What are some SaaS Enterprise Selling Techniques

Sales methods: These are the 11 most successful at a glance (Update 2020)

You don't have to develop the right sales method yourself. Instead, you can conveniently choose one of many proven sales methods and go entirely to your taste.

We have even made a small preselection for you. These are the 11 most successful sales methods.

1. SPIN Selling

SPIN Selling is a sales method developed by Neil Rackham, which he explains in detail in his book SPIN Selling. In summary, the method works like this:
In the acronym SPIN, each letter stands for a specific category of questions. Questions play the most important role in SPIN Selling, because the method is based on the assumption that successful sales people ask a particularly large number of questions.

Of course, this is not about simply asking questions. After SPIN Selling, these questions should have a specific content and should also be asked in a specific order:

S for situation questions:

With the situation questions, the initial situation of the customer should be understood.

P like problem questions:

The problem questions are useful for working with the conversation partner to develop awareness of the problem among all those involved.

I like implication questions:

The implication questions make it clear to the customer that his problem has been recognized, become more and more specific and thus approach a problem solution.

N for need payoff questions:

At this point, the customer is shown in a dialogue which advantages the purchase has for him and how exactly it pays off for him.

The specific questions could be in the correct order, for example:

  • How does the sales cycle of product X work?
  • At which points could the process still be optimized?
  • If communication is stuck at point X, what effects does that have on your quota?
  • If instead the process were shortened by X intermediate steps, how would that affect you?

The order and content of the questions give the customer the impression that they are in control of the conversation, that they are in responsible hands and that they are understood and taken seriously.

2. N.E.A.T. Selling

Also at the N.E.A.T. Selling is the name an acronym. This sales method, which was developed by the Harris Consulting Group and Sales Hacker, is based, for example, on the very well-known BANT method and brings it into the present day.

The N is the first letter of the word "need" in English. This means that the first thing that matters is to concentrate on the customer's core needs instead of looking at their problems on the surface.

How will the product you are selling really matter to the customer as an individual and to their company?

For a successful collaboration, you should come up with a meaningful answer to these questions.

E is representative of economic issues. You shouldn't just present the RoI of your product. Instead, try to convey specifically what impact the purchase would have on the customer financially and, conversely, what the consequences will be if he does not buy.

A stands for access to authority. This can be facilitated, for example, by existing contacts or simply good research.

T stands for timeline and refers to the deadline that you should set the customer in order to make a decision. You shouldn't apply too much pressure while doing this. Nevertheless, it is important to convey that it can have negative consequences for him if your potential customer takes too much time.

3. Miller-Heimann method

The Miller-Heimann Method, also known as Strategic Selling, was developed by Robert Miller and Stephen Heiman. It is based on the idea that customers do not primarily buy a product or service, but rather the solution concept behind it. In this context, this sales method does not recommend a classic sales pitch as a presentation. Rather, the focus should be placed on precisely understanding the product concept and the customer's decision-making process.

It is essential to ask the right questions. These can be divided into five categories:

  • Confirmation questions to be sure of information.
  • Asking for new information in order to better understand the customer's product concept and to develop a feeling for where the journey should go.
  • Questions about the customer's personal point of view contribute on the one hand to good rapport. On the other hand, they provide insights that the customer may only provide from their personal perspective - but not as a representative of the company
  • Budget issues shed light on the financial resources available.
  • Questions about the customer's fundamental challenges create awareness of the problem.

Strategic selling places great importance on attentive listening.

The sales cycle is divided into three steps:

  1. get information
  2. to give information
  3. Decision to work together

The Miller-Heimann method assumes that the business relationship will only be successful if the salesperson is convinced down to the last point (and beyond) that it is a win-win situation for both parties.

4. SNAP Selling

SNAP is also an acronym: Keep it Simple, be iNvaluable, always Align, raise priorities. That means in German that it depends

  • Keep process simple,
  • to make yourself indispensable
  • to always be flexible
  • and set priorities.

These principles should be followed throughout the sales cycle. Jill Konrath, developer of this method, assumes that salespeople will do better with it

  • to reach the right contact person,
  • understand their challenges
  • and make the buying process as easy as possible for them.

SNAP Selling not only identifies one major purchase decision as a decisive moment, but three:

The first decisive decision is to give an external sales representative access to their own processes at all by speaking to them.

The second important decision is to want to change the status quo.

The third important decision is ultimately the purchase decision, namely to make specific resources available.

If you look at these three mini-milestones, it will be easier for you to classify in the process where you stand and thus which steps are important next.

5. Challenger Sale

The Challenger Sale is a sales method developed by Matthew Dixon and Brent Adamson. She initially divides B2B sales people into five categories:

The relationship manager, the tackle, the lonely wolf, the waiting and the challenger.

The authors' studies showed that all types occur roughly equally, but one is by far the most successful - the Challenger. This personality type alone made up 40% of the top performers.

The following approach and characteristics distinguish the Challenger: As the name suggests, this sales person challenges the customer. He gets into the process by teaching his potential customer something and not about the product or service that is at stake. Rather, he talks about larger contexts, forward-looking ideas or interesting inside information.

The Challenger adapts its way of communicating to the customer, their habits and expectations. At the same time, the most important quality of this salesperson is not to be afraid of disagreeing with the customer. He relies on his expertise, his specialist knowledge and problem solving rather than prioritizing harmonious cooperation.

6. The Sandler Selling System

The Sandler Selling System questions the classic distribution of roles in sales: Traditionally, the salesperson has the task of convincing customers of themselves and their own product. In contrast, this method assumes that both parties should work equally to ensure that a deal is reached and developed positively.

The background to this is as follows: Discrepancies in fundamental issues such as time planning or budget can complicate the sales process or even let the deal fall through. In the worst case, this happens late, when all parties have already invested a lot of time and work. For this reason, according to the Sadler Selling System, salespeople are encouraged to address and negotiate possible obstacles or pain points that could prevent the smooth process at an early stage. This makes it possible for both parties to seriously assess whether a collaboration makes sense and ultimately no more resources are wasted.

7. Customer Centric Selling

So-called CustomerCentric Selling is focused on developing salespeople from simple salespeople to competent consultants.

The method is based on these 8 principles of conduct:

  • Enter into a dialogue with the customer instead of giving them a presentation as a monologue.
  • Ask relevant questions rather than discussing each option.
  • Focus on solving the problem, not what the client might want to hear.
  • Advertise not just the product itself but its specific uses and benefits.
  • Strive for quality over quantity.
  • Timing the sales cycle for the buyer as the seller.
  • Advise your customers in depth so that they can make a qualified decision about a cooperation instead of persuading them.


MEDDIC is a method for the qualification of complex degrees, especially in large customer sales.

The abbreviation stands for

  • M: Metrics - numbers
  • E: Economic buyer - decision maker
  • D: Decision criteria
  • D: Decision process
  • I: Identify pain - pain points
  • C: Champion

For each of these topics, there are specific questions that you can stick to during the sales process:

  • Metrics
    • What are the economic consequences of the possible purchase decision?
    • How will the customer measure the business case or economic success of the solution?
  • Economic buyer
    • Which contact person decides on the financing?
    • What budget does the payment come from and who signs the purchase order / order?
  • Decision criteria
    • What are the customer's formal decision-making criteria?
    • Are there checklists that can be worked through before making a purchase?
  • Decision process
    • How exactly will the decision-making process work?
    • Which people are involved in which order?
  • Identify pain
    • Which specific “problem” or “pain” is solved by the service? Has this already been quantified?
    • Which factor is responsible for the customer's problem or need?
  • champion
    • Who is the internal advocate on the customer side?
    • What advantage does the champion expect from the solution?

Ultimately, each deal should be capable of achieving a customer goal, solving a problem, or meeting a need. If the product or service cannot fulfill any of these three tasks, the collaboration does not make sense and the sales representative should refrain from doing it.

Interesting: In the meantime there are even further developments of the MEDDIC framework such as MEDDICC or MEDDPICC.

9. Target Account Selling

Target Account Selling is a sales method that has been tried and tested for 25 years and has been used by over 650,000 sales people during this time. The approach still offers significant advantages: TAS enables even very large deals to be broken down into their individual parts and most important components in such a way that they are manageable. For each of these resulting steps, the program offers specific suggestions for action that accompany and structure the entire sales cycle. Some processes can be automated in this way without disrupting the existing workflow.

Another special feature of Target Account Selling is that the program is able to take into account the political situation of its user and that it attaches great importance to continuous coaching.

The integration of the TAS software Dealmaker is only available for Salesforce, so that the method in the application is associated with quite high costs overall.

10. Solution Selling

Solution Selling, which was developed by Mike Bosworth in 1988, has been taught to over 1 million sales people worldwide and enjoys a corresponding standing in the industry. Over time, it has been further developed as a so-called collaborative sale. Against this background, it is at least partially wrong that solution selling is outdated.

Basically, the method relies on determining the customer's pain points or problems in order to then offer targeted solutions. These should be worked out as closely as possible in dialogue with the customer. The following steps are recommended for this:

  • Recognize and filter suitable customers
  • Find out customer needs
  • Cut the solution
  • consultation
  • Highlight added value for customers
  • Sale completion

The further development of Solution Selling is particularly based on today's understanding of the buyer and the complexity of products. The buyer has more and more opportunities to find out more about products that are available in many industries in an ever larger selection. Good sales are increasingly characterized by in-depth, individual advice, so that it is not enough to define pain points, but a basic understanding of the customer's business is a prerequisite.

11. Value Selling Framework

The Value Selling Framework is relatively unknown, although it can offer a solid alternative to common sales methods. The approach is particularly aimed at B2B sales with larger deals and more complex products. The method developed in 1991 aims to develop a roadmap for the entire sales cycle that is transferable and can therefore be used again and again. The added value of your own product is prepared in a customer-specific manner and placed in the foreground.

This timetable basically looks like this:

  • recognize the customer's challenge
  • Weigh this challenge with the possibilities of your own product
  • ask the right questions
  • develop a suitable closing plan

These 11 distribution methods are our favorites. It often makes sense to try several until you find the one you are most successful with. This is actually a matter of taste - not every method suits every personality type.