50 NEGOTIATION QUESTIONS

Stealth / Information Gathering

1. How did you hear about us? + follow up questins. ( get situation, timetables, deadlines, what is your timeframe, motives, budget, intentions )

//:  I was aggressively looking for this and have been comparing offers.

2. How is everything going? Have you been busy? Many projects? When is the peak season for your business in this area?

//: Not to reveal info that will reveal your weakness, excellent, very busy, trying to keep up with the demand

3. What is your time  frame for wrapping up this negotiations / sales?

//: I have several options, ; no rush, unless we have a very good deal.

Right Person

4. Whom do I speak with about cancelling our service?

5. Do you have full authority to negotiate and finalize the deal?

//: no, I consult with …

6. May I please speak to your supervisor?

//: – yes, please wait.

Opening Moves

7. Can you shoot me an email with your concerns / issues, so I can prepare?

//: yes ( but make it rough )

8. I will send out a proposed agenda ok?

Agenda order:  -> stroke their ego -> common goals & assumptions -> areas of your strengths -> deadlines -> your questions -> difficult stuff;  no info to decrease chances, not too many difficult issues,
//:  It is ok, I have already started one, let me send you asap.

9. Would you like to get together and meet in person ?

( take time to learn what they like, what makes them tick, bonding,

//: is this important ? where, 1-2 hours or more, if no ok?

Please send me a list of the points that you would like to accomplish and also send me the report of the lowest pricing you have provided for your services and customer list.  After I revise this I may meet with you at my office, I assume if we met you would bring free samples with you? ;

I am very busy, but if you could put me up at this hotel there… ( request something, hotel or lunch or breakfast ( if they agree you have more power ))

10.  Can we agree to put the past behind us and talk only about the future?

( if the answer is no, then it is very difficult to reach the agreement )

~ can we stay here until we reach the agreement ?

11. Are you a team player ?

( when asked for a pay raise by your employer )

://  yes  , but I assume you don’t want to have an unhappy player in your team.

ANCHORS

12.  Can you do this for XX $ ?

//:  no, my fee is yy $;  we are nowhere near to talk about money, plz send more details to determine the price. ;  you want to pay 1 $ I want to earn 1 million, I am sure we can find something in between.

13.  What is the most you have ever paid for this product?

What is the most you have ever sold this product for?

//: well, we have never had before. ; it was different, what happened before the crisis has no relevance; we don’t discuss proprietary information.

14. Can you give me a bull pack price for this?

( give reason why: no reason to waste time for the detailed price yet )

15. Are you aware of the industry standards here?

( to indirectly show your knowledge )

//: I am in general, but here the situation is different, let me explain why:   ;

yes, … and I like it.

POWER TOOLS

16. Are you prepared to lose us as a customer today ?

( if you are a good customer already )

//: we are very happy that you are our customer. We can rearrange the service to fit your budget. Plz give us any quote from competition and we will try to readjust to it.

17. Do you realize we are the soul source of this service ?

//: you are not;  can you give it to me in writing ? , I don’t really need your service, I can use similar approach by other provider

18. What alternative do you have ? (my reversed: Think about it, do you know how many alternatives I have )

//: I have A, B C

19. Can I recommend someone else?

//: I would love to work with you but will appreciate any recommendation you can make.

20. How much business do you think we can have in future if we can wrap up this negotiations successfully?

21. Are you aware that some facts suggest we cannot afford that. You know, our budget is limited.

22. Do you realize that your competitor is offering a lower price? ( make sure there are at least 3 of them )   –  but….. –  so you won’t beat the price ?

//: Try to differentiate our products to other. ( react skeptical ) ask for quot e so you can compare, ask skeptical questions to make them anxious about competition;

I am happy to beat the price if you can show me a detailed quotation.

BIGGER PART OF A PIE

23. Instead of fighting, how to divide this relatively small piece of pie, will you agree to find ways to make it a pbigger pie to share if we agree to work together ?

//: sure what do you have in mind ?

24. How about we try it for a while, what do we have to lose ?

( create a proposal that can be easily undone )

//: ok, lets define the trial details

25. What if we increased the length of the deal or size of the order?  – no ? you say you are not sure of your future business?

PRICE

26. How much flexibility do you have in the price?

//: it depends on our purchase. Cash ? longer time ? conditional flexibility

27. Are you interested in high quality or price?

//:  I am interested & I deserve  both. I wouldn’t be talking to you if the quality was bad, but price defines the market.

28. Do you want to be rich or famous ?

Do you want to stick to the price or assure quick and smooth transaction(s) to be done

//:  can you run through both scenarios ?

29. How much do you estimate that will come out to?

( compensate on growth not profit) flat rate per year. If no way to know for sure , that would depend on quality of your work and performance.

30. Will you give us a best price guarantee ? Can you give me best price for the next 20 day s in writing?   Is it the best price? If you lower prices for someone else, you will lower it for me too, correct ?  can  you just send me an email guaranteeing that this is the lowest price it is sold for. 120% of a difference if / when we find a lower price withing the niext six months or a sell buy at a lower price in six months?

//: absolutely,; sorry we cannot, because of confidentiality policy. You wouldn’t want me to send your price to someone else

31. What if I were to pay cash ? What is the asking priceon this ?

//: yes, I can accept cash.  I quoted this cash, if card then 3% more

33. Why don’t we just split the difference?

34. Are you willing to agree to stay in this room until we reach the agreement?

( knowledge: does he really want to  reach the agreement ? ) if yes then good for you, offer minor concession so he has justification to give back something.  If no-> then either not eager to show he cares, or there is no chance to make the deal and then thank you bye bye. ; Where we can meet again ?

//: I can talk a little bit more but I have other parties interested as well. ; if you promise flexibility;  why do you think it may help.

35. Should I close my file?

//: we thought your proposal was not ood enough and almost closed the deal with another vendor, if you would still like to be considered please send your revised offer.

36. Does Mr X still work here? ( if someone is non responsive write / call the boss and ask this )

//: ( if sb bluffs ) thank you for your note, we looked into things and determined we will not be able to meet your needs, please contact mr bulshit.

( if true ) thank you for your note, we were very busy and our staff had to prioritize and sorry to say but your offer seemed not in our price range. If you have any flexibility please let me know.;

I am sorry , I will be in charge of this, when can I call you.

37. Are you willing to get creative here to find something that works for both of us? Why don’t you brainstorm with your team and give me a better offer.   How about ..?

38.Would you like to go off the record here?

//: my lawyer told me there is no such thing as off the record

I am sorry but our confidential policy does not allow me for that.

39. Can you recommend someone else?

//: yeah, there is this cheap dirty guy who can do it cheaper for you.

No, I am sorry.

40. What can you give me that I can take back to my boss?

CLOSURE

41. If ok with you I will call my lawyer to send you the contract .

//: I can send it to you and we can split the cost.  ; ok

42. Can we set up the time to finalize on the last day of this month ?

//: sure, anything between 7 am to 5 pm ?

43. Does my proposal work for you?

//: no, I am sorry but I have not finished checking all our options. Will get back to you soon. ;

Here are my thoughts: the price is too high,  this and that…

MINDGAMES

44. How much time, effort, expenses, emotions and planning did we invest here .

//: yes and we did it to make sure we can give you the best proposal possible.

45. What can we do if we cannot come to an agreement ? ( do you have options ?)

//: there are several other places.

INSTANT INFLUENCE

The six steps (questions) of the system: 1. Ask, “Why would you change?” 2. Ask, “On a scale from 1 to 10, how ready are you to change?” 3. Ask “Why didn’t you choose a LOWER number?” 4. Ask, “When you picture the change already having occurred, what do you see?” 5. Ask, “Why is that important to you?” 6. Ask, “What is the next step, if any?”

NEGOTIATION TACTICS

Negotiation Decoy

adding more points to have more to trade of for concession

There are several methods of handling this deceitful tactic. Your being thorough may be enough. So remember to get them to explain their motivation behind each interest by asking how each interest helps them. Then work together in ranking their interests. If you still feel dubious, trust your hunches and inquire further. Research more widely and if necessary, withdraw and regroup.

Extreme Offers

when in china do as chinese do

The Negotiaton Nibble

at the end of negotiations when buying car- oh, and it includes the full tank of petrol right?

Cherry Picking

if clients shops around and comes to you comparing prices , you should ask him what he has and from whom before offer better deal

Negotiation Flinch

sudden gasp, so expensive? 250,000 ?

Good Cop – Bad Cop

Mandated Authority

when they say that this is a policy of the company, or saying this is no negotiable

Competition

they say it is cheaper than competition.
First establish exactly how comparable your competitors’ offering really is. Quality, volume, service, delivery, time-scales and payment terms need to match to make for a meaningful price comparison.

Negotiation Deadlines

“What will happen if we don’t meet your deadline?” Perhaps through working together you can open their eyes to options that ease the pressure from the seemingly unmovable deadline.

Negotiation Limits

“If I sell at X, then you will need to forgo your after sales support and reduce warranty to 1 year.” We advocate using advanced ‘sleight of mouth‘ techniques to refocus the conversation onto creating value, rather than the idea of a fixed pie. Experience has taught us that when the risk of losing a valuable product or service is fully understood, then the limiting restrictions are brought into proper perspective. “Yes we do need to work to your budget. Let’s also remember that we are talking about saving your company 2000 hours per year here, worth which is worth X2 discounted over 10 years. So the real cost isn’t X, it’s the risk of not saving X2.

Take it or Leave it

“If we were to agree to your demand, then would you be prepared to sign the contract here and now?” If you don’t ask this question, you run the risk making a concession only to face another demand. Often you will flush out more of their interests through asking this question.

Similar is “You are going to have to do better than that!” Again, we recommend your asking “How much better, and if we do, will you be willing to sign here and now?” You are not committing yourself, but merely exposing their intentions. Another response is to use the trading principle: “If we reduce your price, then we need you to increase your order.”

Power of Print and Policies

“If we agree to pay in 30 days, then it’s only fair that you let us have our standard 5% discount”. “Let’s be fair and share the costs on this.” “If I take this deal back to my boss, he will chew my ear off! Can you please help me out just a little?”

Remind the other party that you earned your trusted position through trading in negotiations. So if you make this concession for them, you will need a concession in return. If there are interests of yours that are not fully met, now is the time to bring them up. “If I give you a discount of 5%, then I need you to add product group Y to this order.”
So what interests would your boss want met, can you rank them?”

Negotiation Association

or name dropping, They may mention having done business with a VIP or esteemed company. Alternatively they may display picture in their office of themselves shaking hands with great leaders like Nelson Mandela.

The Wince: The wince can be explained as any overt negative reaction to someone’s offer.

Silence: In the negotiation process, silence can be your strongest tool. If you don’t like what your counterpart has said, or if you’ve made an offer and you’re waiting for a response, just sit back and wait. Most people feel uncomfortable when conversation ceases, and they start talking automatically to fill the void. Almost without fail, your counterpart will start whittling away his or her position when you use this tactic.

The Red Herring: At the bargaining table, a red herring means one side brings up a minor point to distract the other side from the main issue. Effective and ethical negotiators generally agree that this tactic is the sleaziest of them all.

The Trial Balloon: Trial balloons are questions designed to assess your negotiating counterpart’s position without giving any clues about your plans. For example, you may ask your counterpart, “Would you consider trying our services on a temporary basis?” or “Have you considered our other service plans?” Essentially, these types of questions put the ball in your counterpart’s court, and the nice part about them is they aren’t really offers. They allow you to gain information without making a commitment.

When you’re on the receiving end of a trial balloon question, you may feel compelled to answer it thoroughly. To maintain your edge, resist this temptation and counter with another question. For example, if someone asks, “Would you consider financing the house yourself?” respond, “Well, if I did, what would your offer be?”

Low-Balling: Low-balling is the opposite of the trial balloon. Instead of tempting you to make the first offer, your counterpart will open the process with a fantastic offer. Then after you agree, they start hitting you with additional necessities.

For example, say you see an ad for a product priced lower than other stores. But then after you agree to buy, the sales representative uncovers the hidden costs, such as shipping or installation. In the end you probably pay more than you would have at another store listing a higher price on the product. To avoid falling victim to this tactic, ask your counterpart about additional costs before agreeing to any deal.

The Bait-and-Switch: Similar to low-balling, the bait-and-switch tactic should be avoided. Your counterpart may try to attract your interests with one great offer, but then hook you with another mediocre one. This tactic will almost always burn you, unless you can recognize it. If your counterpart were really able to offer a genuinely good deal, they wouldn’t have to resort to bait-and-switch.

Tactic #9: Outrageous Behavior: Outrageous behavior can be categorized as any form of socially unacceptable conduct intended to force the other side to make a move, such as throwing a fit of anger or bursting into tears. As most people feel uncomfortable in these situations, they may reduce their negotiating terms just to avoid them.

However, the most effective response to outrageous behavior is none at all. Just wait for the fit to die down before reacting, because emotional negotiations can result in disaster.

The Written Word: When terms of a deal are written out, they often seem non-negotiable. For example, when was the last time you negotiated a lease, or a loan, or even a service contract that was typed up in advance in an official-looking document? You probably assumed these deals were non-negotiable, and for some reason most people make the same mistake of accepting terms that appear in writing.

The best defense against this tactic is simply to question everything, whether it appears in writing or not. You’ll inevitably run into some standard, non-negotiable documents, but it never hurts to ask questions. You may be surprised how many contracts actually are negotiable when challenged.

The Low Key Approach:

Don’t appear too enthusiastic during negotiations. Over-enthusiasm can encourage skilled negotiators to review their strategy and demand more.

If you are in a negotiation and the other side is not responding to your proposal, recognise this could be a tactic and avoid giving concessions just to cheer them up. Salespeople like to be liked and will often give money away in a negotiation, if the other side appears unhappy.

For example, if you are buying a car avoid saying to the seller things like:

“This is exactly what I’m looking for. I really like the alloy wheels”.

Develop a low-key approach. Say things like:

“Well, it may not be exactly what I’m looking for but I might be interested if the price is right”.

The Vice:

A common technique used by negotiators when presented with a proposal is to say:

“You’ll have to do better than that.”

The most powerful way of dealing with this is to ask them to be more specific. Whatever you do, don’t weaken your negotiating position in response to the vice by giving anything away, too easily. This will only encourage repeat behaviour.

Nibbling:

Negotiations can be a tiring process. As the point draws near when an agreement is likely, both sides exhibit a psychological need to reach agreement and get on with something else.

The Monkey On The Back:

Some negotiators have the irritating habit of handing their problems to you so that they become your problems. This is the “monkey on their back” that they want you to carry around for them.

A classic example is the person who says, “I have only got £10,000 in my budget”.

This is often used tactically to force a price reduction. Here is what you can do.

When one side says “I have only £10,000 in budget”, look concerned and say something like:

“That is a problem. As you are no doubt aware, the cost of our systems can be anything up to £20,000 and I really want to help you choose the best system that meets your needs. Does that mean that if one of our systems has everything you are looking for, but costs £20,000, you would rather I didn’t show it to you?”

Pre-Conditioning:

This can begin before you even get together, or start your negotiations with the other party. Let us take a sales example:

You telephone for the appointment and the other side says, aggressively:

“Don’t bother coming if you are going to tell me about price increases. You’ll be wasting your time and I will be forced to speak to your competitors”.

When you do arrive you are kept waiting in reception for half an hour, without being told why. As you walk through the door into the other person’s office they indicate for you to sit down, but they don’t look up. Instead, they sit leafing through your competitor’s brochure, in silence, ignoring your efforts to make conversation.

You are given an uncomfortable low chair to sit in that happens to be directly in line with the sun shining into the office. At this stage, how confident do you feel?

Anchoring:

Human beings rely heavily or “anchor” on any piece of information when trying to make a decision under uncertainty. There have been a number of experiments proving that people will anchor on completely irrelevant information. In one experiment, people were asked to write down the last two digits of their social security number. At the same time they were asked what they would pay for a bottle of wine and some chocolate. The people with the higher social security numbers said they would pay significantly higher for the wine and chocolate than the people who had written down their lower social security numbers.

In another experiment, people were asked in the first question, “True or false, management bonuses are 65% greater than worker bonuses?” In the second question they were asked, “What is the difference in percentage between management and worker bonuses?” Even the people who answered false to the first question gave estimates close to the 65%. They used the 65% number and adjusted downward even though the 65% may or may not have been relative. People grab an anchor, no matter whether it is relevant or not and adjust from that anchor.

Research has now shown that the person making the first offer in a negotiation gains a big advantage if it is also an aggressive offer. That offer will be the “anchor” from which all subsequent offers are adjusted.

Hot Potato:

This is the tactic of someone taking their problem and making it yours. For example:

You are selling your property for $1,100,000 and the other side says, “I can only qualify for a $1,000,000 property.” The fact that they can only qualify for a $1,000,000 property is their problem and not yours.

One way to counter that tactic is to return the “hot potato” and force them to make a choice or give them one of your “hot potatos”. Your response could be, “If we can find a bank willing to qualify you for a $1,100,000 property, do we have a deal?” or “I have to sell the property for $1,100,000 or I won’t have the money to pay for my child’s college education.”

If they genuinely only qualify for a $1,000,000 property then that is the truth and not a tactic. If it is the truth then you have a problem to solve instead of a tactic to thwart.

Splitting the Difference:

Most humans are hard-wired to want to achieve a sense of fairness. That is why splitting the difference is so appealing in finalizing negotiations. What could be more fair? However, good negotiators will use this trait along with “anchoring” to split the difference when the split is based on two numbers that aren’t in themselves “fair”.

The Withdrawn Offer:

This tactic involves a bluff by taking away agreements that have already been made. For example you threaten to pull a counter offer by saying, “I’m sorry, but I had a mistake in my spreadsheet when I ran the numbers and gave you this counter. It’s too low and I’ll have to withdraw the offer.”

This often results in a response such as, “You can’t renege on your counter offer. It’s too late! We are accepting your offer.” You then reluctantly agree to the counter. This results in the party feeling that they have secured a good deal.

A good counter to this tactic is to walk away and test the validity of the bluff.

The Other Buyer:

People want things that other people want. It is just our competitive nature. You are mulling over making an offer on a commercial property. You get a call from the broker who says, “I just showed the property to another buyer. Looks like he is serious. If you want to buy this place, you need to put in an offer today before he does.” It is human nature that your anxiety goes up and that you want to prevent this person from taking “something of yours” even though a few minutes ago you weren’t even sure you were even going to make an offer.

Big Favor, Little Favor:

This tactic relies on the good nature of most people and the psychological trick of compare and contrast. The way this tactic works is that initially someone asks you for an outrageous favor or concession, knowing that you will decline their request. They then immediately follow up their big favor with a smaller favor. The smaller (and usually intended favor) now seems more realistic to you. They are hoping that in contrast to the larger favor, the smaller one will be no big deal. Counter this tactic by simply declining again the smaller favor or concession.

Your knowledge of these negotiation tactics and tricks can be used for either good or evil! I am a firm believer in being well armed and prepared.

… or ring the speaking clock

It doesn’t actually matter what phone call you make, you could ring your empty house or the speaking clock! Just have a “conversation” with this “person” and have them say “No, it’s too much” or “I’ve seen another car” and/or “Only sign up if they do that deal at £x”.

25 WAYS TO WIN PEOPLE
1. 1. Increase ur value
2. Practice 30 sec rule – encourage not always complement-

ex. One day  u will be / achieve / get / buy / do it
3. Let ppl know u need them. Ego boost when ppl know they know more.
Ask for little help.
4. Create a memory. A momentum.  Win sth together, do sth together,
5. Compliment ppl in front of other ppl.
6. Give others reputation to uphold. Have a high opinion of people.
7. Say the right words at the right time. Change someones day or even
entire life by sayng the right word at the right time.
8. Encourage the dreams of others.  – ask to share about dream –
affirm both dream and person- ask bout challenges to achieve the dream
9. Pass the credit on to others verbally or in writing.
10. Offer ur very best. Exceed others expectations.
11. Share a secret with others.
12. Mine the gold of good intentions. Appreciate intentions
13. Keep ur eyes off the mirror.
14. Do for others what they can’t for themselves. Introduce ppl to
other ppl. Offeripportunities they cant have on their own. Share ideas.
15. Listen with heart. Listen to understand not to reply. Listen  agressively.
16. Find the keys to their hearts. Talk about what is important to them.-
what do u dream/cry/sing/about what r values/strenghts/temperament.
17. Be the first to help. Discover ppl’s needs.
18. Add value to ppl. U must know what ppl value.
19. Rember a person’s story. Tell me ur story, how did u get here?
20. Share a good story. Tell a story with the purpose of connecting
with listeners.
21. Give with no strings attached. Are u a taker or a maker?
22. Learn ur mailmans name. SAVE the name SayAskVisualiseEnd
23. Point out ppl’s strenghts.
24. Write notes of encouragement.
25. Help people win.

10 WAYS TO MAKE PEOPLE LIKE YOU.
1. Be greable or use 3rd party disagreement. And turn it into a  
question.
2. Practice acceptance. -smile.
3. Express appreciation. Thank you. Send thank you notes.
4. Express approval and praise (should be) – immediate-specific-in  
public-
5.Admire them or their possessions.
6. Pay attention to them.
7. Principle of boomerang – talk good not bad about ppl.
8. What sort of work do u do and how u got into it?
9. Dont talk more han 3 minutes

Proces SPRZEDAZY

Rozpoznanie

pierwsze wrazenie

efektywne otwarcie

rozpoznanie potrzeb

prezentowanie rozwiazan

zbijanie obiekcji

zamkniecie

plan rozmowy

jakosc towaru

uzytecznosc

wyglad

cena

rabaty warunki platnosci

wymiana starych towarow

prestiz towaru I producenta

aktualnosc

korzysci dla dystrybutora I klienta

oszczednosc ( czas pieniadze )

konkurencyjnosc ( moze uda sie odciagnac klientow z tamtego sklepu w tym segmencie )

podniesienie zyskownosci

sugestia luksusowosci – premium   ( od australi do europy zachodniej )

premia specjalna  =  premia + nowosc

mozliwosci sprzedazy –

prostrze korzystanie

wytrzymalosc I trwalosc

okres trwalosci

oszczednosc miejsca – to mydlo ma podwojne cechy – dobra cena w jednym produkcji = dwie uzytecznosci = mydlo naturalne + bardzo wysoka niechemiczna dezynfekcja bo nano silver zapycha uklad pokarmowy bakterii.  = oszczedzasz miejsce na dwa produkty

ale nie martw sie to nie bedzie wybijalo innych produktow bo to inne przeznaczenie

ciekawostka  –  jak zle myje sie rece a jak tym mydlem tez mozna

bezpieczenstwo

atesty

3 tygodnie

paleta samolotem

morski drozej – 2 miesiace

nowoczesnosc

niezawodnosc testowane na warunkach klinicznych w roznych miejscach,

monopol – gwarantuje przy odpowiednim minimum

latwosc – przedstawiciel produceenta

antyalergiczne wysoka skutecznosc

dla dzieci od 3 lat

a czego szukacie – a to mam cos w takich tematach

widzialem ze u was brakuje na polce

ale mozliwe ze mam cos takiego

health and beauty

cena?  A czy jestescie zainteresowani ?

Ale jak nie wiem ceny?

Drozsze od mydla ale cena nie jest bariera,

a ja od was tez musze znac ilosc, zeby skalkulowac , czestotliwosc

wtedy poprosze od was zapytanie, I na tej podstawie moge dostarczyc cene.

Z mojego rozpoznania – ( skromnych obserwacji ) wydaje mi sie ze producenci siegaja po nastepujace rozwiazania.

jezeli nie mydlo to czy cos innego moze ?

O jakim budgecie chcielibyscie rozmawiac

polityka firmy jest to ze samo powiedzenie o produkcie jest juz reklama.

Jak ewentualnie bylaby panstwa partycypacja w budzecie?

Jakie bylo by zamowienie?

Premium sells better in crisis, which is coming ( the second bottom)

budget marketingowy

talk vision

1.akredywa – jezeli ty nie odslonisz to uruchom akredytywe dokumentacyjan (kontraktowa ) na piewsza dostawe, bo dzieki temu oni odslonia dostawce

1. na takie zamowienie to trzeba otworzyc nowa sciane to sa koszty etc

1. I still didnt see the updated authorization
2. there is so many pyteks ze oni juz nie chca dawac ofert kazdum pytajacego, bo oni sie potem probuja przescigac I zbijac cene. A im na tym nie zalezy.
3. Lets wait for better time, until there is a better solution or changes in the rules of the game.

Zbijanie Ceny:

Zbliz sie do idealnego klienta = dowiedz sie o kliencie, czym sie chwala, z kim robia interesy, sprawdzic statystyki sprzedazy.  Jestem pewny bo jestem bliski waszego oczekiwania. Wyczuj jakie sa oczekiwania w stosunku do ciebie jako do klienta.

Powiedz mi , co ja bym musial zrobic, zebym uzyskal taka cene.  Co bys mi poradzil, zeby dostac lepsza cene.

– metoda dziecieca w ostatecznosci lub po kilku wspolnych lunchach.

Buduj nadzieje biznesowa.

Moj klient poszukuje nowych dostawcow, bo mial wpadke

Cenie sobie szybko odpowiedz, w ramach profesjonalizmu.

Bleff:  polecil mnie ktos  ( zawez – np z  rejonu tego I tego niech sami mysla kto )

Polecil was ktos bo dobra cena.

30% jest do negocjacji,  wiecej ciezko.

15% ustepstwo , kryzys, trudnosci, klienci wybredni, warunki lokalne chca lepsza cene.

Prawdy obiektywne ,  jak oni mi pomoga to pomoga sami sobie.

Ale opieraj sie o liczby   typu  13,50 %  14,80 %

Jezeli roznice w % so duze, to wtedy , mow:  no to chyba w tych obszarach nic nie da sie zrobic. Moze z tymi dwiema pozycjami, ale jezeli tylko te dwie pozycje to raczej bedzie o kilka kontenerow mniej.

Glosne myslenie,  udawaj ze myslisz, ze o to tu zamowie tu, ale tamten bede musial zamowic tam I tam bo taniej.  No to mozemy zrobic ustepstwo warunkowe. Tym razem ale pod warunkiem. No I zobaczymy jak sie bedziecie porownywac z konkurencja.

Roztacz wizje przyszlych korzysci.

Strach przed utrata korzysci jest u sprzedawcy duzy.

Soba I tlem pokaz swoj capital I wiedze.

Jestes przedstawicielem tego I tego I rozmawiam z wami z takich I takich powodow (Europa srodkowa,  niemiecki dystrybutor)  ( zobacz gdzie sprzedawali ) , szukam nastepnych dostawcow, bo ktos nie dopatrzyl czy co I przyszedl zly towar wiec chca zmienic dostawce.

Mam juz oferte ale chcialbym dopelnic dostawe oraz pozyskac nowe zrodlo dostaw.

Pokaz ze to oni sa wybrancami.

12 STEPS TO ACHIEVING GOALS:
1. Desire
2. Believe that it is possible. Make sure it is realistic and  measurable.
3. Write it down so it stops to be a wish
4. Write a list for why the goal will be profitable. It gives u motivation.
5. Analyze and determine ur starting point. It gives u way to measure.
6. Set deadlines.
7.  Make a list of obstacles. And list them in order of difficulty
8. Identify additional information to achieve the goal.
9. Make a list of people whose help you will need. Prioritize.
10. Make a plan. Write out in detail what why and when u want.
11. Visualize as if it was already finished.
12. Make the decision in advance that u will never give up.