Before you can start selling anything you need to know what you are selling and truly understand the main goal and objective of the team.
Start by checking out who our current customers are and who is on trial to get a feel for the industries they’re in, what they care about, and why they chose us. Then, dive into the competition. See what they’re offering, how they’re pricing it, and where they’ve been winning lately. That way, you’ll be able to position us better, handle objections smoothly, and know exactly how to pitch our value.
We employ the Challenger Sale technique, a method detailed in the book "The Challenger Sale: Taking Control of the Customer Conversation". If you don’t own a copy, I strongly encourage you to purchase one and submit the expense. This book is an invaluable resource that will significantly enhance your approach to sales.
Our leads come to us through several key channels: marketing campaigns, customer referrals and recommendations, and submissions through our website inquiry forms.
We make it a priority to respond to potential customers as quickly as possible. Once a prospect shares sufficient details about their application, we move forward with scheduling a technical consultation.
The technical consultation serves as a crucial qualification step rather than a sales presentation. During these calls, we assess the technical alignment between the prospect's needs and XPF's capabilities, address any technical questions, and evaluate the organization's readiness to adopt Avalonia XPF. We also take time to identify any potential implementation challenges that might arise.
This consultation phase helps ensure successful trials by confirming that technical requirements align with XPF's capabilities and verifying that the prospect's use case is suitable for our solution. If you determine that XPF might not be the optimal choice, you should recommend alternative solutions (even competitors!). This thorough pre-trial assessment allows us to respect the prospect's time and ensure our engineers time isn't wasted on unsuccessful trials.
Hi Ed,
Thanks for getting in touch about Avalonia XPF! I'm excited to get you started with a trial so you can begin testing!
Given the complexity of taking WPF apps to new platforms, it's always helpful to have a quick technical chat to learn > more about your apps, answer any questions, and share the process for testing XPF.
Feel free to share some times you're available, or you can also pick from my Calendly if it's easier.
Kind Regards,
If they don’t give enough detail about their app we would send them an email to ask further questions to understand if Avalonia XPF is a fit for them and for us. See the email example below:
Hi Kalyan,
Thank you for getting in touch regarding Avalonia XPF. Could you tell me a little more about the application? Please answer the questions below, and we will evaluate it and then get you started with a free 30-day trial.
- Which .NET Framework are you currently on?
- What kind of 3rd party dependencies does your app have?
- Do you have any platform integrations?
- Are you the primary decision-maker for this, or would it be possible to invite the appropriate decision-maker to join us in the meeting?
Given the complexity of taking WPF apps to new platforms, it's always helpful to have a quick technical chat to learn more about your apps, answer any questions, and share the process for testing XPF.
Feel free to share some times you're available, or you can also pick from my Calendly if it's easier.
Kind regards,
The initial call classically runs for 30 - 45 minutes (longer for enterprise-type deals) and It can be broken down into a few distinct stages.
| Stage | Optional/Essential | Duration |
|---|---|---|
| Rapport with Intent | Essential | 1-5 minutes |
| Agenda | Essential | 1-5 minutes |
| Q&A | Essential | 15 minutes |
| Trial Period & Pricing | Optional | 3-5 minutes |
| Next Steps | Essential | 1-5 minutes |
When prospects raise concerns about pricing, our response should vary based on the opportunity's strategic value. For leads that aren't a strong fit, we can gracefully acknowledge that while we aren't the cheapest option, we focus on delivering value, and wish them well in their modernization efforts.
For valuable opportunities, we should explore the underlying reasons for the price objection. Start by understanding their target price point and whether the constraint stems from budget limitations, cash flow challenges, or approval processes. If there's room for negotiation, we can discuss potential price adjustments while being clear that we may not reach their exact target.
Price flexibility typically requires certain commitments from the prospect, such as signing within the current month or agreeing to a multi-year contract. We should present these options clearly while gauging their ability to meet these conditions.
For cash flow concerns, we can explore alternative payment terms. When approval is the primary obstacle, we should identify what the prospect can authorize independently and what additional information decision-makers need to approve a larger budget.
When prospects say they "need to think about it," this often signals reluctance to give a direct "no." We should respectfully acknowledge this possibility while ensuring we don't waste time on unproductive follow-ups. If they confirm genuine interest, we should establish concrete next steps, such as scheduling a follow-up meeting for the trial's final day. This helps maintain momentum and prevents the project from losing priority.
This approach balances professional persistence with respect for the prospect's time and decision-making process, while keeping opportunities moving forward when there's genuine potential for a deal.