Customers act of contradictory
Customers are unpredictable. They get upset when, after refueling a few miles away, the fuel is two cents cheaper.
On the other hand, they spend a lot of money because they really want something that does not fit their needs. But reason number 1, why both private and business customers like to trade, is the fun of negotiating - the will to succeed.
Many buyers are trained to make the seller aware that his offer is interchangeable and the only relevant is the price.
They have the task of pushing the price. They are paid for this. Also, the products to be procured with the previously defined minimum quality must fit into a budget specification.
Who asks wins
It is quite normal that buyers ask for a discount to get better prices. They also know exactly who is asking. The estate does not come by itself.
On the other hand, the seller should know that corporate buyers are often unaware of what they are shopping for. But everyone can talk about a prize.
The body as a traitor
If the seller is not at his price, then feel the opposite (on the phone, by the way). As with children who have "eaten" something, they usually reveal their body language, their voice and their eye contact.
They automatically pull the suspicion on themselves. That's why it's so important for sellers to sell themselves the price first. Only then can this be enforced even with the customer sovereign.
Sellers should practice intensively how to respond appreciatively to estate claims. Just to buckle at the first demand signals that more is possible. It is better to think beforehand whether they can offer the shopper a "bonbon" if a direct discount is not immediately possible.
In general, claims for a price reduction should be repelled at least twice at eye level. Thus many orders can be made without any discounts. If they are necessary, the customer has at least a success story.
Buyers are happy to work with the so-called salami tactic: they are always opening new barrels in order to "take off" the seller ever further. Sellers should not fall for it. By ensuring commitment from the beginning, they can counteract this tactic. Often the question is: "Is there anything else besides the price that prevents you from buying?" If there is no clearly clear answer, there is usually something else as well. But then a "what is it?" Should follow to clarify the situation.
If the answer to the first question is a clear NO, it often brings clarity with a reformulation: "That means we will only do the contract today if we agree on the price. Is that so?". It would be wrong to react immediately with a discount offer.
It is better to ask for the asking price of the customer. If the price claim is overdrawn, the seller can still just as friendly as clearly reject: "I'm sorry, I really can not do that. But let's see how else we can get into business. What do you expect from working with our product? "
Practice how to better enforce your prices. Your prices will ultimately be the cost in your Company covered. The better you can enforce your prices, the more profitable the order for your business.
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