|
| Conflict Resolution Professionals! Did you know there are over seven million privately owned companies in North America? Connect with the universe of family owned companies who need your services as a professional who speaks their language! Add your profile to our directory of professionals right now. |
|
Managing The Sales Negotiation Process By Michael Schatzki, Fri Dec 9th How many times have you heard: * "You've got to drop your price by 10% or we will have nochoice but to go with your competition." * "You will have to make an exception to your policy if you wantour business." (Article continued below)
* "I know that you have good quality and service, but so do yourcompetitors. What we need to focus on here is your pricing." * "I agree that those special services you keep bringing upwould be nice, but we simply don't have the funds to purchasethem. Could you include them at no additional cost?" Every time you hear statements like these, you're in the middleof a difficult sales negotiation. How you handle thatnegotiation will determine whether or not you close the sale andhow profitable that sale will be. In order to give you a realedge every time, I have listed below some key points taken frommy sales negotiation training program. Don't Believe Everything You See and Hear Part of a good salesperson's skill is to learn to read peopleand situations very quickly. However, when it gets down tonegotiating, you have to take everything you see and hear with agrain of salt. Buyers are good negotiators, and thus they aregood actors. You may be the only person who has what she needs,but everything she does and says, from body language
Our articles continue...
|
to thewords she uses, will be designed to lead you to believe thatunless she gets an extra 10% off, she's going with thecompetition. Be skeptical. Be suspicious. Test, probe, and seewhat happens. Don't Offer Your Bottom Line Early in the Negotiation How many times have you been asked to "give me your best price"?Have you ever given your best price only to discover that thebuyer still wanted more? You have to play the game. It'sexpected. If you could drop your price by 10%, start out with0%, or 2%, or 4%. Leave yourself room to negotiate some more.Who knows - you may get it for a 2% reduction. You might have togo all the way to 10%, but often you won't. A littlestubbornness pays big dividends. Get Something in Return for Your Added Value What if you discover that the buyer wants to be able to trackhis expenditures for your products or services in a way that isfar more detailed and complex than is standard for yourindustry? What if your account tracking system is set up in away that you can provide that information at essentially no costto you? Often the salesperson's overwhelming temptation is tojump in and say, "Oh, we can do that. That's no problem." Beforeyou do, however, think about your options. You could throw it inas part of the package and try to build good will. Or you couldtake a deep breath and try something like, "That's a difficultproblem that will require some effort on our part, but it'sdoable." In the second case, without committing, you've told thebuyer it is possible. You may not be able to get him to payextra for it but you may be able to use it as a bargaining chipin resisting price concessions. Which way you choose to go willdepend on who your customer is and on the situation. However,you do have options. Sell and Negotiate Simultaneously Think of selling and negotiating as two sides of the same coin.Sometimes one side is face up, and sometimes the other side, butthey are always both there. This is particularly true in yourearliest contacts with the buyer. The face the buyer sees isthat of a salesperson demonstrating features and benefits. Thehidden face is that of a negotiator probing and seeking outinformation that may be invaluable later should issues likeprice, terms, quality, delivery, etc. have to be negotiated. Be Patient Finally, and most important, be patient. Sales is a high energy,fast moving business. Patience is one commodity that is inrelatively short supply, but if you're impatient in anegotiation, you'll lose your shirt. If I'm negotiating with youand I know that you're impatient, I will hold out just a littlelonger, no matter how desperate I am to make a deal with you. Aslong as I know you're in a hurry, I'll wait. So be patient. Takethe time that you need, don't rush to give in, don't show youranxiety, stay cool and don't panic. Negotiation is a process anda game. Use the process and play the game. You'll be astonishedat the difference that it makes! (c) Michael Schatzki - 2004. All rights reserved. About the author:Michael Schatzki is a master negotiator who has provided salesnegotiation training and coaching for thousands of people in theU.S. and globally. Check out all of Mike's articles at http://www.NegotiationDynamics.com Mike can bereached at (888) 766-3530. | Sign In |
| divorce mediation training news: |
How to Protect Your Customer Data and Your Reputation
When it comes to safeguarding customer data, the stakes are higher than ever in today's wired world. A single security breach can create a legal and regulatory nightmare. How vulnerable is your organization to hackers and disgruntled employees? What can you do to protect your company?<br><br>Sponsored by Cisco, this 30-minute BizWise TV broadcast for small and mid-sized businesses outlines the legal, ethical, and business obligations you face. A panel of security experts will show you how to assess your vulnerabilities, implement an effective security plan, handle an employee suspected of committing a security breach, and execute "damage control" through effective PR if a breach does occur.<br><br><br><br>BizWise TV features TV Style Broadcasts on topics relevant to SMBs. Tune in for a new topic on the third Thursday of every month or watch the previous broadcasts on demand at your convenience.
Intrusion Prevention Case Study: Mainova AG - Energy
This case study examines Frankfurt, Germany energy supplier Mainova AG's reliance on McAfee for its network security.
Corporate Incident Response: Why You Can't Afford to Ignore It
This Foundstone Professional Services paper explains the need for an effective corporate incident response plan and highlights common problems associated with inadequate incident response. It also discusses the steps you need to take when creating a corporate incident response plan and serves as a general guide to the phases that should be included in a comprehensive plan.
Making Your Business Disaster Ready with Virtual Infrastructure
Download this white paper to learn how a virtual infrastructure built on VMware server software can help make your disaster recovery strategy more effective and affordable. The paper emphasizes the need for business continuity and disaster recovery (DR) planning in today's enterprises and explains how a virtual infrastructure enables you to:<ul><li>Extend disaster coverage to more applications</li><li>Reduce recovery time</li><li>Make DR processes more reliable</li></ul>
Master Time Management With a Final 7 Time Management Tips
Time management is a hot topic these days. With more pressure on most people to do more with less, people are constantly turning to gurus in this area to try and improve their time management skills. This paper seven more tips to help people in their quest to master their time usage.
Action Plan in Time Management
Action plans are lists of responsibilities that instruct a person "To carry out to achieve an objective." The list centers on the goals immediately needing achievement on demand. The list or action plan enables one to center his attention on the specific obligations required of him. The marketplace has several software programs that help those people that have busy schedules and time management is a struggle.
Business Continuity Preparedness Handbook
AT&T's Business Continuity Preparedness Handbook provides a broad range of information to support your business continuity planning efforts.<br><br>The 16-page handbook examines business continuity in the context of two potential catastrophic events a pandemic influenza and a hurricane strike and highlights why taking a proactive approach to business continuity planning is essential for all disaster scenarios.<br><br>Topics include:<ul><li>AT&T's own business continuity preparedness efforts</li><li>Planning assumptions for pandemic influenza and the 2006 hurricane forecast</li><li>Best practices recommendations</li><li>AT&T solutions that support business continuity strategies</li><li>AT&T customer support during business continuity "events"</li></ul>
The Inexpensive Instant Message: Creating an E-Mail Newsletter
How does one share accurate, timely information with employees, customers and the community - and do it faster, better and less expensively than using the normal media outlets? The person should turn to e-mail. Faced with a barrage of negative media coverage as a result of innovative steps that provided a few surprises during the 2000-01 upheaval in energy markets, Chelan County PUD (Wenatchee, Wash.) came to this realization: The media were not going to tell their side of the story for them; they had to do it ourselves.
Using Crises as Publicity Opportunities
There are two kinds of Crisis Management: Internal (for when something happens within a company or externally that affects the company directly) and External (for when something happens in the world that indirectly affects the company). The authors' recommend that every company have a written plan on how to handle a range of both internal and external crises. This paper deals with external crisis management, and how one can, with advanced planning, gain positive publicity for the company when an external event occurs.
Telling Everyone You're Ok - A Key Element in Crisis Communications
Have a person ever noticed that one of the first side effects of most disaster situations is that the phone lines in the area immediately go down? The author believes that the first thing people think about in disasters is how it affects the people they know, or maybe just know of. That's why the phone lines go down - calls to check.
Impact of Past Crises on Current Crisis Communication
Previous research based on Situational Crisis Communication Theory (SCCT) suggests that an organization's past crises history affects the reputational threat posed by a current crisis when that crisis results from intentional acts by the organization. The study reported on in this paper provides a wider test of crisis history to better assess its role in crisis communication. Results from the present investigation showed that a history of similar crises intensified the reputational threat of a current crisis even when the crisis arose from the victimization of the organization or from an accident, rather than from the organization's intentional acts.
Sample Source: Crisis Management Plans - Part II
This paper includes specific action steps to take in the event of a crisis. Schools should create detailed procedures for each type of crisis that may threaten the school environment. Each process will vary, according to the type and severity of the emergency. The paper also describes the process in which the school recovers and restores its community.
Sample Source: Crisis Management Plans - Part I
Every morning, millions of students pour into school buildings all across the country. Families depend on schools to ensure that the environment in which their children learn and play is as healthy and safe as possible. Emergencies can take many forms, including severe weather and natural disasters, medical incidents, terrorism, and other threats of violence. Although many of these incidents are rare, it is vitally important for schools to be adequately prepared in the case of an actual crisis.
Media Communication Takes on New Dimensions With RMP
It is puzzling why many companies are doing little to prepare the local press for the information that will soon become public. This may stem from the industry's long-standing mistrust of the media. The good news about the U.S. Environmental Protection Agency's (EPA) Risk Management Program (RMP) rule is that it could serve as the catalyst for improved relations between the chemical industry and the news media. The bad news is that both are going to have to learn a new set of rules. Before the RMP rule, a chemical company's communications with the local media took place on two levels - routine and crisis.
Crisis Management and Disaster Recovery: The New Reality - Response to 21st Century Threats
The unfortunate truth is that many companies have failed to recognize that physical events or nagging perceptions can be their undoing. As keepers of corporate reputation, people need to step up to one of their most important responsibilities: developing the capabilities for responding to threatening situations. In the process, if the planning is founded on ethical core values and implemented properly, it can help avert loss of public confidence. Today, up to 25 percent of every chief communicator's time requires attention to readiness planning. That planning had taken on new dimensions that will be discussed in this paper.
|
