SPIN SELLING

CHAPTER 5- GIVING BENEFITS IN MAJOR

SALES
The author discusses about Demonstrate Capability in this chapter. The next
step of a selling is demonstrating value, which follows the researching stage
when you ask SPIN questions. You demonstrate your solution at this step,
which is also known as demonstrating capabilities. Some methods are more
effective than others in a large sale. For the record, there are four key stages to a
sales call:
 Preliminaries
 Investigating
 Demonstrating capabilities
 Obtaining Commitment

Most salespeople hurry through the Demonstrate Capability step, presenting

what your product can accomplish and why it is a perfect option for the buyer.
One benefit, according to Rackham, is to "demonstrate how the customer
satisfies an evident demand articulated." Only discuss the aspects and
characteristics that immediately answer the clear requirements that you
discovered from your SPIN inquiries. Don't go into detail about all the ways the
product can be utilised or all of its features because the consumer isn't
concerned at this point. This will only limit what he or she wants to hear, as
well as how it addresses the specific concerns raised. Always remember that
value is more important to the customer than any particular feature or ability.

Demonstrate Capability:

There are three ways to describe skills.

 Features
 Benefits
 Advantages

For the past 60 years, sales training has focused on demonstrating value through
features or advantages, as well as explaining your products and services. They
didn't insist on features, which are facts or characteristics of a product that are
common knowledge. Benefits and Features are methods to assist the client, and
they're a great approach to demonstrate the value of your solution. However,
research shows that the way advantages are taught to agents is ineffective in
large transactions. The usual approach will almost certainly be met with
hostility. It's more difficult than it looks to define an advantage. Lets see
everything one by one below.
FEATURES:
So, for example, "This computer has 2GB of RAM," "Our advisors are skilled
in educational psychology," and "There is a three-level redundancy test." The
general opinion is that these facts are neutral, thus even if they do not harm the
consumer, they do not aid in persuasion. According to the author's research,
which included 18,000 sales calls, the number of characteristics described in
unsuccessful calls is somewhat greater (as seen in the first part of this review,
leading to a continuation or sale). However, the differences are sufficient to
establish that the characteristics are neutral. The features will have a detrimental
impact on the initial usage of the sales call in big sales, but will be neutral if
they are utilised later. Features are received more favourably by users than by
decision makers.
BENEFITS:
Researching the benefits is a little more difficult than anticipated. While
everyone agrees on the definition of a feature, not everyone agrees on the
definition of a benefit. Some people believe that the benefits indicate how a
feature may benefit a consumer, while others believe that a benefit should have
reduced costs for the client, and yet others believe that any statement that
satisfies a demand is helpful. Huthwaite split the benefits into two categories
after developing tests to evaluate half a dozen definitions by analysing what
sorts of benefits were utilised in successful and failed calls.
Huthwaite divided the benefits into two separate categories:
ADVANTAGE: This category shows how a product or service can be used or
can help a customer. Benefit: This category shows how a product or service
meets an obvious need expressed by a customer. The advantage is that sales
training takes up more time. Huthwaite used the term "benefit" because research
demonstrates that benefits, regardless of their name, are significantly linked to
sales performance. For example, those that exploited the benefits exceeded the
disadvantages improved their sales volume by 27% in a performance study of
42 Motorola dealers.
Features, Advantages, and Benefits: Their Relative Impacts: Benefits give
answers to evident requirements, whereas features and advantages provide
solutions to indirect needs. The advantages are much larger in calls that result in
orders and upgrades. The amount of benefits (showing how your product may
assist or be utilised - many of us have been trained to term them "benefits"), on
the other hand, does not change much between successful and unsuccessful
calls.
Why are there so many differences? You can only talk about a benefit if you
meet an evident need, according to Neil Rackham. You're talking about a
benefit when you address an indirect need. We saw in a prior review that
expressing explicit requirements is significantly linked to big-sale success,
whereas expressing indirect needs is substantially linked to small-sale success.
The average sales cycle for a global business selling high-tech devices was 7.8
calls before sales, according to a survey of 5,000 sales calls. During 5,000 sales
interviews, researchers worked with vendors to determine how many times each
seller utilised features, perks, or advantages, and then compared those numbers
to the interview's outcomes. The following are the outcomes: Positive
interviews, i.e., those that resulted in changes in the sales process or an order,
were employed more than benefits interviews.
There are three key points to remember from all of these:
 Don’t demonstrate the capabilities of the product too early in the sales
call
 Beware Advantages
 Be careful with new products

Don’t demonstrate the capabilities of the product too early in the sales call:
You can go straight to the pros in small sales by identifying the problem and
describing how to remedy it, but this does not work in large sales. In huge sales,
it's critical to develop explicit needs before offering solutions, which may be
done through implication and demand-paying inquiries. When consumers have
not yet supplied you with information about their needs, they will be urged to
provide your solutions. "Give us a presentation of your product and we will
determine if it meets our demands," they will say. If you're forced to offer
features and benefits at the start of the sales cycle, attempt to schedule at least
one pre-appointment with the customer's key person to learn about their needs
so that your presentation has at least some value.
Beware Advantages:
Many sales training programmes are built on models that are suited for short
sales, emphasising the quality of advantages when you sell, and to make things
more complicated, they frequently refer to these benefits as benefits. Do not
allow this sort of training depress you in major sales; the benefits of
demonstrating that you are addressing an evident demand outweigh the
disadvantages.
Be careful with new products:
When it comes to marketing new goods, most of us focus on features and
advantages rather than customer benefits. This is not something that should
happen to you. Instead, if you come across a new product, the first question you
should ask yourself is, "What problem does this solve?" You may schedule
SPIN questions in advance to set precise requirements once you understand the
problem it addresses.
CONCLUSION
Facts, statistics, or information about your products or services are called
features. They are facts and negative assertions about an item that demonstrate
how you can utilise your product or have a greater favourable influence on the
consumer in tiny sales than in large sales. Showing how features may aid
consumers is a highly effective method to demonstrate your abilities. One
feature stands out in terms of how it benefits a consumer, saves money for the
buyer, and fulfils the purchase's goal.
 Pitch Anything
CHAPTER 5: FRAME STACKING AND HOT
COGNITIONS

The author discusses the fourth step of pitch creation, Frame Stacking and Hot
Cognitions, in this chapter. We are more interested in making judgments based
on our impulses than our logic, contrary to popular belief. In reality, we
frequently make judgments without fully comprehending all aspects, and only
later do we grasp the logic for our choices. These intuitions are referred to as
"hot cognition," whereas rational conclusions are referred to as "cold
cognition." You want to create warm cognition in the audience after you've
described your greatest concept in your pitch. As a result, the audience will not
be able to completely consider and logically decide on your offer; instead, they
will like your opportunity in seconds.
By stacking the frames, you increase the intellect's warmth, in other words, you
progressively bring in a large number of frames. To begin, tell your audience a
fascinating tale, one that is unique and solves a problem, thus create a
manoeuvre frame. Then, at a key moment in the tale, pause it so that the
audience's attention is entirely focused on you. Second, you have the present
frame placed on top; instead of flipping the audience law on its head and
behaving as if you need to, try to win your approval.  "This concept attracts a lot
of investors, and I have to pick who to collaborate with," a statement like this
would suffice. Then, during your presentation, expose the time order to set the
deadline: "Unfortunately, this is a limited-time deal that will only be accessible
until Monday." Audiences will believe they are missing out on something
special, which will make them enjoy it even more. The audience will adore
what you have to give if you convey all of this warm information to them. It's a
heated cognition to decide you like something before you completely
comprehend it. However, we do not do extensive analysis before making
decisions. We follow our gut impulses. The individuals discovered the test
findings seven seconds before realising they had been emotionally chosen. In
most situations, the information we gather regarding options, alternatives, and
alternatives will not be used to make a decision. They're utilised after the fact to
rationalise the consequences. Even if we try the reasonable method of making a
list of advantages and disadvantages, if it does not turn out the way we want, we
will go back and repeat the list until it does.
Pitch is going to get to the logic centre of the brain without passing through the
crocodile brain first. Hot cognition is fast. Cold cognition takes hours or days.
To prevent cold, rational analysis and insensitive judgments about ourselves and
our ideas, we'll stack the rules to produce warm cognition. The Wall Street
Merchant kept an eye on me: I was intrigued, so I attempted to impress him so I
could purchase the transaction; he crammed me into a very short time frame, but
I didn't feel pressed, and I worked hard to demonstrate that I had strong moral
principles. I used to be a puppet. The impact of time on decision making has
been studied for over a century, during which time nothing has changed in
human nature: nearly always, adding time pressure to the decision-making
process lowers the choice's quality.
A hot cognition can be triggered instantly, whereas a cool cognition might take
hours or days. The majority of lectures are designed to lead the audience down
the road of cold cognition. They strive to back up their brilliant concept with
data and facts. Encrypts information with high cognitive value. It is the prospect
of a large financial benefit that motivates one to pursue the objective. The truth,
as we've said, isn't waiting to be discovered; it's waiting to be formed. By
swiftly stacking the four frames one after the other, you may gain a warm
understanding of the target, assisting in the discovery of the target's desires.
When the audience is exceptionally cold and analytical, frame stocking and hot
cognition are the ideal tactics to take. It's a four-frame hot cognition stack,
according to Clough. The crocodile brain is stimulated by the four-frame
cognitive layer. Clough recommends stacking the four frames below: Hot
Cognition 1: The intrigue frame. Hot Cognition 2: The prize frame. Hot
Cognition 3: The time frame. Hot Cognition 4: The moral authority frame.
INTRIGUE FRAME:
The Intrigue Frame is the initial structure: you present a captivating narrative to
the audience, a personal storey in which a difficulty is resolved. You pause the
tale and make the audience nervous at a key point, assuring maximum attention
and suspense. People want to know how you dealt with challenges and
overcome them. Introducing a goal is a good idea, however it's not feasible right
now. This is the narrative of your favourite objectives. Joshua, who is this
enigmatic figure, and how can we meet him? It works because it isn't about the
events of the day. It's a pretty dull narrative. It's crucial to know who it
happened to and how the characters reacted to it. Nobody is interested in the
tales you see about anything. They want to see someone who is motivated to
take action and conquer challenges in a good way. People want to know how
you handle challenges. They want to see you in settings that are representative
of your personality. They want you to know that you are someone who will go
to any length to overcome challenges and travel with fascinating individuals
who will be teammates in whatever sport you participate in. Abstract notions
are disliked by the target brain, thus each abstract concept must work slowly
and diligently its way up to the neocortex.
THE PRIZE FRAME:
To turn the game around, you employ the 'Prize Frame': earn your approval
without trying to wow the crowd. "My company is now being scrutinised by a
number of investors. I have to make a decision about who will be my partner."
This contract emphasises that you are the most essential component of the deal.
You're halfway to closing the transaction if you've sold yourself to the audience.
The following are the basic components of a prize frame: I've got one of the
best bargains on the market. I am picky about who I collaborate with. I think I
could work with you, but I need more information. Please begin providing me
with information about yourself. I'm still trying to figure out if we'd be excellent
partners and work well together. You must flip the coin — you, not the client,
are the deal's price. You've got something that the marketing manager and the
firm are looking for. It might be a specialised service or a product that would
benefit them in some way. You create a need in the marketing manager's mind
by flipping the coin. Because we desire something that may be out of our reach.
Remember when you were a kid and you wanted something but couldn't have
it? It also demonstrates that you are strong, self-assured, and not needy (which
is a major turn-off). "I am extremely concerned about the customers I have, and
I am certain that I can do an excellent job for them." Everyone I work with has
faith in the work I do and the ideas I generate. We're all made for each other.
They aren't the customer for me if I don't believe I can perform an excellent job
for them. This necessitates a great deal of commitment on both sides, and I want
each and every one of my clients to feel the same way. I admire your personal
beliefs, and it appears that we are striving for a same objective.
THE TIME FRAME:
After that, you utilise the 'Time Frame' to say things like, 'Unfortunately, this is
a temporary offer; I'll make this decision later today.' The general people will
believe they can lose. This is a fantastic opportunity to slow down. When time
pressure is applied to time-consuming decision-making activities, the decision's
quality suffers. When a decision-making event is under time constraints, the
quality of the choice suffers. Fear is triggered by the loss of a contract because
the brain has a deficit bias. When you're under a lot of time pressure, it feels like
you're racing against the clock. However, time is a component in any
transaction. You must strike the appropriate balance between logic and pressure,
as well as establish a real-time barrier. The timeline is very straightforward.
Your services have a deadline that you establish. You can't, however, put the
client under any kind of time constraint. Simply be honest and realistic.
THE MORAL AUTHORITY FRAME
You may utilise this structure to provide the viewers a choice. The desire to do
something that will have a long-term influence rather than something that would
provide instant gratification. With a few pen strokes, the president may send us
to war or sign a measure that would effect millions. When his doctor tells him to
"take off your clothing," he obeys without hesitation. Doctors, on the other
hand, sought to force their rule on Mother Teresa: "Do as I say." Please defer to
my knowledge. Accept my life and death conclusions. Material riches is not
worth anything, as Mother Teresa redefined it. It makes no difference whether
you live or die. Assist the oppressed. The wealthy have a lower chance of
entering the kingdom of heaven than a camel passing through the eye of a
needle. I insisted that they all sign up for volunteer work. The moral authority
frame is a little more difficult to grasp (for me). Oren describes it in the book as
"there are professions and professional (and personal) monuments that are
difficult to remove." The doctor, for example, has one of the greatest moral
authority frameworks. He adds out that when the doctor provides directions,
even the president of the United States pays attention. He uses a real-life
example of a discussion he had with a business acquaintance, in which he was
basically instructed not to mess about and do his job. The moral authority frame
is described as follows: "We do things correctly over here, so no games, no
missing deadlines, just clean and fair paper." The goal of adopting the moral
authority frame, in my opinion, is to make the opposing party feel bad. When
you're helping a friend move, even if you don't want to, you do it anyhow since
it's a friend.
CONCLUSION:
"A hot cognition, also known as continuous hot cognition, is a fast technique to
engage the target's brain in your major concept. Do you want to buy the
opportunity, join the team, or invest after you leave the field? (Excellent
indications of the event's success.) Hot cognition is a commitment that comes
from knowing something and recognising it. Intuition. Cold cognition is the
process of assessing something to get to the judgement that it is harmful or
excellent." A warm cognition can be triggered quickly, whereas a cold cognition
might take hours or days. An anticipation is emotionally compelled by a warm
intellect, which is the expectation of a large financial benefit. Reality isn't ready
to be found; it's ready to be moulded. To develop warm cognition in
anticipation, quickly stack four frames on top of each other. Assist them in
deciding on a course of action.