There are times when:
Posted: Mon Jan 27, 2025 5:27 am
Relationships Matter
Yet, sales negotiation is woven into the fabric of the long-term relationships you have either built or hope to build with your customer’s stakeholder group. Except in purely transactional sales, in which the long-term relationship is unimportant, you don’t negotiate to win in a vacuum.
In sales negotiations, you cannot lose sight of the lifetime value of the relationships you’ve developed and nurtured. In other words, relationships matter and must be protected.
Far more often though, buyers are either too myopic to understand this concept. Sometimes they don’t care. This is almost always true when you are dealing with procurement.
Procurement (sometimes called purchasing or contracting) has a singular mission: to extract the best terms for their organization and squeeze the maximum discount out of you. They don’t care if you make money or if the negotiated terms and conditions handcuff you and make it difficult to serve them. When the dust clears, they won’t be dealing with you.They’ll hand you back to the account stakeholders and wash their hands of it all.
Be the Adult in the Room
But it is not the buyer’s job to think ahead to the unintended consequences of a lopsided deal and the resentment that it might cause for either party. It is your responsibility to think long-term and consider the lifetime value of the customer.
You’ll need to be the adult in the room. You must peru telegram data rationally and logically consider the best interests of both parties. You must be willing to make the right decisions and, at times, sacrifice a short-term win for a long-term relationship.
The buyer’s jugular is exposed, and you can easily go in for the kill, but you need to pull back, play the long game, and allow them to save face in the.
You need to transparently and honestly explain to the other side the negative impact on service delivery and customer experience when all of the profit is drained from the deal or the terms and conditions of the agreement are not aligned with.
You’ll need to walk away from a bad deal. Rather than risking the long-term relationship with your stakeholders (and your reputation), let your competitor crash and burn in their win-win negotiation so that you can live to fight another day.We’ve all heard the famous saying, “Hindsight is 20/20.”
In fact, we’ve heard it so many times we simply accept that it is true.
One problem. The saying is largely inaccurate.
Yet, sales negotiation is woven into the fabric of the long-term relationships you have either built or hope to build with your customer’s stakeholder group. Except in purely transactional sales, in which the long-term relationship is unimportant, you don’t negotiate to win in a vacuum.
In sales negotiations, you cannot lose sight of the lifetime value of the relationships you’ve developed and nurtured. In other words, relationships matter and must be protected.
Far more often though, buyers are either too myopic to understand this concept. Sometimes they don’t care. This is almost always true when you are dealing with procurement.
Procurement (sometimes called purchasing or contracting) has a singular mission: to extract the best terms for their organization and squeeze the maximum discount out of you. They don’t care if you make money or if the negotiated terms and conditions handcuff you and make it difficult to serve them. When the dust clears, they won’t be dealing with you.They’ll hand you back to the account stakeholders and wash their hands of it all.
Be the Adult in the Room
But it is not the buyer’s job to think ahead to the unintended consequences of a lopsided deal and the resentment that it might cause for either party. It is your responsibility to think long-term and consider the lifetime value of the customer.
You’ll need to be the adult in the room. You must peru telegram data rationally and logically consider the best interests of both parties. You must be willing to make the right decisions and, at times, sacrifice a short-term win for a long-term relationship.
The buyer’s jugular is exposed, and you can easily go in for the kill, but you need to pull back, play the long game, and allow them to save face in the.
You need to transparently and honestly explain to the other side the negative impact on service delivery and customer experience when all of the profit is drained from the deal or the terms and conditions of the agreement are not aligned with.
You’ll need to walk away from a bad deal. Rather than risking the long-term relationship with your stakeholders (and your reputation), let your competitor crash and burn in their win-win negotiation so that you can live to fight another day.We’ve all heard the famous saying, “Hindsight is 20/20.”
In fact, we’ve heard it so many times we simply accept that it is true.
One problem. The saying is largely inaccurate.