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Let me tell you about my pet subject: When
you're selling your product or service, money is way down the list of things
that are important to the other side.
First, we'll talk about something that you may find hard to believe but it's
something of which I've become convinced-that people want to spend more, not
less, and that the price concerns salespeople more than the people to whom they
sell. Then I'll teach you all the things that are more important to people than
money. Finally, I'll teach you some
techniques to find out how much they'll pay.
People Want To Pay More, Not Less
After almost two decades of training salespeople, I
have become convinced that price concerns salespeople more than it does the
people to whom they sell. I'll go even further than that-I think that customers
who may be asking you to cut your price are secretly wishing that they could pay
more for your product. Hear me out before you dismiss this as being imbecilic.
I was the merchandise manager at the Montgomery Ward store in Bakersfield,
California back in 1971. Although Bakersfield was not a large town, the store
ranked 13th in volume in a chain of more than 600 stores. Why did it do so well?
In my opinion, it was because head office left us alone and allowed us to sell
to the needs of the local population.
For example, we did a huge business in home
air conditioners because of the outrageously hot summers. In Bakersfield, it's
common for it to be 100 degrees at midnight. In those days an average
blue-collar home in that city cost around $30,000. The air conditioners that we
would install in these homes might cost $10,000 to $12,000. It was very hard for
me to get new salespeople started selling in that department because they had a
real resistance to selling something that cost more money than they had ever
made in a year. They simply didn't believe that anybody would spend $12,000 to
put an air conditioner in a $30,000 home. The customers were willing to pay it,
as was illustrated by our huge sales volume, but the salespeople weren't willing
to support these decisions because they thought it was outrageously expensive.
However, if I could get salespeople started to where they began to make big
money and they installed air conditioner in their own homes, suddenly they
didn't think it was so outrageous any more, and they would dismiss the price
objection as if it didn't exist.
Beginning stockbrokers have the same problem. It's very hard for them to ask a
client to invest $100,000 when they don't know where lunch money is coming from.
Once they become affluent, their sales snowball.
So I believe that price concerns salespeople
more than it concerns any customer. This is demonstrated by the experience of
one of my clients who is a designer and supplier of point-of-purchase sales aids
and displays. He tells me that if three products are on a shelf in a store-let's
say three toasters-and the features of each are described on the carton, the
customers will most frequently select the highest price item-unless a
salesperson comes along to assist them with the selection. When that happens,
the salesperson, who is probably working for minimum wage, is unable to justify
spending money on the best and manages to talk the customer down to the low-end
or middle-of-the-line toaster.
The important element here is the description on the carton. You must give
customers a reason for spending more money, but if you can do that, they want to
spend more money, not less. I think that spending money is what Americans do
best. We love to spend money. We spend six trillion dollars a year in this
country, and if we could walk into a store and find a salesclerk who knew
anything about the merchandise, we'd spend seven trillion dollars a year. And
that's when we're spending our own hard-earned after-tax dollars. What if you're
asking someone who works at a corporation to spend the company's money? There's
only one thing better than spending your own money, and that's spending someone
else's money. If that weren't enough, remember that corporate expenditures are
tax deductible, so Uncle Sam is going to pick up 40 percent of the bill.
So, I believe that we've had it all wrong for all these years. When we're trying
to sell something to somebody, she doesn't want to spend less money; she wants
to spend more. However, you do have to do two things:
1. You must give her a reason for spending more.
2. You must convince her that she could not have gotten a better deal than
the one you're offering her.
That second point is where Power Negotiating comes in because everything I teach
is designed to convince the other people that they won the negotiation and that
they couldn't have done better. Let's face it, does what you pay for something
really matter? If you're going to buy a new automobile, does it matter if you
spend $20,000 or $21,000? Not really, because you'll soon forget what you paid
for it, and the slight increase in payments is not going to affect your
lifestyle. What really matters is the feeling that you got the best possible
deal. You don't want to go to work the next morning and have everybody crowded
around to admire your new car when somebody says, "How much did you get it
for?"
You say, "I worked out a terrific deal. I got them down to $21,000."
"You paid what?" he replies. "My friend bought one of those, and
he paid only $20,000. You should have gone to Main Street Auto Mall."
That's what hurts-the feeling that you didn't get the best deal.
The objection that every salesperson hears most is the price objection.
"We'd love to do business with you, but your price is too high." Let
me tell you something about that. It has nothing to do with your price. You
could cut your prices 20 percent across the board and you'd still hear that
objection. I trained the salespeople at the largest lawn mower factory in the
world. You probably own one of their products because they manufacture most of
the low-end private label lawn mowers that discount and chain stores sell.
Nobody can undercut their production cost on lawn mowers. They have it down to
such a science that if you bought one of their mowers at Home Depot and you
tipped the kid who carries it to your car a dollar; the kid made more on the
lawn mower than the factory did. That's how slim their profit margins are.
However, when I asked them to tell me the number one complaint they hear from
the buyers at stores, guess what they told me? You got it. "Your prices are
too high."
You hear that complaint all the time because the people you're selling to study
negotiating skills too. They meet in groups at their conventions and sit around
in the bars saying things like, "Do you want to have fun with salespeople?
Just let them go through their entire presentation. Let them take all the time
they want. Then when they finally tell you how much it costs, lean back in your
chair, put your feet up on the desk and say, 'I'd love to do business with you,
but your prices are too high.' Then try not to laugh as they stammer and stutter
and don't know what to say next."
Instead of letting this kind of thing work you up into a sweat, adopt the
attitude that negotiating is a game. You learn the rules of the game, you
practice, practice, practice until you get good at it, and then you go out there
and play the game with all the gusto you can muster. Negotiating is a game that
is fun to play when you know what you're doing and have the confidence to play
it with vigor.
The next time you're trying to get somebody
to spend money remember that they really want to spend more money with you, not
less. All you have to do is give them a reason and convince them that there's no
way they could get a better deal.
Things That Are More Important Than Money
A reporter at a press conference once asked Astronaut Neil Armstrong to relate
his thoughts as Apollo 11 approached the moon. He said, "All I could think
of was that I was up there in a spaceship built by the lowest bidder." A
cute line, but he was falling prey to a popular misconception that the
government must do business with anybody who bids the lowest price. Of course,
that's not true, but it's amazing how many people believe it. I hear it all the
time at my Secrets of Power Negotiating seminars: "What can we do
when we have to deal with the government? They have to accept the lowest
bid."
I once found myself sitting next to a Pentagon procurement officer on a flight
to the East Coast, and I raised this point with him. "All the time I hear
that the government has to buy from the lowest bidder. Is that really
true?"
"Heavens no," he told me. "We'd really be in trouble if that were
true. Cost is far from the top of the list of what's important to us. We're far
more concerned with a company's experience, the experience of the workers and
the management team assigned to the product, and their ability to get the job
done on time. The rules say that we should buy from the lowest bidder who we
feel is capable of meeting our specifications. If we know that a particular
supplier is the best one for us, we simply write the specifications to favor
that supplier."
Of course, that is the key to selling to government agencies, whether it is the
city, county, state, or federal government. If you want to do business with any
level of government, you should become known as the most knowledgeable person in
your industry, so that when the agency starts to prepare bid specifications,
they welcome your advice on what they should specify. Fortunately, the trend is
away from this type of direct bidding and toward the government agency hiring a
private sector project manager to supervise the work. By inserting this middle
person, they avoid the obligation to let bids and instead let the middle person
negotiate the best deal.
So even with the federal government, price is far from the most important thing.
When you're dealing with a company that doesn't have legal requirements to put
out a request for bids, it's far from the top of the list.
Just for the fun of it, review the following
list of things that are probably more important than price to buyers.
The conviction that they are getting the best deal you're willing to
offer.
The quality of the product or service. This is an interesting one
because I frequently hear from salespeople that they sell an item that has
become a commodity, and it doesn't matter which source the buyer uses and
that the buyer wants only the lowest price. Baloney. If that were true 90
percent of companies supplying such products or services would be out of
business. If that were true, the only company that could exist in the market
place would be the one offering the lowest price, and that's a nonsensical
proposition.
The terms that you offer. Many large companies make more on the
financing of their product than they do the sale of the product. I recently
leased a top-of-the-line luxury automobile and became convinced that making
the car was only a small part of what this company did. The real money was
in financing the lease or the purchase.
The delivery schedule that you offer. Can you get it to them when
they need it and be counted upon to keep on doing that? Do you offer a
just-in-time delivery system? Are you willing to let them warehouse the
product and bill them as they use it? The
experience you have in delivering the product or service. Are you familiar
with their type of company and the way they do business? Are you comfortable
with that kind of relationship?
The guarantees that you offer and, in general, how well you stand behind
what you do. I once paid several hundred dollars to buy a product from a
Sharper Image store. After a few months, a part on it broke, and I called
their 800 number to see if they would take care of the problem. After
listening to me only long enough to understand what the problem was, the
operator said, "If you'll give me your address I'll FedEx a replacement
part to you." I said,
"Don't you need to know when and where I bought it? I'm not sure that I
can find my receipt." "I don't need to know any of that," he told
me. "I just want to be sure that you're happy with what you
bought." When a company stands behind what they do to that extent, am I
really going to worry about whether they have the lowest price or not? Of
course not.
Return privileges. Will you take it back if it doesn't sell? Will you
inventory their stock and do that automatically for them?
Building a working partnership with you and your company. The old
adversarial relationship between vendor and customers is disappearing as
astute companies realize the value of developing a mutually beneficial
partnership with their suppliers.
Credit. A line of credit with your company may be more important than
price, especially to a start-up company or in an industry where cash flow is
cyclical, and you could take up the slack during the lean months.
Your staff. When the contract calls for something to be made
(aerospace, construction) or a service to be performed (legal, audit or
accounting work, computer services) other factors may be more important than
price: The quality of the workers that you will assign to the job. The level
of management that you will assign to oversee the work. The ability and
willingness to tailor your product and packaging to their needs.
The respect that you will give them. Many times a company will move
from a large vendor to a smaller one because they want to be a substantial
part of the vendor's business to have more leverage.
Peace of mind. AT&T keeps my telephone business although they are
more expensive than Sprint and MCI and have never pretended that they
aren't. I stay with them because the service has been trouble free and
simple to use for many years, and I have more important things concerning me
than switching long distance companies to save a few pennies a call.
Reliability. Can they trust that the quality of your product and
service will stay high?
Finding Out How Much a Seller Will Take
Now let's look at some techniques to find out the seller's lowest price. When
you are buying, the negotiating range of the seller ranges from the wish price
(what they're hoping you'll pay) all the way down to the walk-away price (at
anything less that this they will not sell at all). The same is true in reverse
with the buyer. How do we uncover the seller's walk-away price? Let's say that
your neighbor is asking $15,000 for his pick-up truck.
Here are some techniques you can use to
uncover his lowest price.
Ask. That may seem incredibly naive, but if he's not a good
negotiator, he may just tell you what's on his mind. Of course, a Power
Negotiator won't fall for that, but many people will. If he's a Power
Negotiator, he will automatically turn the tables on you by saying, "I
think $15,000 is a very fair price, but if you want to make me an offer
somewhere close to that, I'll talk it over with my wife (Higher
Authority-see Chapter 7). What is the best price you would offer me?"
Of course, the way that you ask for his lowest price makes a big difference.
Try these
approaches:
"I'm really interested only in a pick up truck for occasional use, not one
as fine as yours. I'm looking at one that the owner's asking only $5,000 for.
However, I thought I'd be fair to you and ask you what the least you'd take
would be."
Or the Reluctant Buyer approach after spending a lot of time looking it over and
asking questions you say, "I really appreciate all the time you've taken
with me on this, but unfortunately its not what I was looking for. But I wish
you the best of luck with it." Then, when you're halfway into your car to
leave you say, "Look, I really want to be fair to you because you spent so
much time with me, so just to be fair to you, what is the very lowest price you
would let it go for?"
Drop out of contention but tell him you have a friend who might be
interested. You might say, "Thanks for showing it to me but it's
really not what I'm looking for. However, I do have a friend who's looking
for something like this, but he doesn't have much money. What's the very
least you'd take?"
Nibble for a finder's fee. "If my friend did buy it from you,
would you give me a $500 finder's fee?"
Offer something in return to see if it will cause them to lower the
price. "Would you take less if I let you borrow it once in a
while?"
Have other people make super-low offers to lower the expectation of the
seller. This is unethical of course, but I'll tell you about it so that
you will recognize it when it's used against you. If the seller has high
hopes of getting $15,000 for his truck, your offer of $10,000 may sound like
an insult. However if he's had only two offers so far, one for $7,000 and
the other for $8,000, when you come along and offer him $10,000, he may jump
at it.
Make a low offer subject to the approval of a higher authority.
"My buddy and I are going in on this so I'll have to run this by him,
but would you take $10,000?"
Now let's look at some techniques that a
seller could use to find out how much a buyer is willing to pay. Let's say that
you sell switches to computer manufacturers.
Here are some techniques you could use:
Raise their top offer by hypothesizing what your higher authority might
be willing to do. Perhaps they buy similar switches now for $1.50 and
you're asking $2.00. You might say, "We both agree we have a better
quality product. If I could get my boss down to $1.75, would that work for
you?" Protected by Higher Authority, it doesn't mean that you have to
sell them to him for $1.75. However, if he acknowledges that $1.75 might be
workable, you have raised his negotiating range to $1.75 so that you're only
25¢ apart instead of 50¢.
Determine their quality standards by offering a stripped down version.
"We may be able to get down below $1.50 if you don't care about
copper contacts. Would that work for you?" In this way you probably get
them to acknowledge that price isn't their only concern. They do care about
quality.
Establish the most they can afford by offering a higher quality version.
"We can add an exciting new feature to the switch, but it would put the
cost in the $2.50 range." If the buyer shows some interest in the
feature, you know that they could pay more. If he or she says, "I don't
care if it's diamond plated. We can't go over $1.75," you know that
fitting the product to a price bracket is a critical issue.
Remove yourself as a possible vendor. This disarms the buyer and may
cause him to reveal some information that he wouldn't if they thought you
were still in the game. You say, "Joe, we love doing business with you,
but this item is just not for us. Let's get together on something else
later." Having disarmed Joe in this way, a little later, you can say,
"I'm sorry we couldn't work with on the switches, but just between you
and me what do you realistically think you can buy them for?" He may
well say, "I realize that $1.50 is a lowball figure, but I think I'll
get somebody to come down to around $1.80."
As you can see from all we've talked about
here, there's a lot to be said about the subject of price. Power Negotiators
know not to exacerbate the price problem by assuming that price is uppermost in
the other person's mind. Also it is ludicrous to say that what you sell is a
commodity, and you have to sell for less than your competitor's price for you to
get the sale.
This article is excerpted in part from Roger
Dawson's new book, Secrets of Power Negotiating, published by Career
Press and on sale in bookstores everywhere for $24.99
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