Electronic Office Security Corporation

Ann Saroyan is a salesperson for the Electronic Office Security Corporation. She sells industrial security
systems that detect intruders and activate an alarm. When Ann first began selling, she used to make brief
opening remarks to her prospects and then move quickly into her presentation. Although this resulted in
selling many of her security systems, she felt there must be a better method.
Ann began to analyze the reasons prospects would not buy. Her conclusion was that even after her
presentation, prospects still did not believe they needed a security alarm system. She decided to
develop a multiple-question approach that would allow her to determine the prospect's attitude toward
a need for a security system. If the prospect does not initially feel a need for her product, she wants
her approach to help convince the prospect of a need for a security system.
Ann developed and carefully rehearsed her new sales presentation. Her first sales call using her
multiple-question approach was with a large accounting firm. She asked the receptionist whom she
should see and was referred to Joe Bell. After she waited 20 minutes, Bell asked her to come into his
office. The conversation went like this:
Salesperson: This is a beautiful old building, Mr. Bell. Have you been here long?
Buyer: About 10 years. Before we moved here, we were in one of those ugly glass and concrete
towers. Now, you wanted to talk to me about office security.
Salesperson: Yes, Mr. Bell. Tell me, do you have a burglar alarm system at present?
Buyer: No, we don't. We've never had a break-in here.
Salesperson: I see. Could you tell me what's the most valuable item in your building?
Buyer: Probably the computer.
Salesperson: And is it fairly small?
Buyer: Yes, amazingly, it's not much bigger than a typewriter.
Salesperson: Would it be difficult to run your business without it—if it were stolen for example?
Buyer: Oh, yes, that would be quite awkward.
Salesperson: Could you tell me a bit more about the problem you would face without your computer?
Buyer: It would be inconvenient in the short term for our accounts and records people, but I suppose
we could manage until our insurance gave us a replacement.
Salesperson: But without a computer, wouldn't your billing to customers suffer?
Buyer: Not if we got the replacement quickly.
Salesperson: You said the computer itself is insured. Do you happen to know if the software—the
programs, your customer files—are also insured?
Buyer: I don't believe so; our insurance covers the equipment only.

Salesperson: And do you keep backup records somewhere else—in the bank, for example?
Buyer: No, we don't.
Salesperson: Mr. Bell, in my experience, software isn't left behind after a theft. Wouldn't it be a
serious problem to you if that software were taken?
Buyer: Yes, you're right, I suppose. Redevelopment would certainly cost a lot. The original programs
were expensive.
Salesperson: And even worse, because software development can take a long time, wouldn't that
hold up your billings to customers?
Buyer: We could always do that manually.
Salesperson: What effect would that have on your processing costs?
Buyer: I see your point. It would certainly be expensive to run a manual system, as well as being
inconvenient.
Salesperson: And if you lost your software, wouldn't it also make it harder to process customer
orders?
Buyer: Yes. I don't have much contact with that part of the business, but without order processing
and stock control I'm sure we would grind to a halt in a matter of days.
Salesperson: Are there any other items in the building that would be hard to replace if stolen?
Buyer: Some of the furnishings. I would hate to lose this antique clock, for example. In fact, most of
our furnishings would be very hard to replace in the same style.
Salesperson: So, if you lost them, wouldn't it hurt the character of your office?
Buyer: Yes, it would be damaging. We've built a gracious, civilized image here, and without it we
would be like dozens of other people in our business—the glass and concrete image.
Salesperson: This may sound like an odd question, but how many doors do you have at ground
level?
Buyer: Let me see . . . uh . . . six.
Salesperson: And ground-level windows?
Buyer: About 10 or a dozen.
Salesperson: So there are 16 or 18 points where a thief could break in, compared with 1 or 2 points
in the average glass and concrete office. Doesn't that concern you?
Buyer: Put that way, it does. I suppose we're not very secure.
Questions
1. Did the dialogue between buyer and seller seem natural to you?

2. Did the salesperson use too many questions in her approach?
3. Analyze each of the salesperson's questions and state whether it is a situation, problem,
implication, or need-payoff type of question.
4. Analyze each of the buyer's responses to the salesperson's questions and state what type of
need the salesperson's question uncovered. Was it an implied or minor need response or was
it an explicit or important need response? Why?
5. How would you improve on this salesperson's approach?
6. After the buyer's last statement, which of the following would you do?
a. Move into the presentation.
b. Ask a problem question.
c. Ask a need-payoff question.
d. Ask for an appointment to fully discuss your system.