The Ultimate Guide to SPIN Selling

For every B2B salesperson, SPIN sales are a playbook to study. SPIN selling has been around for a while and is one of the most widely recognized sales methods that businesses can use. With SPIN questions, you can gather crucial client data, and the deal is almost always nearing closure. 

It’s always great to collect enough B2B data like emails, phone numbers, personal information, and other data to help you increase the efficiency of a sales process. For this, you need an intelligent system in place to do your research. SPIN selling backed with research data is an excellent way to probe customer interest and gather information about the buyer’s experiences. 

SPIN selling is a research-backed methodology that can help salespersons close tough deals with a vigorous approach. 

SPIN principles can easily be integrated with various other sales strategies, making this versatility a great asset for people in business. SPIN selling is based on probing good questions in the right sequence, being an active listener, and pitching your product’s unique features as the solution to a prospect’s needs. 

SPIN selling is an inbound sales strategy, and this guide will cover all you need to know about the SPIN method in action.

We will cover:

  • Introduction to SPIN Selling
  • The SPIN Selling book
  • SPIN Selling methodology
  • SPIN Selling questions
  • 4 stages of SPIN sales
  • Handling objections – techniques
  • Leveraging modern ways of SPIN Selling

What is SPIN Selling?

The concept of SPIN selling originated from Neil Rackham’s classic book from 1988 called “SPIN Selling.” Through his book, Rackham urges salespersons to abandon conventional sales methodologies and build rapport as a customer’s trusted advisor that guarantees better sales outcomes.

To understand the full depth of Rackham’s strategic principles, we recommend that you read the original book. The book is available on Amazon. To check it out, visit this link.

The SPIN Selling play book

SPIN selling content can be broken down into the following.

Section 1 – Sales Behaviour and Sales Success

  • Closing deals aren’t the only thing that matters
  • Questioning is integral to the sales process
  • Close-ended and open-ended questions don’t always predict sales success
  • Great salespersons focus on prevention, not handling, of objections

Section 2. Obtaining Commitment: Closing the Sale

  • Successful closure of deals depending on the right commitment
  • Sales reps should determine call objectives early
  • Four possible outcomes of every sales call – order, advance, continuation, no-sales

Section 3. Customer Needs in the Major Sale

  • Implicit needs are statements about issues, problems, and dissatisfaction
  • Explicit needs are targeted product functions or features
  • In large deals, explicit needs are pivotal buying signals

Section 4. The SPIN Strategy

  • Salespersons with high close rates usually ask the same type of questions in the same order.
  • Four main question types: Situation, Problem, Implication, Need
  • Each SPIN selling question type differs in its role to nurture the buyer journey

Section 5. Giving Benefits in Major Sales

  • Features and benefits are the most popular pitches of a product to buyers
  • Advantages are less important later in the sales cycle
  • Features are more integral to user decisions
  • Benefits influence purchase decisions, but only when pitched nearing the end of the sales conversation.

Section 6. Preventing Objections

  • Objections are often created by salespersons and not the buyer
  • The more advantages presented, the higher objections you get
  • Develop needs before a benefit is pitched to avoid unwanted objections

Section 7. Preliminaries: Opening the Call

  • Refrain from conventional openings, like providing benefits or associating them to the prospects personal interests
  • Get to the point quickly and establish your purpose

Section 8. Turning Theory into Practice

  • Adopt SPIN selling one at a time for the best results
  • Practice SPIN selling with existing customers and smaller accounts initially 

SPIN Selling Methodology

Witty questions are at the core of the SPIN selling methodology. Rackham states that top sales reps rarely ever pose unrelated questions. Every question should be directed with a purpose and in a definite order that leads a buyer towards the closing end.

Strategizing the order of your interaction with buyers is fundamental to employing SPIN selling questions. 

SPIN stands for – Situation, Problem, Implication, and Need payoff. 

The situation is where you get information. The problem is identifying pain points. The implication is underscoring why to solve the pains. Need payoff is where you lead the buyer to conclude on their own.

By strategizing the way you deal with buyers, your pitch is more refined and well-organized; this is an asset for any sales representative. How do you know what questions to ask?

Let’s dive into the focus behind SPIN selling questions by breaking up some SPIN selling examples.

The Situation stage

Situational questions like “What system do you use now?” are a way of gathering information.

The Problem stage

Problem questions like “Does your system experience any glitches?” are a way of resonating with the buyer’s pain points and problems in their experience with a product.

The Implication stage

Implication questions like “What does it cost you when your system crashes?” are a way for salespersons to reinforce why the pain points need a resolution.

The Need Payoff stage

Need Payoff probing like “How about a simpler alternative like….?” is a way of leading the potential buyer to make up their mind about your product on their own, rather than pitching the product directly to them.

Here are some more SPIN selling examples of SPIN selling questions.

SPIN selling questions

Each stage of questioning has a designated function. Let’s delve into SPIN selling examples and SPIN selling questions in the prescribed order.

Situation questions – SPIN selling

Situation questions are to learn your prospects’ stance, understand where they are in the buyer’s journey, and what plan may benefit them. Your questions will be dependent on your product’s offering.

An example being, if you offer coaching classes for business leaders, you can ask, “How is it that your company trains first-time management about strategy and best practices?”

If you sell stationery, you may ask, “How do you purchase all the stationery for your schools right now?”

More examples:

  • May I know your current designation at (company)?
  • Run me through a typical day at your work.
  • Usually, how is it that you perform (task)?
  • Have you employed a plan to achieve X?
  • For how much time have you been using X?
  • Why is it that you rely on X for this (objective)?
  • How relevant is X to your business functions?
  • What are the tools you currently employ to get X?
  • Who supplies X to you currently?
  • What is your monthly budget for X?
  • Why is it that you chose your current supplier for X goods?

Note that while gathering information, you don’t have to delve into questions like “how big is your organization?” or “How many office locations do you have?” or “What type of business services do you sell?” and so on.

Not only do such questions make the buyer impatient, but they also reduce the amount of time you have for more personalized questions about their experiences. Just be sure to do enough research before a client calls to ensure that your questions are relevant to their situation.

Rackham clearly states in his book, “SPIN selling,” that information about the buyer is important. Having B2B data like contact details, preferences, interests, etc., can be very handy for a salesperson. Nowadays, using a quick online search, you can discover so much about your prospects that weren’t available when Rackham published his book in 1988.

Problem questions – SPIN selling

At this stage, salespersons identify the pain points to target an opportunity. What gap isn’t being addressed? Where do they experience dissatisfaction? Your buyer may be unaware that they have a problem, and as a salesperson, you can always explore the common problems that your solution addresses.

Let’s take a look at some SPIN selling questions related to the problem.


  • Typically, how much time does it take for you to perform X?
  • How much does X cost you?
  • What happens to your business when X fails?
  • Does your current strategy ever fail?
  • Are you happy with your current vendor of X? Why?
  • When you experience issues, is an easy resolution available?
  • Does it take a lot of effort to fix a problem with X?

By delving into your buyer’s pain points, you are setting up further SPIN selling questions to introduce your product or offering it as the solution. The basic idea is to empathize with the buyer’s experience and let them tell you exactly how they feel about their current issues.

Implication questions – SPIN selling

Once the key issues are mapped out, it’s easier to figure out the best way to sell to a prospect. Implication questions are used to reveal the magnitude and depth of your prospects’ pain points by giving you an insight into their experiences and tailoring your messages to create a sense of urgency. That’s how you nudge them towards a decision.

As per Rackham’s view, the buyer must resonate with the problem by the time you’ve ended with your implication questions and conversation. This stage of the SPIN selling method is powerful and very crucial.

Rackham also states that top sales representatives ask four times as many implication questions as their colleagues, which helps in instilling urgency in the buyer’s journey.


  • What is the opportunity cost of using X for your business?
  • What can you gain with extra (time) each (day, week, quarter, month)?
  • Would your clients be more loyal if you did not experience (a problem related to X)?
  • If you did not experience a (problem), will it be easier to gain (objective)?
  • When was the last time that X had failed?
  • How is the (problem) affecting your team at the office?\
  • Does the (problem) affect your career growth?
  • If you can save (time) will it make a big difference to your (team, budget, company)?
  • How will you benefit from saving extra (money, time) each (week, day, quarter, month, year)?
  • Does the (problem) with X impact your KPIs negatively?

By the time your prospect has understood the magnitude of your problem, you are already poised to give them an immediate resolution. However, Rackham indicates that the pitch doesn’t come right away. You have to bide your time by nurturing the buyer experience with more value than just an immediate closure.

That’s where you utilize the Need Payoff questions in the next stage of the SPIN selling strategy.

Need Payoff questions – SPIN selling

Need Payoff questions are designed to nudge the prospect to explain your unique value proposition by themselves. This is a way more persuasive strategy than just hearing you explain the benefits of your product.

At this stage, you are going to be asking questions that resonate with your product’s unique value that can bring immediate relief to the problems identified thus far. At the core of their problems, you will ask questions that remind them of your solution’s value, importance, and utility.

During the Need Payoff questions, you don’t have to highlight issues that your product can solve. For example, if you are offering a digital solution to streamline HR operations, you shouldn’t directly ask about hiring better HR professionals. 

You have to develop questions that evolve from your implication stage questions. That’s what brings the fun out of the Need Payoff stage.

Let’s take a look at a SPIN selling example.

  • Implication question: “Does the issue with X affect your KPIs negatively?”
  • Need Payoff question: “If you could achieve X in half the time, would it be easier to achieve your KPIs on time?”

More examples:

  • Would it help if…?
  • Does X make it easier to achieve (positive event)?
  • Will your team find value in the…?
  • Do you think that solving (issue) would drastically impact your (business, team, KPIs) in the right way?
  • Is it important for your colleges to see X benefit so they can take Y action?

Be cautious – Need payoff questions can backfire if they are too obvious that you’re selling something. You may come across as condescending. Try your best to reframe the solution in a way that the buyer isn’t already considering or has considered.

For example, rather than asking a buyer, “Would your business benefit in saving a tonne of money?” you can always ask, “Would redirecting $500 per week from your recruitment budget and putting it into inbound lead generation benefits your business objective?”

You have to show the buyer that you care, and the best way is to be involved in their experiences.

4 Stages of SPIN Selling

Now that you have an idea about the type of SPIN selling questions and examples, let’s dive into the four stages of SPIN selling.

As you draft and deploy your SPIN selling questions, converse with your prospects and consider your entire sales conversation from end to end. According to Rackham, there are 4 basic parts of a SPIN sale:

  • Opening
  • Investigation
  • Demonstrating capability
  • Obtaining commitment

1. Opening (preliminaries)

SPIN selling and inbound sales consider a similar approach in the opening. Salespersons shouldn’t immediately introduce the product’s benefits and features – this tends to seem overly aggressive that can make prospects lose interest. Salespersons, too, may lose the chance to understand more about the buyer’s experience.

The purpose of the first call or connection is to grab your buyer’s attention and begin to foster trust. Start with a thought-stimulating question or a compelling insight.

2. Investigation

The investigation is the most fundamental SPIN selling stage. This is like the discovery phase, where you figure out the customer’s requirements, identify their priorities, their reasons for buying, and how your product is ideal for them. The process of investigation helps you gain credibility by posing relevant, specific, and strategic questions about the buyer’s experience.

As Rackham states in this book about SPIN selling, strong implementation of the questioning strategy increases your sales close rate by up to 20%. For any salesperson, the right question can make all the difference.

3. Demonstrating Capability

Once the investigation has mapped out the buyer’s journey, it is time to introduce your solution through clever questions that address the buyer’s need. You need to show the prospect that there’s a deep connection with what you have to offer.

According to Rackham, there are 3 basic ways to describe your product’s capabilities:

Features > Advantages > Benefits

This is also called the FAB method, where you can truly demonstrate your unique value proposition.

  • Features
    Features are beneficial when you are dealing with simple, low-cost products. A feature for a coffee mug may be “It can hold up to 12 ounces of a drink.” Buyers often resonate with the features more when they aren’t making a huge decision on behalf of somebody else or their organization.
  • Advantages
    Advantages are when you describe how a product’s features have real-life uses. Much like benefits, they are useful for smaller sales items but are less persuasive with larger accounts. The advantage of a coffee mug may be, “It can be used for both hot coffee and an ice-cold mocha.”
  • Benefits
    A well-crafted benefit can give your prospect a reason to buy your product. Benefits take your sales conversation a step further by telling the prospect how a feature can benefit them directly. Usually, a benefit has a financial aspect that meets your customers’ demands.

The benefit of your coffee mug may be, “Since you are a morning coffee person and prefer iced tea in the noon, you’ll love how versatile this mug is when enjoying both hot and cold beverages with one mug.”

The FAB formula is an incisive insight into how to think about features, advantages, and benefits when selling.

Since your [product] has a [feature] >[user] will be able to gain an [advantage] > which implies that the [prospect] will experience the [benefit].

Let’s take a look at a SPIN selling example for a clearer idea.

Suppose you’re selling salon management software.

“Because our interface is so easy to use, you can set up employee records, customer experience management, and accounting with real-time data to assess the performance of your salon. This means that your team will be motivated to perform better while you continue to expand your operations with a smart system that manages everything at the speed of light.”

Handling objections – techniques

Remember – While SPIN selling, your research should be well-thought-out so that you don’t create objections for yourself. Handling objections is a matter of strategic problem solving and critical thinking. It always helps to have all the necessary data in one place so that you can manage your sales strategy with an optimum result-oriented approach.

However, some forms of objection are inevitable in every sales deal. You should be worried if the sales process is just too smooth without any objections. Also, objections are a way for you to discover more about the market demand. Through SPIN selling, your goal is to monitor why the buyer hasn’t already made up their mind. By resolving objections or handling them well, you can advocate for a smooth transition from prospect to buyer.

Rackham states that there are two broad types of objections:

  • Value – Where your prospect isn’t fully convinced about your product’s ROI. 
  • Capability – Where your prospect doubts that your unique value proposition doesn’t meet their exact demands.

Oftentimes, the buyer is not fully aware of your product’s actual offering. In this case, it’s time to revisit the sales playbook and run over the SPIN selling cycle again, this time in a consolidated effort. Your priority is to address their concern and validate their cause for concern with an ideal solution. Your product is the solution.

By using implication and need-payoff questions to build trust and value, you can downsize the number of potential objections in half.

If the salesperson isn’t fully aware of the problem that prevents a prospect from buying, then one-size-fits-all questions can prompt them to buy back in. Try the SPIN sequence instead. Ask a problem question, probe the consequences with implication questions and convince the prospect to buy into the recognized value of your unique solution with a Need-Payoff question. That’s how you sell!

So how do you know when the sales conversation is working out during the conversation? You can by identifying the KPIs of your sales conversation.

Here are four ways to measure progress with SPIN selling.

  • Advance: An action taken by the buyer to bring you closer to a purchase.
  • Continuation: A sales conversation that ends with an undesirable outcome.
  • Order: Buyer agrees to purchase your product, and they are leaning towards signing up right away.
  • No-sale: Your prospect rejects your proposal and doesn’t buy from you.

At every stage of the funnel, you have to be mindful of the objections by understanding the potential diversions a sales conversation takes. Using the data you have gathered from preliminary research and SPIN selling questions, you are halfway there. The rest is about ordering your SPIN selling cycle to nurture their interest in your product.

Leveraging modern ways of SPIN selling

That being said, not every sale is a 100% guarantee, so always do your research. A good way to turn the tables around is by incorporating modern marketing tools to give you an advantage in the sales talk.

Here are some tips for leveraging modern ways of SPIN selling:

  1. Ask less situations and problem questions as possible.
  2. Incorporate social selling into your strategic sales conversation.
  3. Guide their buying process with data-driven insights.
  4. Personalize your sales conversations.
  5. Move away from traditional product-driven sales pitches.
  6. Incorporate SPIN tactics into presentations and proposals

By focusing on the buyer experience through sales conversations, SPIN tactics offer a powerful ideology to drive more sales. SPIN selling is a methodology that consolidates empathy with effectiveness. 

SPIN Selling Summary

In the modern sales process, the SPIN selling approach offers numerous advantages. Especially when analyzing market data, SPIN selling questions are relevant to gaining an advantage over your competition in the market by targeting your ideal customer’s needs. SPIN is effective only when you know your buyer’s journey. You can leverage technology tools to gather a deeper insight into your sales performance and strategy.

If you are looking to incorporate SPIN selling into your sales strategy, you may benefit immensely from global B2b intent data – Accurate data that converts more sales.

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