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The Key To Technical Selling

  1. 1. The Key to Technical Selling First Installment A PAF Production
  2. 2. Sun Tzu Wu & The Art of War <ul><li>Sun Tzu = Sun Tzu-Wu </li></ul><ul><li>War v. Sales </li></ul><ul><li>Sun Tzu-Wu & You </li></ul>
  3. 3. The Art of Sales – Engagement <ul><li>He will win who knows when to fight and when not to fight. </li></ul><ul><li>By prospecting well, you’ll know when to engage, and when to disengage . </li></ul>There are five essentials for victory:
  4. 4. The Art of Sales – Resource Control <ul><li>He will win who knows how to handle both superior and inferior forces. </li></ul><ul><li>By knowing your resources, and knowing your opponents resources, you’ll (know how to) win </li></ul>There are five essentials for victory:
  5. 5. The Art of Sales – Vision of Success <ul><li>He will win whose army is animated by the same spirit throughout all its ranks. </li></ul><ul><li>Be driven, but be driven with visions of success , and ensure that fellow Coradiantites share & demonstrate those visions of success, and you will win . </li></ul>There are five essentials for victory:
  6. 6. The Art of Sales – Preparation <ul><li>He will win who, prepared himself, waits to take the enemy unprepared. </li></ul><ul><li>You’ll win when you’re prepared, and your preparation takes the enemy unprepared. </li></ul>There are five essentials for victory:
  7. 7. The Art of Sales – Capacity <ul><li>He will win who has military capacity and is not interfered with by the sovereign. </li></ul><ul><li>In battle, he who has the ability , and is not interfered with by management, will win. </li></ul>There are five essentials for victory:
  8. 8. Know your Enemy Know Yourself <ul><li>If you know the enemy and know yourself, you need not fear the result of a hundred battles. </li></ul><ul><li>If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. </li></ul><ul><li>If you know neither the enemy nor yourself, you will succumb in every battle. </li></ul>
  9. 9. S P I N Selling by Neil Rackham <ul><li>Who is Neil Rachham? </li></ul><ul><li>Why do I care? </li></ul><ul><li>What is SPIN? </li></ul>
  10. 10. Neil Rackham <ul><li>Some dude with a lot of experience in: </li></ul><ul><li>Research Psych </li></ul><ul><li>Sales </li></ul><ul><li>Analyzed over 35,000 sales calls as a consultant on Sales Organizations </li></ul>
  11. 11. Why you care <ul><li>Grow your commission check </li></ul><ul><li>Increase in value of Coradiant’s stock options </li></ul><ul><li>Increase your skill at handling others (customers or not) </li></ul>
  12. 12. What is SPIN? ahh, the meat of the sandwich… <ul><li>Situation questions </li></ul><ul><li>Problem questions </li></ul><ul><li>Implication questions </li></ul><ul><li>Need-payoff questions </li></ul>
  13. 13. Situation questions <ul><li>Data gathering questions used to get an understanding of the customer’s current situation. </li></ul><ul><li>Don’t just ask in a rote manner! </li></ul><ul><li>Too many for no reason bother people </li></ul><ul><li>Fewer = > % of success </li></ul><ul><li>Speedy Situational Recognition </li></ul>
  14. 14. Situation questions - examples <ul><li>What is your network topology? </li></ul><ul><li>How many webservers / appservers / database servers do you have? </li></ul><ul><li>How do you monitor your servers? </li></ul><ul><li>How many people work in Web Ops? </li></ul><ul><li>How much web traffic do you have? </li></ul><ul><li>How’s the economy affecting you? </li></ul>
  15. 15. Problem questions <ul><li>Used to explore the customer’s </li></ul><ul><ul><li>Problems </li></ul></ul><ul><ul><li>Difficulties </li></ul></ul><ul><ul><li>Pain points </li></ul></ul><ul><ul><li>Dissatisfactions </li></ul></ul><ul><ul><li>IN AREAS RELATED to our expertise and services </li></ul></ul><ul><li>Focus in on the main issues as rapidly as possible </li></ul>
  16. 16. Problem questions – examples <ul><li>Are you satisfied with your current set up? </li></ul><ul><li>What are your major pain points in Web Ops? </li></ul><ul><li>NOC related questions </li></ul><ul><li>Monitoring related questions </li></ul><ul><li>Staffing related questions </li></ul>
  17. 17. Demonstrating the Need <ul><li>Start as small imperfections (Implied Needs) </li></ul><ul><li>Evolve into clear problems, difficulties, dissatisfactions </li></ul><ul><li>Become wants, desires, or intentions to act (Explicit Needs) </li></ul>
  18. 18. Wacky Implied Needs <ul><li>As your Problem questioning ability improves, you will quickly draw out many Implied needs </li></ul><ul><li>By palpating, you’ll be able to feel around the edges until you get through the Implication period </li></ul>
  19. 19. Less wacky, clear problems <ul><li>With Problem & Implication questions, the customer’s implied problems will appear less implied, and more clear. </li></ul><ul><li>Evolve into clear problems, difficulties, dissatisfactions </li></ul>
  20. 20. Leading a Horse to Drink <ul><li>Investigating is akin to Archery, the more skilled you are, the higher your chance of success </li></ul>
  21. 21. Implication questions <ul><li>Decision makers DEAL in implications </li></ul><ul><li>Ask about the implications of their problems/issues that we can SOLVE/IMPROVE </li></ul><ul><li>This is done to help THEM see the impact that the PROBLEM is having on them </li></ul><ul><li>Your greater skill with implication questions will equate to greater success </li></ul>
  22. 22. Implication questions - examples <ul><li>Does your fear of hackers have any unintended side effects? </li></ul><ul><li>Are you budgetary limits impacting your site/uptime/purchase of accurate hardware/software? </li></ul><ul><li>Are your lack of a redundant systems causing uptime issues? </li></ul>
  23. 23. Implication Questions & Tangents <ul><li>Having all the data, but not seeing the relationships </li></ul><ul><li>Transforming the tangents into causal linkages </li></ul><ul><li>Equating linkages into: </li></ul><ul><ul><li>Financial cost </li></ul></ul><ul><ul><li>Performance cost </li></ul></ul><ul><ul><li>Departmental success </li></ul></ul>
  24. 24. Implication Questions - results
  25. 25. Need-payoff questions <ul><li>Customer verbalization of benefits of IMPLEMENTING our solution </li></ul><ul><li>Increase the acceptability of our solution </li></ul><ul><li>A great way to REHEARSE their reselling of our sales pitch (when we’re not around) </li></ul><ul><li>It also focuses the customer on the SOLUTION not the problems </li></ul>
  26. 26. Need-payoff questions- examples <ul><li>And off loading the SSL processing would be beneficial? </li></ul><ul><li>Therefore you believe that global load balancing would relieve your partners apprehension? </li></ul><ul><li>And if you were to outsource your ‘pain’ would your managers continue to need additional personnel? </li></ul>
  27. 27. Explicitly Explicit <ul><li>By walking them thru SPIN, we’ve allowed them to prove our value add </li></ul><ul><li>Additionally, we allow them the joy of verbalizing their Explicit Needs </li></ul>
  28. 28. Differentiating Implication & Need-payoff questions <ul><li>Quincy’s Rule: “Implication questions are sad. Need-payoff questions are happy.” </li></ul><ul><li>Implication questions are problem-centered; they’re utilized to hone in on the problem. </li></ul><ul><li>Need-payoff questions are solution-centered. </li></ul>
  29. 30. The SPIN Model
  30. 31. The SPIN Model (cont’d)
  31. 32. Recap of SPIN Selling <ul><li>Having the Customer describe their current situation </li></ul><ul><li>Probing the Customer’s perception of their problems that we can solve </li></ul><ul><li>Having the Customer verbalize the implications of their problems that we can solve </li></ul><ul><li>Having the Customer describe the benefits of a solution that we could provide </li></ul>
  32. 33. Taking Full Advantage of the Ambush <ul><li>Having walked them to where we want to be, we need to take advantage of the data we have. </li></ul><ul><li>As Sun Tzu-Wu said, “If you know the enemy and know yourself, you need not fear the result of a hundred battles.” </li></ul>
  33. 34. So, you’ve utilized SPIN <ul><li>Now that you’ve gotten them to describe our rack as the answer to their problems… </li></ul><ul><li>Before you whip out a proposal…. </li></ul>
  34. 35. Data Oriented versus Feeling Oriented People <ul><li>Data Oriented </li></ul><ul><ul><ul><li>Fact oriented (like to balance their checkbooks to the penny) </li></ul></ul></ul><ul><ul><ul><li>Process Driven </li></ul></ul></ul><ul><ul><ul><li>Seek data allowing them to derive ‘an answer’ on their own </li></ul></ul></ul><ul><ul><ul><li>Will initially reject the ‘opinion’ of others until the analysis has been done </li></ul></ul></ul><ul><ul><li>The “Hard Sell” is a terrible approach as they abhor the idea of blindly following a stranger’s analysis. </li></ul></ul>
  35. 36. Data Oriented versus Feeling Oriented People <ul><li>Feeling Oriented </li></ul><ul><ul><ul><li>Frequently run from technicalities (often have ‘an extra’ $200 in their checking account so that they don’t get overdrawn) </li></ul></ul></ul><ul><ul><ul><li>Easily trust ‘experts,’ allowing them to ‘do the smart thing’ </li></ul></ul></ul><ul><ul><ul><li>May feel threatened if asked to analyze technical data </li></ul></ul></ul>
  36. 37. A Couple o’ Things <ul><li>Sun Tzu-Wu said, “He will win who knows how to handle both superior and inferior forces.” </li></ul><ul><li>He could have said “He will win who knows his Audience” </li></ul><ul><ul><li>Don’t pitch a technical superiority pitch to the CFO. </li></ul></ul><ul><ul><li>Don’t pitch penny-pinching to the CTO </li></ul></ul>
  37. 38. Objections <ul><li>Don’t Counter Objections, but attempt to Avoid Objections </li></ul><ul><li>By correctly utilizing SPIN, attempt to steer away from potential objections and towards benefits </li></ul>
  38. 39. Proposing Commitments <ul><li>Every agreed upon commitment advances the sale </li></ul><ul><li>Suggest the biggest commitment that the customer will AGREE to </li></ul><ul><li>NEVER push for more </li></ul>
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An overview to training people how to sell technical services.


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