Bronze two Flashcards
What are the two reasons people buy?
Pain and pleasure
What is S.P.I.N. selling?
Situation - what is the situation?
HG example: How are you currently determining the best market to go after? OR How are you determining what are the easiest accounts to close ect? How are you currently leveraging Gartner data to assess the best accounts/ markets, ect?
Problem - what is the problem?
Need to be delicate on approach but still possible
How is that working out so far?
Good place to insert customer story and hit them with “feel felt found”
“Understand why you feel that way, a lot of people I talk to felt that way, but what they found is X <insert>. What are your thoughts on that?
War Stories
Acting as thats Advisors (“I have spoken to a lot of people that have done it that way, they said the good things about doing in that way is <x> but the disadvantage was <y>, what's your experience with that?
Impact - how big of an impact is that problem having on the business/person/team overall?
Problem has been validated
A scale from 1-to 10 questions. How bad does it hurt? A little? A lot?=
example: I am having a problem with creating equitable territories)
What kind of impact is that having on your salesforce? Is that affecting revenue at all? What are the repercussions of not having equitable sales territories?
Need / Agreement - if you fixed the problem, what is the benefit?
Example: If you were able to have equitable territories, how do you think that would benefit the business at the end of the day</y></x></insert>
What are the 3 types of questions we use to SPIN sell?
Closed, open, and layered
Closed: What is your process for deciding which accounts to target?
Open: Why are you choosing those specific accounts?
Layered: If we could provide a data-driven approach, removing the subjectivity from account planning, how would that impact your reps day to day?
How do you build a Groundswell angle?
What do you need to know about the company?
How do you formulate that into a talk track?
Show an example (bring filled out groundswell angle for one of your accounts)
Department names/people you’re talking to
Use cases for the company
2-3 partners/competitors of theirs
IT Spend Category
SVP
with operational visibility at geo /industry / sub-industry levels to understand market size, structure, and addressability painting current pictures for where key growth, whitespace, and competitive trends and opportunities lie - ULTIMATELY helping your peers invest and de-vest sales resources with data-driven support and reduce sales cycles, attrition, ramp time for starters, and help win more new logo business
VP→ AE
Strategically, with accurate bottom-up TAM and white space sizing, optimizing headcount, and creating equitable territories based on attainable wallet share
Tactically, with opportunity identification and wallet-share sizing, for both new logo targets and customer expansion, ensuring reps are focused on accounts with the highest likelihood to buy and protecting customers showing purchasing interest in competitive solutions
customer success
with having agnostically clear windows into customer IT ecosystems and budgets to help protect accounts from churn, prevent competitors gaining a foothold, and to uncover global expansion opportunities
revenue
Strategically, supplementing your first party data to be the intelligence bedrock that supports all cross functional GTM departments helping support executive leadership with strategic planningm corporate strategy, market sizing and growth forecasts as well as supporting downstream GTM planning teams and frontline execution
