现代销售学创造顾客价值第11版Manning11e13课件.ppt

CHAPTER13Negotiating Buyer Concerns1Learning Objectives•Describe the principles of formal negotiations as part of a win-win strategy•Describe common types of buyer concerns•Discuss specific methods of negotiating buyer concerns•Outline methods for creating value in formal negotiations•Work with buyers who are trained in negotiating2Six-Step Presentation Plan1.Approach (Chapter 10)2.Presentation (Chapter 11)3.Demonstration (Chapter 12)4.Negotiation5.Close6.Servicing the Sale3Six-Step Presentation PlanFIGURE13.14Negotiation Defined•Working to reach an agreement that is mutually satisfactory to both buyer and seller•Negotiation is a process•Ability to negotiate problems or objections is a most effective way to create value5Negotiation: A Win-Win Strategy•Personal selling is not a “we versus they” process•If trust is strong, negotiation becomes apartnership to work through, if not, negotiation becomes combative•Seek to maintain long-term relationship6Strategic PlanningLeads to ActionsFIGURE13.27Planning for Formal Negotiations1.Gather information before the negotiation2.Decide team versus individual negotiations for both seller and buyer3.Understand the value of what you are offering4.Determine your goals and financial objectives8Planning for Formal Negotiations5.Prepare an agenda6.Review adaptive selling styles7.Use the Negotiations Worksheet9The Negotiations WorksheetFIGURE13.310Conducting the Negotiation Session1.Understand the problem2.Create alternative solutions that can add value3.Periodically review acknowledged points of agreement4.Do not make concessions too quickly5.Be mindful of your timing (Pareto Law)6.Know when to walk away11Common Types of Buyer Concerns•Customers may have concerns related to:•Need for the product•Product itself•Source of the product•Timing•Price12Need for Product•Conditioned response: “I don’t need the product.”•Sincere need resistance a great challenge•Not convinced of your product’s benefits•Best way to overcome—prove your product is a good investment13Concerns About the Product or Services•Product not well established•Present product/system is satisfactory14Concerns Related to the Source of Product•Positive ways to overcome include:•Work harder to identify how product solves problems•Point out the superior benefits of your product and your company •Work on recruiting internal champions to build more support for your message•Try to stay visible and connected15Concerns Related to Time•Also known as “the stall”•Usually customer does not perceive benefits of buying now—or sees both positive and negative in product16Concerns Related to Price•Price is one of the most common buyer concerns•Skillful negotiation in this area is required•Price objections may be nothing more than an excuse•To most buyers, value is more important than price•Position your product or service with a convincing value proposition•Customers who perceive added value are less likely to object on basis of price17Specific Methods for Negotiating Buyer Concerns•Direct denial•Refute prospect’s opinion or belief•Be firm, not offensive, think win-win• Indirect denial•Acknowledge prospects as partly right•Feel-Felt-Found•“I understand how you feel”•“Others have felt that way”•“Until they used the product and found it quite easy and reliable”18Specific Methods for Negotiating Buyer Concerns•Questions•Convert problem into need-satisfaction question •“What would a 10 percent reduction in employee turnover save your company?”•Superior benefit•Acknowledge prospect has valid concern and focus on superior benefit •Superior benefits should outweigh specific customer concerns19Specific Methods for Negotiating Buyer Concerns•Demonstration•Discuss competitive advantages of your product•Demonstrations overcome buyer skepticism effectively•Trial offer•Prospect tries product without purchase commitment20Ask Positive QuestionsIn their best-selling The New Conceptual Selling, authors Heiman, Sanchez, and Tuleja recommend using questions framed in a positive way rather than negatively.See theWebsite21Specific Methods for Negotiating Buyer Concerns•Third-party testimony•Neutral third-party testimony adds credibility •Almost never triggers client argument • Postpone method•Postpone answers to client concerns until later in dialogue •Explain why you want to postpone22Creating Value During Formal Negotiations•Do clarify price concerns with questions•Do add value with a cluster of satisfactions•Do not make price focal point•Do not apologize for the price•Do point out the relationship between price and quality•Do explain and demonstrate the difference between price and cost23The Price IcebergPrice is only the tip of the iceberg. Remind customer of value-added factors below tipFIGURE13.424The “Winner in the Short Run”The cavernous Airbus leads on seat cost per mile, but the much lower price per trip of the CRJ200 makes it a winner in the minds of some buyers.FIGURE13.525Working with Buyers Trained in Formal Negotiation•Budget limitation tactic•Take-it-or-leave-it tactic•Let’s-split-the-difference tactic•“If . . . .then” tactic•“Sell low now, make profits later” tactic26Sales Negotiation TrainingAcclivus offers the Acclivus Sales Negotiation System for salespeople who work in the business-to-business sales arena. See theWebsite27Sales Negotiation TrainingKarrass Limited offers the Effective Sales Negotiating SeminarSee theWebsite28Key ConceptDiscussion Questions •Describe the principles of formal negotiations as part of the win-win strategy•Describe common types of buyer concerns•Discuss specific methods of negotiating buyer concerns29Key ConceptDiscussion Questions •Outline methods for creating value in formal negotiations•Describe how you would work with buyers trained in formal negotiation3013-31All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.Copyright © 2010 Pearson Education, Inc.  Copyright © 2010 Pearson Education, Inc.  Publishing as Prentice HallPublishing as Prentice Hall31。