現(xiàn)代銷售學(xué)：創(chuàng)造顧客價(jià)值(第11版)Manning_11e_13.ppt

1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-1,CHAPTER,13,Negotiating Buyer Concerns,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-2,Learning Objectives,Describe the principles of formal negotiations as part of a win-win strategy Describe common types

2、 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 negotiating,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-3,Six-Step Presentation Plan,Approach (Chapter 10)

3、 Presentation (Chapter 11) Demonstration (Chapter 12) Negotiation Close Servicing the Sale,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-4,Six-Step Presentation Plan,FIGURE,13.1,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-5,Negotiation Defined,Workin

4、g 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 value,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-6,Negotiation: A Win-Win Strategy,Personal

5、 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 relationship,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-7,Strategic PlanningLeads to Actions,FI

6、GURE,13.2,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-8,Planning for Formal Negotiations,Gather information before the negotiation Decide team versus individual negotiations for both seller and buyer Understand the value of what you are offering Determine your goals and fin

7、ancial objectives,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-9,Planning for Formal Negotiations,Prepare an agenda Review adaptive selling styles Use the Negotiations Worksheet,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-10,The Negotiations Workshe

8、et,FIGURE,13.3,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-11,Conducting the Negotiation Session,Understand the problem Create alternative solutions that can add value Periodically review acknowledged points of agreement Do not make concessions too quickly Be mindful of you

9、r timing (Pareto Law) Know when to walk away,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-12,Common Types of Buyer Concerns,Customers may have concerns related to: Need for the product Product itself Source of the product Timing Price,Copyright 2010 Pearson Education, Inc. P

10、ublishing as Prentice Hall 13-13,Need for Product,Conditioned response: “I dont need the product.” Sincere need resistance a great challenge Not convinced of your products benefits Best way to overcomeprove your product is a good investment,Copyright 2010 Pearson Education, Inc. Publishing as Prenti

11、ce Hall 13-14,Concerns About the Product or Services,Product not well established Present product/system is satisfactory,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-15,Concerns Related to the Source of Product,Positive ways to overcome include: Work harder to identify how p

12、roduct 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 connected,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-16,Concerns Related to Time,Als

13、o known as “the stall” Usually customer does not perceive benefits of buying nowor sees both positive and negative in product,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-17,Concerns Related to Price,Price is one of the most common buyer concerns Skillful negotiation in this

14、 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 price,Copyright 2010 Pearson Educatio

15、n, Inc. Publishing as Prentice Hall 13-18,Specific Methods for Negotiating Buyer Concerns,Direct denial Refute prospects 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 wa

16、y” “Until they used the product and found it quite easy and reliable”,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-19,Specific Methods for Negotiating Buyer Concerns,Questions Convert problem into need-satisfaction question “What would a 10 percent reduction in employee turn

17、over save your company?” Superior benefit Acknowledge prospect has valid concern and focus on superior benefit Superior benefits should outweigh specific customer concerns,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-20,Specific Methods for Negotiating Buyer Concerns,Demonst

18、ration Discuss competitive advantages of your product Demonstrations overcome buyer skepticism effectively Trial offer Prospect tries product without purchase commitment,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-21,Ask Positive Questions,In their best-selling The New Conc

19、eptual Selling, authors Heiman, Sanchez, and Tuleja recommend using questions framed in a positive way rather than negatively.,See theWebsite,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-22,Specific Methods for Negotiating Buyer Concerns,Third-party testimony Neutral third-p

20、arty testimony adds credibility Almost never triggers client argument Postpone method Postpone answers to client concerns until later in dialogue Explain why you want to postpone,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-23,Creating Value During Formal Negotiations,Do cla

21、rify 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 cost,Copyright 2010 Pearson Education, Inc.

22、 Publishing as Prentice Hall 13-24,The Price Iceberg,Price is only the tip of the iceberg. Remind customer of value-added factors below tip,FIGURE,13.4,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-25,The “Winner in the Short Run”,The cavernous Airbus leads on seat cost per m

23、ile, but the much lower price per trip of the CRJ200 makes it a winner in the minds of some buyers.,FIGURE,13.5,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-26,Working with Buyers Trained in Formal Negotiation,Budget limitation tactic Take-it-or-leave-it tactic Lets-split-th

24、e-difference tactic “If . . . .then” tactic “Sell low now, make profits later” tactic,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-27,Sales Negotiation Training,Acclivus offers the Acclivus Sales Negotiation System for salespeople who work in the business-to-business sales a

25、rena.,See theWebsite,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-28,Sales Negotiation Training,Karrass Limited offers the Effective Sales Negotiating Seminar,See theWebsite,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 13-29,Key ConceptDiscussion Questions,Describe the princip