ***** must get the prospect ***** discuss both the pain associated with the problem at hand and the positive results of fixing that problem.

First the salesperson has to ask such questions as, "What is stopping you from achieving your goals for sales, production, ***** so forth?"; "What are some specific problems you are experiencing in t***** area?"; "If ***** don'***** solve th***** problem, what ***** be the results?"; "How will this affect your sales efforts?"; and "What is the impact on your costs?" The very *****st salespeople spend most ***** their time asking questions, ***** the very worst salespeople spend most of their time describing their products and services.

Once the ***** better underst*****s the customer's situation, the next step is looking at the results ***** ***** come from improving this situation. It is important to demonstrate significant payoffs ***** as ***** sales and enhanced profitability if ***** right measures are taken.

Then and only then is it ***** for the salesperson ***** begin talking ***** product/services, but only within the realm of the customer's individual problem. For instance, if a manufacturing prospect has stated that reduced costs are a corpor*****te goal ask, "What ***** we could help you increase ***** ***** throughput while maintaining your quality?" "How would this ***** your production ***** and increase *****?"

*****ever, ***** does not mean ***** all the information about the