tv@bmeFür Einkäufer ist der Verhandlungspartner oft das unbekannte Wesen. Mit allen Wassern gewaschen und bestens geschult, eilt dem Verkäufer der Ruf voraus, den Einkäufern oftmals überlegen zu sein. Wer aber weiß, wie sich Verkäufer vorbereiten und Verständnis für ihre Situation entwickelt, schrumpft den Scheinriesen schnell auf Normalgröße.

Mit meinem Partner Jörg Pfützenreuter war ich im März 2018 beim BME zu Gast, um ein wenig aus dem Nähkästchen zu plaudern.

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Der Yeti

16. März 2018

Vieles im Leben wäre so einfach, wären da nicht „die Anderen“. Immerhin hilft es meist enorm, wenn wir die Anderen, ihr Verhalten und ihre Motive einschätzen und uns darauf einstellen können.

In Verhandlungen gleicht die Gegenseite oft dem Yeti, dem unbekannten Wesen. Selten bekommen Menschen die wahre Gestalt des Yeti zu Gesicht. Mit der EVEREST-Methode wird das möglich! Wie, das habe ich mit meinem Partner, Jörg Pfützenreuter, 60 Teilnehmern auf einer Abendveranstaltung des bme* in Frankfurt erzählt.

 

bme: Bundesverbandes Materialwirtschaft, Einkauf und Logistik e.V.

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There are many approaches to selling. To me, this is the best and the most satisfying: Help your business partner to achieve their goals:

„For a culture that spends so much time and money buying things, you’d think we’d be more excited when someone tries to sell us something. But we’re not. The semantics are important here. What we really mean is, „are you trying to selfishly persuade me to buy something that will benefit you more than it benefits me?“

… The magic happens when the goals are aligned, when the service component of sales kicks in, when long-term satisfaction exceeds short-term urgency. When someone acts in a way that says, „can I help you buy something?“ or, „can I help you achieve your goals?“ then we’re on our way. And of course, it’s the doing, not the saying that matters the most.“ (Seth Godin, post on Dec. 21, 2017)

Happy Holidays!

 

At what point should you mention your price? As Mark Stiving puts it, the correct answer is “it depends.”

However, if there is one guideline on this topic it is this: Communicate price only after value is understood.

In most B2C sales situations customers see the price of the product immediately. Consumers often already know the product, the brand and the quality – and decide if the price is worth it. In automobile-sales though, it is a negotiated deal. The (good) salesperson doesn’t just quote you their best price. Instead, he will try to figure out how much you are willing to pay.

This same thinking transfers to B2B pricing as well. In B2B sales we often use direct salespeople. The most important role of a direct salesperson is to communicate the value of a product to the buyer.

If we can lead with price, we don’t need a direct salesperson.

If you agree with that, your salespeople have to listen to their customers first, and then communicate value to the buyer. Only after that, they should quote prices. If you sell a product where the value is already known—think office supplies—the price can be delivered right away. In all other cases: never lead with price! Or as Mark says: „When a salesperson leads with price, either we have scared a customer away or we have a price that’s too low. If we can lead with price and don’t scare the customer, … we don’t need a direct salesperson … .

Getting to Yes

21. Dezember 2016

In January 2016, William Ury, co-author of the most successful book ever on negotiation*, held this inspiring talk at CreativeMornings New York.

„The biggest obstacle we have to getting what we want is ourselves.“

This was one of the best speeches I’ve heard this year, and for me, it is already a „classic“.

As the holidays are coming closer and closer, hopefully bringing calm and relaxation after a challenging final spurt in the last weeks of the year, maybe this is a good occasion to sit back, listen to a good storyteller and to re-think some of our (bad) habits.

* The German version is entitled „Das Harvard-Konzept“.

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