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So far, so good, but what kind of a questioning process most often resulted in a positive result?

Here's what he discovered.

At the beginning of the sales cycle, good questions about the buyer's situation were well received, provided these questions were perceived by the buy

Neil Rackham turned the world of high-ticket salesmanship on its ear. By observing over 35,000 verified sales calls, he scientifically isolated & identified the specific behaviors exhibited by successful salespeople. He titled it SPIN selling.

Situation, Problem, Implication, Need Pay-off.

It should come as no surprise that one of the things that he discovered was that successful salesmanship means quiz a lot of questions, or ever presenting products. This is just shabby-genteel sense. What would you think of your Doctor if he told you, “Here take these Zoloft tablets, by the way, what seems to be worrisome you?” Probably not very much, so don’t “show up & throw up”, ask questions.

So far, so good, but what kind of a questioning process most often resulted in a positive result?

Here’s what he discovered.

At the early hour of the sales cycle, good questions everywhere the buyer’s situation were well received, provided these questions were perceived by the user to be relevant, and to illicit information that was not easily obtained elsewhere. The best situation questions were those that presentable on the seller’s research. For example, “Many of the homes in this area have sump pumps, do you have one too?” Neil characterized these “situation” questions as actuality of a fact-finding nature (who, where, when, what, how, yes/no). They serve to give the salesperson a frame of reference for the client’s specific setting. The dependent appreciates individuality treated as an individual, but quickly becomes impatient with too many of these “situation” questions.

The successful salesperson maintains the customer’s interest by following on with questions that seek to identify or wagerer understand a problem that exists within the prospective clients situation. For example “Do you find it worrisome when you travel, wondering whether the power might go out causing the sump pump to stop working when you’re away?” too this shouldn’t come as a big surprise to anyone, right? No problem, no sale. But Rackham soon discovered that getting a customer to consent to a problem & then abode it in a sales presentation was rarely enough to win the sale.

Those series of sales calls that most often resulted in a sale, or an advance, were characterized by what Neil termed implication & need pay off questions. Implication questions serve to explore the ramifications of a problem. In the examples we’ve got going, the prospect relies on a sump pump to keep water out of her basement. Instead of diving directly into a sales pitch for a clot back up unit, the salesperson exhibiting winning salesmanship would ask farther questions to magnify the problem, to presenting the solution. “Would you have a flood, if you’re sump pump where to fail?” “Cleaning up cadet a flood is not a pleasant thought, but did you know that if it were to happen, it could also result in molds starting to grow the framing & the concrete?” “Could it put your insurance up, if you were to file a claim?” And so on.

Before a prospect will spend money on solving a problem, it has to hurt. But people need to feel empowered & confidant when they buy, and that’s where need pay off questions come in. Need pay off questions serve to stimulate the imagination. They get the prospect envisioning the pay off that they get by purchasing power into your solution. “Would you consider casting a recreation room in the cupboard here, per we install this tactical unit back up system for you?” “Wouldn’t that greatly enhance the enjoyment of your home?”

I submit to you that what Niel Rackham discovered as an observer of thousands of sales calls has a parallel in advertising. While a piece of media can’t respond in real time to a specific customer’s response to a question, it should most definitely be based on the most percentage responses to those questions. It should be very much like the presentation that the salesperson gives to the customer in accordance with uncovering the implications of the problem. It should set the stage (situation), discuss the problem, explore the varied implications of that problem, and create a vision of how much re-create life could be (need pay-off), with your solution.

The best long form build-up (salesmanship in print) does just this.

These concepts are also present in a winning sales letter. Take a look at some of the parallels that you can find in Robert Collier’s famous “salesmanship in print” letters.

The take away point is this. Take the time to survey your salespeople & your customers to uncover the ripple effects of both the problems that you are trying to solve, as well as the solution that you can provide. You might be surprised by what you discover. Then work those insights into your proclamation copy & sales letters to enhance perceived value.

Until next time. Good Salesmanship!

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