Selling eloquence

Chapter 26 Quotation negotiation, making customers willing to pay (2)
B. Study the content of the other party's quotation. ①Analyze the characteristics of the other party’s quotation: First, find out the weak points of the other party, and then analyze the situation and characteristics of previous revisions and changes in price. ②Analyze the attitude of the other party: mainly analyze the attitude and performance of the other party for this transaction; the attitude, performance and price reduction of the transaction in the past. ③Analysis of price reduction factors: It is necessary to analyze in detail the factors that are conducive to the price reduction of the other party.

C. Study the offer intention of the other party.There are generally four intentions of the other party's quotation: ①The other party is very important and must be obtained. ② The opponent is relatively minor and can make concessions. ③The other party wants to get it, but there is room for maneuver. ④ A bargaining chip to induce one's own side to make concessions.In this way, one side will face three choices: acceptable; must be rejected; can continue to negotiate.

To this end, the seller can take some specific steps to ensure the implementation of his overall intention in the counter-offer process.For example, you can do the following preparations first:
First, make two tables.One sheet contains the issues and transaction conditions that the party cannot make concessions in principle in accordance with the terms of the contract, and the other sheet contains the specific items that the party can consider making concessions or giving preferential treatment. It is best to attach numbers to form a step-by-step concession and range.

Second, make a list of questions so that you can grasp the order of the questions asked.There are certain rules about when to discuss what issues. For example, in import negotiations, one party usually throws out the price clause and counter-offers to the other party after the other main contract terms have been drafted with the other party one by one.

Third, put forward various negotiation options.A negotiation often requires many rounds, and adjustments should be made at any time according to the needs, and a new negotiation agenda should be put forward. At the end of each round of negotiations, for those difficult to resolve issues that the two sides are at odds with, reiterate one's position or propose a contingency solution Program.

(2) The principle of roundaboutness.As far as the structure of the detection stage is concerned, there are generally many aspects such as opening speeches, strategy assessments, and position clarifications.The negotiator's opening speech design in the probing phase can be: not only straight to the point, but also calmly clarifying his position.For example:
The seller's quotation: "Everyone knows that our flour has been selling well in the international market. Therefore, a more reasonable price is 450 US dollars per ton, and the delivery time can be faster."

The buyer then clarifies the other party's point of view: "You just talked about $450 per ton. I think you are the highest price?" Instead of asking challenging and unpleasant questions, such as: "Is this the highest price for you? , let’s have a good time and quote a reasonable price.” Otherwise, it will definitely arouse the other party’s resentment, or even anger, which will lead to the other party’s retort and the failure of the negotiation.

When the other party clarifies, the buyer's speech design to explain his position can be: "To be honest, if your price is too much beyond what we can pay, we can also consider quotations from other countries. Frankly speaking, we compare The price of interest is per ton x dollars."

Another example: the design of strategic valuation can seek unity in diversity and create greater opportunities for cooperation.Still taking the flour transaction as an example, the seller wants the buyer to pay in cash, while the buyer wants to exchange the goods with rubber.To this end, both parties can design a wide range of programs:

"How about linking price to sales?" "It's better to link price to delivery date." "Do you need to provide incentives and punishments to ensure timely delivery?" Is it better to pay in cash and replace 60% of the flour with rubber?" "Let's analyze which idea is better now, okay?" "Of course, how about linking the selling price with the delivery date?" "This It is a possibility, but do you think it is more in line with business practice to link the selling price with the sales volume?" "This is also a good strategy, but I think the best way is to link the price with the delivery date, sales Amount, payment method, etc. combined?"

No one attacked anyone in the above-mentioned strategic designs, which promoted the smooth development of the detection stage in a friendly and harmonious way.

(3) The principle of appropriateness.Appropriateness means that the concessions should not be made too quickly or too much at once, because people always cherish things that are hard to get, and always cherish the results of hard work.In negotiations, if the concessions are made too quickly and too much at once, it will make people feel that one's own position is weak, which will instead enhance the other party's self-confidence and enable the other party to take the initiative in the negotiation.However, the concession must have sufficient speed and quantity, so that the other party can get some benefits, see the prospect of the final transaction, and lay the foundation for entering into favorable contract terms on other important transaction conditions.

(4) Critical principle.In bargaining, other tactics can also be implemented at the same time. For example, the buyer can adopt a nitpicking method, carefully and repeatedly pick and choose, ask many questions and requirements, and seize the weak links in the other party's products or plans to make a big fuss.The advantage of doing this is to gain more room for bargaining in order to minimize the price; it can also make the other party understand that he is a shrewd expert and have the idea of ​​retreating; at the same time, even if the negotiation is not good for the other party, The other party can also take many of the problems that one's own side has picked up to go back and deal with responsibilities.

(5) The principle of timing.On issues considered important by one's own side, one should try to get the other party to make concessions first; on relatively minor issues, according to the actual situation, one's own side can consider making smaller concessions in advance to give the other party greater satisfaction in exchange for Concessions made by the other party on issues that one considers important.

6. Counter-offer skills

The skill of counter-offering is not in the price, but in the psychological balance of the customer.

In price negotiations, one party has already made an offer, such as "this is the last bid" or "this is the highest price", which sounds like there is no room for maneuver.In this case, the other party will definitely not easily believe the other party's words, but will test the other party's determination first. After testing, the other party's determination has been made, and when there is no room for compromise, he will make a decision: either decide to sign, or decide to sign. Don't do this business.If after testing, you think that the other party is just bluffing, it is necessary to counter-offer. The skills of counter-offering are generally reflected in the following two aspects:

(1) Operations before counter-offering.After one party makes a quotation, the other party immediately responds appropriately to the other party's quotation. Under normal circumstances, after one party makes a quotation, the other party may not unconditionally accept the price quoted by the former.In the sales process, the price is what people care about most, and people often have the following psychology:

A. Want to buy cheaper products.

B. In order to surpass competitors and develop ourselves well, we need to purchase products at a lower price.

C. In order to show your negotiating ability, you must beat your opponent in the bargain.

D. I want to show my talents in front of the people around me.

E. Fear of losing money.

F. Treat the other party's concession as a sign of improving one's own status.

G. According to experience, only bargaining can make the other party make concessions.

H. Do not understand the value of the product, do not know how much it is worth.

I. I want to find out the real price of the product.

J. wants to buy a cheaper product from a third party, so he tries to cut the price and put pressure on the other party.

K. In addition to the price, the other party has other important opinions, and the price issue is just a cover.

L. The other party wants to use bargaining to achieve other purposes.

Counter-offering is to make a second quotation based on the price offered by the other party. In order to make the bargaining develop in a direction that is beneficial to oneself, after receiving the quotation, the salesperson should carefully read all the contents and judge the other party through the content. Intentions, analyze which one is crucial and which ones are secondary.

When making a counter-offer, the salesperson should first ask the other party for the basis of the quotation and how much room for flexibility there is under the main conditions. intention.During the inquiry, one's intention cannot be disclosed. If the other party asks a similar question, one should answer as little as possible, and have a good grasp of what should be said and what should not be said.

(2) Concessions in bargaining.Compromise is a common thing for salespeople in price negotiations with customers, but it is difficult to make appropriate concessions and grasp the overall situation, because both parties are evenly matched negotiating opponents with rich negotiating experience.In general, there are several ways to deal with the concession problem in bargaining:
A. Don't make gratuitous concessions.In negotiations, each concession is exchanged for corresponding concessions by the other party in other areas.

B. The concession should be just right.When needed, make small concessions in exchange for the satisfaction of the other party.

C. Concessions can be made first on secondary issues according to specific circumstances, so as to induce the other party to make concessions on important issues.

D. Don't promise equal concessions.In the negotiation, after one party makes a concession on the price of a certain item, it also requires the other party to make the same concession. At this time, the other party should find an appropriate reason to politely refuse.

E. May withdraw his concession.If you have made a concession on the price, but feel that you have not considered it well and want to take it back, you should make a decisive decision so as not to miss the opportunity, and you can completely withdraw your concession during the counter-offer stage.

F. The range of a concession should not be too large, and the pace should not be too fast.If the concession is large and fast, the other party will feel that your concession is an easy matter, thereby enhancing the other party's self-confidence and enabling the other party to take the initiative in future negotiations.

7. Use rhetorical questions to respond to customer bargaining

Targeted questions by salespeople can often obtain important information for evaluating customers, help plan the next sales visit, and help design a convincing sales plan.

— Raymond A. Schlesinski

In price negotiation, the salesperson wants to sell to the customer at the highest price, and the customer wants to buy the desired product at the lowest price.In this way, the two sides sometimes have a deadlock on the price. When the negotiation reaches a certain level, the seller can ask for the price first, but the buyer does not immediately bid, but asks the seller a series of questions. The buyer looks for possible occurrences in the seller's answer opportunity, be prepared for a bargain.This is the so-called reverse questioning technique.

Under normal circumstances, most of the questions raised by customers are related to bargaining, which can be summed up in the following categories:
A. "What if we supply some raw materials, tools or other machinery that you urgently need?"

B. "What if we increase the order quantity or decrease the order quantity?"

(End of this chapter)