problem areas where you feel you offer unique solutions. Concentrate on buyer pressure points – areas that induce buyers to make non-price de- cisions: timing, limited inventory, high demand, and bad experience with your compensation in the past. Once you’ve asked questions, listen. Use your eyes as well as your ears. What is the buyer saying or not saying? Is anything obvious because of its exclusion? Observe the buyer’s nonverbal signals. Are they relaxed, open, or defensive? Be perceptive to all signals coming from the buyer.


3. REMEMBER: EVERYTHING IS NEGOTIABLE


Whatever demands the buyer makes are the results of internal negotiations within the company. You deal with the end results of this internal bargaining. A corollary to this is that anything can be renegotiated. For example, the customer’s budget for your prod- uct may be renegotiated internally if they feel convinced of your product value. No product is overpriced un- less it’s undesirable.


Never assume the “final” offer is the last offer. How many times have customers said, “This is my final offer – take it or leave it,” and, 10 minutes later, revised the offer?


4. USE FUNNY MONEY FOR CONCESSIONS


When you must concede on your end, look for funny money, or soft dollars. This includes free training, extra services, extended warranty, free delivery, longer payment terms, etc. You are making concessions, but they’re indirectly related to costs. It’s easier to get management to con- cede on these non-price issues and it allows the customer to save face while experiencing a real gain. Carry a list of funny money options. Know what you may offer. It could be just enough to cinch the deal.


5. USE TIME PATIENTLY Most salespeople have the word “hungry” embossed on their fore-


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It has been my experience that people reflexively resist change. LARRY ELLISON


HOW TECHNOLOGY COMPLICATES SALES RELATIONSHIPS


heads. And buyers read this signal. Buyers also know that prudent foot-dragging on their end generally opens up the concession box. I drag my feet a little and you give a little; I drag my feet a lot and you give a lot. As a salesperson with a quota to meet, you want to close the deal as soon as possible. You’ve learned to close early. Close often. Close always. Ironically, it’s this same frantic pace that signals the buyer to hold out for a better deal. Buyers need the solution just as quickly as you need to help them. Drag your feet sensibly to embrace the quality of your offer.


6. FOCUS ON WIN/WIN RESULTS In sales there are only two possibili- ties: win/win and lose/lose. The win/ lose scenario is a deception. When you win and the customer loses, it’s a


double loss. You may win the order, but you’ve lost the bond with your customer. That’s a lose/lose result. When it’s lose/win, it’s still a double loss. The customer may get the best of you on this deal and you will resent the business and provide mediocre service. You may even avoid this cus- tomer’s business in the future. Again, it’s a double-loss situation. Focus on win/win. It builds the relationship and feeds customer loyalty. You feel better and the customer is satisfied. As a salesperson, sooner or later


you’re bound to negotiate. It’s not an “if” question; it’s a “when” question. Be prepared. Ask questions. Remem- ber, everything is negotiable. Look for non-price concessions and wait for the best solution for all parties. 


POSTER: HOW TO BE THE BEST SELLING POWER MAY 2017


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