Now it is time to get more detailed

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Problematic issues Therefore, the situation is generally clear. information about the problems the client is facing, what difficulties and needs he has. To reveal the essence, to understand the reasons for the problems, to understand what is actually being done. But you cannot ask “to the forehead” like: “What are your problems?” The client will most likely think: “Why is he “getting into my soul”, does he need them, my problems?”, will be wary and will probably say that he is fine. Sample questions: Is the technology difficult to use? How long does it take to…? Are you satisfied with the result of the work? Are there any problems with the quality of raw materials? Are you bahamas telegram number worried about…? Are you satisfied with…? Would you like to improve…? How many orders do you get…? In addition to obtaining additional information, problem questions help to focus the client's attention on the necessary points. How many questions can there be? Some experts believe that a little more than situational. Others say no more than four. The main thing is that they should be well thought out and precise. Sometimes it is

advised to identify 3 to 6 "bottlenecks" in the client's business (if possible) when preparing for the first meeting and prepare several versions of problem questions, with the help of which one of the problems can be discovered later in the conversation. Extractive questions In "classic" sales, the buyer tells about his problem, and the seller immediately offers a solution with the help of a certain product. But it is not for nothing that in the first part the differences in the sale of expensive things were considered - now it is clear why the "cheap" scheme does not work in this sector. According to the SPIN-selling technology, a group of extractive questions is provided that cannot be neglected. Because they "pull out" additional information, after which the client begins to understand that his problems are much more serious than he thought. A puzzle is put together in his brain regarding how much the problem affects his business or what consequences will occur if it is not solved. When a manager sells an expensive product using SPIN technology, he should raise its price to its value (in this case, the term "price" shows how much money the client will pay for the product; "value" means how useful this product is to the buyer, i.e. how big and complex a problem can be solved with its help). This can be done in only one way - by asking extractive questions so that the client understands how significant the problem is. Only in this case will he be ready to pay a lot of money for its solution. Sample questions: What does this lead to? How does this affect…? Could this increase costs? Are you on track to complete your plan? Doesn't this interfere with the planned expansion? If this is not fixed, what will happen to the company?