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Link: http://www.systemsnews.com/newsletter/2008/Nltr03-31-08.pdf

The Three-stage negotiation process is a quick and easy method of reaching agreement in the many different short situations you may find yourself. Typical situations where a short negotiation is used includes domestics requests and retail purchases.

The three stages are simply:

Open: Say what you want,
Bargain: Hammer out the deal, and
Close: Agree and exchange

Lets Look at the Second: Bargain

Probe. Listen to their response to your request, including any counter requests that they make. Hear any resistance that they offer. Probe for details of what they want, why they want it, and why they may not want to comply with you. If they initiated the negotiation, then you might arrive back at this point, and don't move on to trading until you :
Signal. Show that you are ready to negotiate by sending signals that you might change your request or agree to some alternative arrangement. You can then wait for a signal back for them or, if it seems appropriate, go straight to a trade.

Trade. Put together things that you want with things that they want and offer them as a possible package for the other person to agree. If it looks like you’re close to agreement, then move to closure.

Use Trades to handle objections. Offer something in exchange for them withdrawing their reasons for not agreeing with you.

Link: http://www.systemsnews.com/newsletter/2008/Nltr03-24-08.pdf

The Three-stage negotiation process is a quick and easy method of reaching agreement in the many different short situations you may find yourself. Typical situations where a short negotiation is used includes domestics requests and retail purchases.

The three stages are simply: Open: Say what you want, Bargain: Hammer out the deal, and Close: Agree and exchange
Lets Look at the First:

Open Request.
Say what you want from the other person. Keep your description clear and unambiguous. Make it clear whether you want them to do something, allow you to do something, agree with something, just listen to you, tell you something, and so on.

Explain. It is often useful to explain why you want what you asked. This both helps the other person decide exactly what to give you and also can act to persuade them.

When the request is difficult to make, it can be preferable to justify the request beforehand, showing that you have a legitimate need. Early explanation of the problem you are trying to solve is also useful if you are not very clear yourself exactly what is needed.

Offer. Tell them what you will do in exchange for them fulfilling your request. If they are doing you a favor, you can still say how grateful you will be.

Sometimes the offer is to not do something -- for example when you make a threat to do something if they do not comply with your request.

If you have a good sales article or piece of advice, and would like to share it, please email us at info@systemsnews.com

Thought for the Week
"I like a state of continual becoming, with a goal in front and not behind”
—-George Bernard Shaw (1856—1950) Irish Playwright and Critic

Have an powerful week.

Link: http://systemsnews.com/newsletter/2008/Nltr03-17-08.pdf

Have you guided the conversation through the steps of a structured selling process?

Or did you sit there, fingers crossed, hoping serendipity nets you a sale? Consistent success in sales doesn’t happen by accident.

Even today most would-be sellers remain unclear about how to move their meetings forward. Instead of sales calls, their days are filled with pleasant (and not-so-pleasant) “commercial visits” and random encounters in the business marketplace. Relationships are everything in business today.

When you adopt a structured approach to sales, you actually improve relationships because you avoid wasting time, your own and your
prospects’.

Some people resist using a planned sales approach, not wanting to sound “canned” or “manipulative.” In fact, most modern experts present a fair and balanced approach to sales.

They focus on helping seller and buyer work together to reach an honest decision based on genuine client/customer needs and wants.

You’ll find several good sales references out there, but reading a book to boost sales is like studying an aircraft owner’s manual to fly a plane. Just getting off the ground can be hazardous—to say nothing of what happens once you reach the sky.

A sound sales plan ends the chaos and uncertainty about how sales happen. It gives you greater control over your destiny.

Link: http://systemsnews.com/newsletter/2008/Nltr03-10-08.pdf

What Type of Customers Are You Facing?

Last week we looked at the second type of customer that you will have to deal with: the expert. Each has a different interest in the product and may be interested in the product at different times in the sales lifecycle. Depending on the sale, they may all be roles played by one person or may be separate people.

Now lets look at the last:

The User

Eventually, but not always, you may get to meet the person who is actually going to use the product you are selling. In large companies, users are often a long way down from big purchase decisions. Computer users, for example, seldom specify the computers they use.

When selling to a user, focus on how the product can solve their real world problems. Understand their pain, both from the application and how other products are not sufficiently helpful. Standard selling methods may then be used to move them into appreciation of benefit, features and so on.

Users are usually very busy, and the hassle of learning to use a new product is important. They are also susceptible to irritation that may build up through product limitations. And when the product fails, the warranty and support offered may also be of interest. Always be aware of the user’s fuller lifecycle of contract with the product.

Link: http://systemsnews.com/newsletter/2008/Nltr03-03-08.pdf

What Type of Customers Are You Facing?

Last week we looked at the first type of customer that you will have to deal with. Each has a different interest in the product and may be interested in the product at different times in the sales lifecycle. Depending on the sale, they may all be roles played by one person or may be separate people. Generally speaking, the bigger the sale and the bigger the company, the more likely it is that these are separate people.

Lets look at the Second:

The Expert

When people are buying something that they do not fully understand, they will often call in an expert to give an opinion. They may also use the expert as a bludgeon to beat down the quality of your product.
When faced with an expert, you have a great opportunity to demonstrate what the product can really do. They may well be drawn in by technical features that, in practice, may not be of significant use. If you can get them on your side, they can be a great asset. Watch out for the relationship between the expert and the financier. Experts can easily be precocious and annoying for financiers, and you may be able to downplay the importance of the experts negative comments.

When an expert is being critical, either have your product knowledge at your fingertips or call in your own expert. Experts often get on very well with one another and problems may get usefully lost in the tech-fest.