B2B,Amhurst,SPIN,Pain,Sales,Business Development

1. Amhurst Computer Inc
Case Analysis
BBM, NMP Term III
Group 4
Argha Ray - 15
Chakra Dhar Kundu - 22
Khushal Malik - 28
Sanjay Kumar Prasad – 45

2. Context
• Amhurst is a large manufacturer of computer software and hardware.
• Jay Allen, a sales personnel is facing a shortfall in sales target.
• Receives a chance order from Uptown clinic to make up sales target.
• Goofs up and loses order.

3. Allen’s Undoing:
• Fell victim to his own greed.
• Revises order when Uptown refuses to buy $30000 worth Z600.
• Bypasses customer liaisons (Jones & Seawell).
•
Inexperienced selling behavior in convincing customer on Z600.

4. Applying SPIN:
Allen could have taken cue from SPIN framework while engaging customer.
Situation Question:
How much accounting data is generated?
Problem Question:
How much inefficiency is caused by not having computerized accounting?
Implication Question:
How will it affect cost if the accounting need changes in near future?
Need Payoff Question:
How much will Uptown save on sunk and future cost if accounting need
changes in near future?

5. Sales Call Revisited:
• Engage Seawell and Jones by asking questions.
• Let Seawell and Jones do all the talking.
• Do your homework on the accounting needs of Uptown.
• Ask how much difficulty is the user facing with the present accounting
system?
• Ask how much more difficulty Uptown is to face if the accounting needs
are to change suddenly.
• If suppose the accounting need changes, could this lead to a cost
escalation?
• Could the changed accounting needs cause regulatory issues?

6. Build the Pain:
• Could the changed accounting needs cause problems in pricing of products?
• Could the changed accounting needs lead you to divert employees from other work to
accounting department?
• How much cost will Uptown save if they plan for the future when accounting needs have
changed?
• How would a computer full of features that takes care of all future accounting needs help?
• Propose both Z600 and X300 with price quotes and technical specifications.
• Let Jones and Seawell choose their solution.
• Don’t sound to pushy.

7. Allen’s Raw Deal:
• Allen needs a vehement reprimand and in no uncertain terms.
• Amhurst must send Allen on a refresher training.
• Amhurst must relook the linking of bonus with sales target.
• Set rational expectations from Sales force.