Sales Skills - How to sell to challenging modern buyers | Amaro Araujo | Skillshare

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Sales Skills - How to sell to challenging modern buyers

teacher avatar Amaro Araujo, International Sales Key Account Manager

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

15 Lessons (1h 25m)
    • 1. Modern buyer promotion

      2:37
    • 2. Intro lessons

      1:40
    • 3. Lesson 1 Tension and aims of each side

      7:05
    • 4. Lesson 2 Buyer main objectives

      5:21
    • 5. Lesson 3 types of buyers

      8:08
    • 6. Lesson 4 How to work with each type

      8:04
    • 7. Lesson 5 Value vs costs

      7:39
    • 8. Lesson 6 Creating value

      5:46
    • 9. Lesson 7 buyer tricks complete

      7:12
    • 10. Lesson 8 Portfolio classification

      8:18
    • 11. Lesson 9 Steps of negotiation

      3:21
    • 12. Lesson 10 Who has the power

      6:07
    • 13. Lesson 11 Positions, negotiation range

      6:10
    • 14. Lesson 12 Porters competitive forces, Kralijc matrix

      5:05
    • 15. Wrap up complete

      2:03
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About This Class

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UPDATED regularly with new support material (PDF/PPT/VIDEO). Includes more than 15 extra support files.

NEW: Slide pack on how this course can help you on your career.

This training is a masterclass on the commercial role: handling modern buyers, sales negotiation, closing deals.

This sales skills course will give you insights on the purchasing evolution and a glimpse of who are these challenging modern buyers, so well prepared. The course will enhancing your sales skills to a higher level.

By knowing who they are, how they work, what tools and systems they use; you'll be able to adopt the right approach and answer  in order to overcome such a difficult obstacle called the modern buyer, by becoming a modern sales rep.

In this sales skills course course you'll find the processes, tools and insights that will equip you properly and will give you confidence the next time you have to face such a difficult negotiation or purchaser.

As you can't improve what you don't measure, you can't overcome a purchaser that you don't really know. This sales course takes you one step ahead and sheds the light on the modern purchasers and how you can leverage your position as sales rep.

Developing skills is the best investment you can make with your money so join the course now and enhance your career in sales.

Support material provided: There are several templates and documents that you can download for a better follow up and application of the learnings.

And as a special and fundamental gift, my sales book "Sales is my passion". The book is available in Amazon and other bookstores, you'll have it for free to enhance your learnings out of this course

I have as well some sales tests and business cases, to help you explore and apply knowledge. Those are also very important to prepare you for real situations or job interviews. See details on the class project.

Meet Your Teacher

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Amaro Araujo

International Sales Key Account Manager

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Transcripts

1. Modern buyer promotion: Hello. Welcome to this course. Understand that more than buyer where you will learn the various types of buyers, How do they approach their buying process? What tools and systems of the use and how can you respond to not leave money on the table and keep building up the relationship? My name is a model. That was you. I'm an international key account manager. I've been in sales for more than 20 years. I had my own cells office, and I've worked for some of the world's top companies, like Inhales, Fujitsu or Shell. I handled customers from the various industry types and complexities like then owner week for Michelin. I'm also the author of this book. Sales is my passion available in Amazon and other bookstores, so I know what I'm talking about. I'm still in sales in our days, working for a big multinational, and it's the best practices off my role and activity that I want to share with you to empower you. I designed these course for all those troubling to close their deals, struggling to understand their buyer, wondering why their buyers give them such a hard time. In the end of this course, you will be able to understand their processes, the various types of wires and how can you adapt and respond to each of them? You will be able to close more deals and to keep building up relationships with your customers for a long lasting future. These courses built on a kind of a piling up mode, with different chapters covering the various aspects. Each chapter is independent, so you don't have to go through the course in one go. I'll always be with you. Always be guiding you, coaching you and briefing you on what it is about. All lessons are video based to the end of its chapter. You're gonna have a summary the ideal student for this course, any sales weapon struggling to close deals struggling or the relationships are struggling to understand their customers. Also people from other professions that want to join the sales role. There are no particular requirements for this course besides a minimum of sales and business understanding. I hope it sounds excited. I'm really excited to share all these redo, and I'm looking forward to see you very soon. My 2. Intro lessons: Hello. A matter was you here. Welcome back to these. Understand the modern. By of course, in this lesson, I'll explain you how the courses structured. What is the content? What is the format and how does it evolve along the way? Okay, join me. Take a look at it. So let's take a look at the chapters and the lessons that we have in the course. So here we have the oh content of the course. In the first chapter, I will explain the world of buyers and sellers and the tension, the normal tension that it But second chapter, our will go through. Who is the buyer that makes your life so miserable on Chapter three, the pricing and the role that it plays on Chapter four, the tricks that by is normal used to put your back against the wall Sub Chapter five. Your response. How can you respond? So all this well prepared by years And in chapter six, I will give you some additional material like tools and processes that the bias used and things that you need to be aware off. Okay, so I hope that these course with it tackles a gap or a weakest that you might have in your sales rule because it's crucial to understand the modern buyer very well equipped, informed and updated Ah, person so that you can overcome those difficult negotiations. Okay, so I hope it sounds exciting, and I very looking forward to see you during the course. 3. Lesson 1 Tension and aims of each side: Okay, so let's goto our chapter number one Buyers versus sellers. Are they very conflictive worlds, or can we leave together in normally? Let's take a look about the world between buyers and sellers. Four lessons 1st 1 The tension between book 2nd 1 The aims off each side. Lesson three The buyer main objective and concern, and it's not price. You will see that later. And number four the relevance off chasing in any organization not only at the customer side but also in your own company. Okay, that's going So the tension between buyers and sellers. Why tension? Because if you if you think about it on a very bold way, you'll say they are in completely different worlds. One wants something the other wants the opposite. One wants to be so supplier. The other one wants to have more people suppliers. One. Once, too, was cell by, uh, exploring pricing. The other one wants Stella. Was price possible? So here you can really through can go through it. I think it's It's pretty much clear that both are in what seems to be conflictive sides, and it's your role. They're not conflictive. They are probably in different in different spaces, and it's your role to build the bridge. That's the role of the sales rep. The build a bridge, the find common ground. Because if you have something that they want and if they have something that you want, man, just have to negotiate it. Just have to find it out. You just have to dig in what is really what they want and what can you re offer to tackle that need? That's your rule. So it's not, um, conflict Percy. So it's not conflict best say, but and opportunity. And that was that. There's very stepping. Okay, of course, each side must think. And it doesn't always happen, obviously, because people tend to be the very egocentric and you just think about what you want. You tend to forget about what the other side might want. Try to think it over, try to think what I want, but what does he work? It's very, very important that you were where off. Ah, the impact on the other side or the expectations on the other side. What would be nice to have for you? What would be nice to have for him? Think it over is very important. I don't think only about your side. OK, I need these margins. And did these volumes I did to sell exhibit? Okay, that's one side of the equation. But try to find out the other side. What does he want? How much does he wants to buy from you? And why? Under what conditions quit the difference? Could it not be optimal, but still good? That's your role again. That's why you are a sales rep. That's important, that do you think it over? So it's not only about you is not only about your objectives, it's about both objectives. This makes sense. Of course you want. When you go to a customer, when you have a n'importe negotiation too, do you tend to think about Okay, I want this and that That that turned a page, you know, go down through the other part. What does he expect? Anticipate Both parts have aims and objectives, not on you. And this is not negative. And it doesn't mean that you have to be the way. But you were right. Let's go to the next one. Okay, lets go the next one. What is the main concern off the buyer. What? This is main objective in everything that he does. A buyer. What does he want? You are wondering the lowest price. It's all about price, right? Broke. The price is not the buyers main concern. Everybody thinks so, and it will tell you so. And every month you gonna have discussions about pricing. But that's not his biggest concern. His biggest concern is actually not having the product. Imagine if he doesn't have the product. Imagine Ifit's factory stops because he doesn't have the product because he supplied Didn't delivered. Imagine, how would he respond to his manager, who is management to his people. Not having the product is the main concern off any buyer. How could they explain for the other departments together? Functions. Hey, were stopped because we don't have brother because I screwed up prices, our concern and our discussion. But the beast one the biggest one, is not having the product have that he might. That will change your perspective. I have tough the negotiations and discussions with my customers have on prices surely, but it's when we have some production problem that we cannot deliver on time that I have the biggest discussions because when we cannot believe runtime, our customers get very, very worth very, very worried, more worried, and about 10 or 20 bucks think it over. Pricing is not the main concern of the bias. And, of course, if they have plenty of suppliers, they can be in a kind of a comfortable situation. That's why import it's important that you move up in their in their strategic sourcing, that you move up your position that you become a Maurin important and relevant sailor, because then they will be more attentive to having the product. Of course, the pricing discussion will be there, but the reliability of supply will be the major. 4. Lesson 2 Buyer main objectives: the relevance of purchasing. Why is purchasing so important? Why don't they just accept my price? And that's it. Um, you have to think about that. Your own company. You have a portrays in the button. You have to buy stuff your company by stuff, so they also buy stuff. But they buy from you. You have other people buy for you, and it's important to understand how all these flow works. And it's It's important to understand that's some small actions might have important small actions might have an important impact in your organization. I give you in this chart a small example that if, for instance, you make 5% discount on your item, that means that means it's not only about losing 50% of your profit. Look at the numbers and I hope you can. You couldn't follow up What what leaning. So you have 10 bucks off profit dollar stores whenever if you make to the selling price of hundreds, if you make a 5% discount in the end, that amounts to 50% of your profit. What would that mean? That would mean that in order to have the same profit profits, you have to sell the double or you have to reduce costs or you have to reduce personnel costs are you have to improve any other process. So whenever you think about giving a discount or giving away or making concessions, I always think it over. There's an impact, and the impact is not translated on one, which what you think. Oh, this is only a few bucks has a bigger impact. So these counts lowest Prices are a very tricky thing to do. You shouldn't play your competitive position based on pricing. Therefore, you're not based on these counts. These don't campaigns. All those are short term manipulations and cannot lead it to long term good results. Explore everything else that there is to explore, and you'll see further on the rest of this course how you can do it. Okay, take a time. Go through this chart. I understand the impact for chasing not only on their side, but I also think for your own company as well. So as a rep up from this first chapter, the buyer is a person just like you, with emotions with good days, bad days with the family, with time constraints, a often with pressure from his management with targets with objectives with KP eyes and therefore is not in a better position than yourself. You're all it's the bridge, his interests with your interests, very mind the buyer. Main concern is not price. It's having the product on their premises. Whenever you think about the buyer or about a negotiation, think about what you want. What would you like to get? What we nice to have? But what does he wants? What does? He expects to have a swell think from both sides. Perfect perspectives. Think about the relevance of put chasing and the impact off chasing in any organization in yours or in theirs. It's important to have these broader view. So this is it about the world between buyers and sellers. Sounds conflictive, but they have to work with each other. They don't have a choice. They don't have a choice. He was a sales rep. You have the expertise, you at the back of knowledge. You have the trends. You have technology, you have quality. They need all that and you need old. It's and they offer you a price or they will propose your price or do they expect the price so leveraged that try to find out what are there main criteria for purchasing and tackle bits with what you have to offer. Meet. Okay. I hope it makes sense and looking forward to see you on the next chapter, right? 5. Lesson 3 types of buyers: so chipped A number two. Who is the buyer? Why does it make your life miserable? Let's understand them. And let's try to find out. How can we overcome that? That look? So in this chapter, I'll unveil who is the buyer, and the first lesson is about the types off buyers that you'll find out there. The 2nd 1 is to find out the commercial intent and strategic thinking, how that links and how that links would you and finalizing he's How do you work with each type of buyer, so it's important to know them. But then how do we work with the Children? Let's go then first lesson types of buyers before you jumping. You have two very much where this purchasing comes from and the buyers used to be, Ah, function that wasn't very well. Recognizing companies was a kind of, ah, that aunt. When the companies didn't know what to do with somebody, they would put it on the protection department, and they would be kind of arrogance, frustrated people, not well like equipped. That was the past. In the meantime, companies evolved, organizations evolved, and they found out that the beak important role was played in their purchasing decisions and department and therefore by us, became more and more a plate. It's had more and more tools. Processes became more and more challenging. And, um, it became very difficult for sellers to cope with all that transformation. And therefore sellers also had to were dragged also toe update themselves, toe improve their processes to would change the way they were selling and approaching the sailing process. And for this Kikkan Monette management or our can't management and all the news processes came toe tackle these new, very well prepared buyers. So we came from ah, profession that wasn't well appreciated. Toe toe a role The purchasing role in the old days is very well appreciated in companies and often people move on to a senior roles and companies people that come from for change there. Okay, it's very important to understand it. Buyers are very well educated people, very informed and very accurate on what they do. They're not just doing there just in the end of their careers, can find young people or people at the middle of their careers because they have to move on and because it's important best through the protection department. So these are therefore you will find different types of bias. You find buyers coming from different backgrounds and that's real represent different challenges. These four are the main, the main ones that you will find out in the markets. You have the emotional buyer, you have the calculator, you have the convincer and you have the technical read the characteristics of each other. That's useless, that I repeat them here. But in a nutshell. So these are the people that again come from other departments, and they're going toe other roles in their in their life. And therefore they can come from different areas from from the company or from outside, and have a very different approach in terms of purchasing, even if there there are expectations are all to challenge you and to make your life difficult. But you need to know which type are you dealing with toe adapt and to respond accordingly to speak their language. Make yourself familiar with these four types off buyers. It will meet them in the future if you don't. If you didn't have already met and or maybe the yet labeled per se, but I'm sure that you will identify your bias in these four groups here, Right? What about the strategic thinking and commercial intent? Of course, as they have different backgrounds as they have different, uh, education. And as they have different personalities, they will tackle their purchasing on the difference perspective as well. And it's important for you to understand how they place it or how can you place them. Of course, for an emotional buyer, the commercial content is very low. It's all about emotions that it's all about him. Tell about blaming you, and then the strategic thinking isn't there because it all blocks around the fear not doing the right thing. The fear. Enough buying at the right price, the fear not closing the right contract. So it's it's very, um, let's say closed. How can you tackled? We will see that later. Another chapter. Okay, so you have the four groups here. The technical buyer, of course, with the much more strategic thinking. Hey knows what he talks about. He knows what the product is about. He knows about performances, features, but then he has gaps in terms of commercial content. What? How can it translate that in terms of business because very often, technical people are very excited about project and everything. But it doesn't mean that all projects that are profitable and so they have to drop some off their bigs along the way. So very high strategic thinking, not so high commercial thinking. That's that's the problem off the technical buyers. And you have the calculators, calculators. They have both. They have very good strategic thinking, and they have very good commercial content. They will challenge you because they use in general the calculator. They use a lot of spreadsheets. They use a lot off benchmarks. They use a lot of figures and numbers, a lot of reports, and they are pretty them well prepared. The convincer needs you the convincer. We'll try to show that he knows everything, but it doesn't. He is expecting to hear from you. So we can balance, is what he knows. So it's it's a different species, but so the convincer, the convincer and the calculator, they have a very high commercial and contents. Okay, so these are the groups. These are the groups where you can place your buyers and it's important to know. And, uh, we will know afterwards how to tackle each of them 6. Lesson 4 How to work with each type: So this is how you work with an emotional buyer. Go through it, try toe, embed it in your hearts and minds. It's very important. And, uh, it's not a surprise that an emotional buyer, it will need time to build that relations. You need time toe toe making, feel confident and trust you so you have to invest in their personal in the person behind the purchaser. It will be demanding, but of course it's up to you to see what are the potential gains if this is a customer, that it's small and doesn't have grow a visions that they don't expect to grow in the next couple of years. So don't don't waste your energy trying to focus on some other customer, but but if this is a customer with big potential where you could sell much more. But you're on the deadlock because the buyer is very emotionally blames on you. Put it on you and you don't know how to get through it. Read these in bed is try to understand it. Think about what we spoke before. Put yourself on these shoes. Check with that is interests. Build the relation and you will unlock the potential of the customer. Next one we have next one, we have the calculator. The calculator is a very careful person. He knows what he talks about. The knows the business. He knows the markets and therefore come prepared. Come prepared to come with reports. Come up with market studies. Come up with facts and fears. That's what the calculator needs. If you go there and if you just talk air without no proof off evidence, he will be frustrated. He will not trust you. We will not open up. He will just give you the volumes minimum that he needs. But if you are able to show that what you say is based on facts that you say it's sustained by studies, it said, then he will start to trust. You really start to open up and things will get easier. The calculator, calculator effects and fears emotional buyer. Find out who's the person behind the chaser. Next one, the convincer convinces somebody that plays it like he knows it all. He doesn't make the plays it so, uh, come along also with your market knowledge. Come along with your feedback. Come along with your outlook fitting the convincer needs you to give him information so that internally can show off that he knows a lot. This is the kind of person that shows strength but in the end has a weakness. And you can close that weakness by fitting in with information feeding, fitting in with with data, feeling in which outlook trans etcetera market news so that he can internally sell himself . Normally it's a guy that wants to move to another rule soon, soon, or in the short term. So if you help him, he will help you by buying more volumes. Okay, this is a convincer. Go through this, uh, this chat next one. The technical buyer. The technical via normally came from the technical department or quality. And he knows a lot about about about the Breck background. Other the products about production process about it knows all the technical details. So if you want to deal or if you have to deal with a technical buyer, you need to talk technical language. And if you're not a technical Diallo and bring along your colleague, your technical colleague or your technical department, or invite this buyer toe, go to your technical department or to a company, so they need to talk the same language. Four. Tell him about new projects that you that you haven't going or about ah, new technologies popping up or about new trends. So the technical guy is always aching to hear about trans tendencies, new things. And this is the the approach that you need to have him. Don't come to a technical buyer having an emotional approach or with spreadsheets. Okay, go through it embedded. So remember emotional convincer, calculator technical. Those are the four main types and in order to progress, you need to talk their language. You need to talk their language. That's the key message It was wrap up. You have the evolution of the purchasers and the purchasing role coming from very, uh, low valued role toe. A very important in our days to a very professional toe, a very well prepared role. You have the types off of buyers and you have how toe techo and how to work with each of these buyers. The emotional buyer meet the person behind the purchaser. The calculator bring along spreadsheets, the technical bring along. All the new technological technological things are new new projects the convincer. Help him out. He wants to move in. His role fit him. Okay. I hope this thes makes sense. I hope that you find it interesting. I personally do. I presently even today, every time that I have a new customer, I really tried to map out. What kind of person is this? Who is this person? What drives him? How can I build a relation? How can that I can I approach him? How canary enter. And that's really the key is entering. Put your feet on the door first, go slowly and then enter. Speak their language. That's good. Okay. Thank you. See you in the next chapter. 7. Lesson 5 Value vs costs: Hello. Welcome to check the number three pricing at the eyes of the buyer where we'll go through the pricing process, what this price means to the buyer and how can you leverage your return. So we have four lessons in this chapter. We have value versus costs. We have what is value with the eyes of the customer. We have creating value, and we have things to avoid when you're proposing value creation offer. Okay, let's go through it slowly so that you can understand what is at stake here. Valuev Estes Course. So you have these two options. First option is toe. Make your proposals by creating value and ah, the other one is to make your proposals on their costs. Development, where you come up with your costs and then bless your head displays your margins, etcetera, etcetera. These are two approaches. There is no right or wrong. There are things, and there they are, positive and less positive things about each other. That's why it's important that you go through the text here because each of them has things toe where to be careful about, because when you go, for instance, to wear a pricing based on course This first of all, Guzman knows well, no, your cost based Is that something that you want? If it is okay, that's absolutely fine. If they are, for instance, based on a market index, or if they know that they are built up under certain certain components, it's fine. So but be aware that they will challenge you afterwards on your headers because they will. No, probably not 100% but closely. How much are you? Are you getting so? It's important that if you have a former based on course that you have other items that can mix up a little bit so that the customer doesn't find out how much you are when we go to value creation. Of course, you have a much wider range of possibilities that customers are not stupid, and they often they want to know your cost day. They want to know your cost breakdown, and they will challenge you on your prices, and they will use everything in their power to know more about the uprising structure. So try to define yourself. If you go for one night together and try to protect yourself, no right or wrong here but it's important to be aware which approach to take with each customer. Not all customers needs that cost plus base price. Sometimes it's important forces for customers. Debts need kind of a reference s so that they know what is the base off there off the move of the pricing. But if that's not, if that's not worry for the customer said, we don't need to use his approach. So depends a lot on the customer and depends a lot on their needs and how far the challenge you and how far you want to go. Okay, This explains how a customer will evaluate your offer in benchmark with what they have from other competitors. So a pricing have pricing for from ah, purchaser point of view. Has these relation benefits costs? That's the price for them. That's this is a much it costs. This is the benefit I get. This is the price I pay and they will benchmark. That's with every single supplier, and that's where you can move that poured down in their ranking of suppliers. It's when you're pricing false falls down or up in this equation, off benefits, but costs. Remember that if you're selling one product to a customer, and they have to other suppliers. And the three of you, for sure, will not have the same price. It's very unlikely in most of the companies for recency five let's take an example of, you know, days in most of the cases. In some cases, of course, I am so supplier. But in the cases where our customers have free suppliers minimum, I am sure that the three prices are different. The products are basically the same. So why are the prices different? Very simple. Logistic costs, production costs, cost advantages, payment terms, packaging speed of delivery. So there are many other factors that play a role and because we don't have all that the same need at the same times, and they can play with three suppliers on the different levels, so the price doesn't have necessary to be equal that they will benchmark. It's according to these equations, benefits cost. This is a value for them. This is the price of that day. This is the benefits that I have. So this is my value for a purchaser and pick another one. This is the value. And of course, if you ever supplier offering. Let's see one product for $100 dollars and you have another supplier offering the same product on their worst logistic conditions, with a higher price off course that the value for the purchaser is lower and that it's very likely that they supplier will rank lower afterwards and their purchasing decisions. This is how it works. Take a look at it. Take your time to understand it. This is value at the isil. The buyer. Whenever you go to with a price toe, a chaser or to a buyer, they will have this in mind. Okay, I will have this product, these quantity at thes price and this is the benefit that I 8. Lesson 6 Creating value: creating value from the buyer perspective. So you have to think always. That's we're talking about the buyer perspective we're not talking about. We're not talking about your perspective. They often sales reps, go to customers and tell them, Hey, I have a very nice value proposition for you and they don't tackle the name issues and main concerns of the buyer. How can that be a value proposition? So a value proposition that the eyes of the buyer is the that one that covers any of these four points. That's a good value proposition. Don't come up just with a nice charge, and I have a good value proposition. Just be honest. Look, if it's a simple offer, if you don't have anything, anything else to offer, just But it's right. This is a very standard offer is on the very standard conditions, and this is the best we can do. Put don't come up with air buyers are not stupid. As I told you in the previous chapters, buyers are very educated, very well informed people, and their time is very limited, so don't waste their time. It's just some kind of very, uh, light. Teach it be pragmatic. This four points is how you can create value at the ice off the buyer things that you have to avoids when you try to create value is that only one of them is indeed coming up. Which with, ah, the idea that you're making a valuable position when in the end there's no value, no add value, no new value to the customer. So avoid that they hate it. The other things that you have to wear in mind this, of course, my one hand, when you come up with it with creation of value, you want to tied up the customer you want toe get federalizing toe to your products. You want to have it for a long term relation. He wants toe increase your price, of course, because you are heading value so you want a different level off relation in the different level off of your position as a supplier, buyers are not stupid. They they see it coming. And even if your value proposition is a very attractive one, they know the risks that then they will be tied up. Then they will be tied up for a long time. Then they will have less options. They will have less suppliers. They will live less flexibility, toe go and find out another. Another supplier. So they will challenge you on course. They will challenge you on transparency. How far are you willing to do that? Bell and sold it. Bulova. Hold it. Value creation is excellent. Should be used when properly Beckett up and properly explained and accepted by the buyers you cannot impose. You cannot think that. Okay, now we got it. I got in in my hands. I have here value proposition that I know that he wants. In that case, okay, force it a little bit, but do It's always on the kind of cooperative way because we sure if is forced to take your offer the very next occasion that he has to jump out. He will do it. But if it's done on a cooperative way, if it's done on a give and take, then he will take much longer. Will remain that's longer in the relation. And the real knocked be looking for for the first occasion to jump out. Okay, it's this crucial. It's also pretty much based on the relation and it's pretty much based on knowing the buyer and knowing what drives him. All this is linked. So as a rep up you have here a few things that you need toe berry mind and ah, that you shoot. Gonna see there in your role of sales Rep. How do you position yourself in terms off pricing? What is value in the eyes of the buyer? How can you make a value creation proposition and things to avoid during that value creation offer? Go through these? No rush on the stand, it embed it. It's important. And of course, we are talking here about, but then show pore over the strategic accounts. You don't spend all your energy with accounts that don't have potential for girls or they're not big enough. You have to be aware that your energy and your time is limited and you need to segregate it toe all that matters. I hope it makes sense. My suing, the next chapter 9. Lesson 7 buyer tricks complete: welcome to check the number four buyer Common tricks. The buyers role is toe challenge. You and toe get the best deal they can out of you. And, of course, to do this they will use probably some good reasons and other that are less good. But they often they work. So let's see, What are they? So these are the three lessons that we have in this chapter. Objections, power play and business reasons. Let's go through each of them, cause buyers. That's again very important that you have it in mind. The role of the buyer is to challenge you there. Even if you go with your best proposal with something that you think cast make enough to refuse this, they will. Challenging it challenge you. It's sterile, is their nature. Why shouldn't they? It doesn't mean that you have to be awake, but be ready for it. Okay, So objections. These are some off the most common objections. They have not, you know, time pricing, Of course not sufficient information can get really go through it because it's really it's really explanatory and self explanatory, even on damn sure that if you've been in sales, you came across all of them and many others. If you haven't been sales yet, be ready because they are very, very creative people. And you will face not only these ones but many others, as we used to say, this guy's limit for objections that don't get frustrated. Don't get unmotivated because an objection is actually a sign that they are interested. If they wouldn't be interested, they would say no. If they object, it's because the door is still open. It's very, very important. An objection is not a rejection on objection is something that you have to work out power play. This is, Ah, sometimes stuff one difficult to wear to handle because they will. They will test boundaries here by year's, will test your batteries and even sometimes their own. They will blame you. They will, uh, try to put it in, even even if they are not an emotional buyer. Of course, an emotional buyer will go much further, But even if they are not an emotional buyer, and um, they have no for from you that it's not what they expected, they can play. Ah, these rule with you test you to push you in to see how far can they go? And how far would you go? How far could you handle it? Try always toe touch yourself from emotions. Whenever emotions jump in, reason jumps out. They cannot cohabitate. Okay, even if they finger point you or even if they play that you'll are making their life miserable. The Dutch yourself on it. Not, of course, on the very, uh, very cold wave. It's on the very, uh, very, um, respected way. This is the best I can do. All right? Of course, it's not our intention. It doesn't have anything to do with you. But these are based on our there's possibilities. Be ready. They will play it once in the world. Not very often, not every time, unless there are some. And I had some buyers that used to be used to to adopt always this this behaviour. But after a while, you know it. First time. Okay, second time. Okay, but then you know how it works. All right, then you have the business reasons. These can be more or less realistic. Um, sometimes I confuse you because then you think Okay, they really have a point there. And you tend toe. You tend to weaken Oto, lower your guard because their argument seems reasonable on it's important that you don't lower your God. It's important that you understood that. You listen that you understand, try to find out more about what is really the reason. Because sometimes they came up with something. And when you begin, you find out that in the end this the origin is something else. So try to find out and then try to buy. That is, well, if it's really realistic, objection. Or if it's something that they came up with, just toe put you on pressure that, um, most of the times they need information from you in order to justify internally their choice. So try toe, understand? Try to talk them through. Okay, what is your concern? Why not What is the and then try to tackle it. Give them freedom, which information or with arguments so that they internally can sell it over. And with that, um, overcome the objection. Okay, read it. Go through it slowly. No need to rush. It's important that you understand each of these steps and situations, so the better you're prepared for your negotiations in the future better you want is a bait , the luckier you will be in the end. So this is a replica of our chapter, where once again you will go through the objections, the power play and the business reasons left bias we'll use to put you on hold toe test you test boundaries and to see if they can have a better offer from yourself. View of it. That's the mingle. It's not that they don't want to the business with you. Otherwise, they would say so. That's if they wants to weaken your position. They want to wear to get your tired off holding to your own offer. And if you are willing to give something away, okay, makes sense. Let's go to the next chapter. 10. Lesson 8 Portfolio classification: welcome to check the number five the seller response to the modern buyer. How can sellers uphold themselves in other toe overcome thesis well prepared than professional buyers? Let's take a look. So the seller response. These are the three lessons that I have to cover this topic. The lesson number one is the portfolio classification. How do you segregate your accounts? And where do you spend your energy and time lesson number to the steps of the negotiation? And finally, in Step number three, we'll go through who has the power and how can you gain more power in order to be on a favorable position? Okay, so portfolio, the portfolio, segregation or account management you have to define when you have your accounts. If that's not done internally or by your sales director, you need to cigarette your accounts in other to define who are the opportunistic accounts those that you just send the price and don't spend too much time. Who are the the development accounts the concert have that have potential and that still can grow and want to grow? What are your strategic accounts? Those that you get the most returns and that are more important for your portfolio and all these has to be done on a structured way. All these has to be done on a structured way. And, uh, all these hesitant All these has to be done in a structured way. And you have to be to define okay in these four groups, opportunistic current accounts, development, strategic. You have to define what approach really you have. What energy? What time will you dedicate to reach of these groups? So it's you cannot. You cannot dedicate the same amount of time toe all kinds of customers. They have different needs. They have. They provide your different returns. So we have to make this work. And even if you don't have a structured, he can't management approach or a management account management approach, you need to do it by yourself on the basics. Okay, these are there comes that I will target, and you have to a target 34 is key accounts you have maximum. You have to target three Fouras development accounts. We have target the probably first manure majority of your accounts ongoing relations that you don't need so much time. And then you have your botanist IQ accounts, but its importance in orderto respond very well. Profess prepared sellers or buyers story. You need to know what are your ambitions towards these customers? The second step. You also need to know what are their ambitious. Once you know, it's it's it's a two way street, but it starts with you. Okay? Define which accounts really target, which against Will you spent time that can bring you higher in more returns or better, longer a longer relationship. Okay, so it's important toe where toe to win it when you when you are on this. So when you are on this on this classification, it's and you're probably some against the where you're not sure where you are. First of all, you need to know, at least from from the account itself. If it has potential, if you want to go with them and if that's the case, if they have potential, if they have they, if you want to go with them and if your position currently is very low, then it's a gun in the country. Dr It and then you need to find out what are their intentions and how do you know the intentions? Very simple the time that they spend with you the feedback that they give you the attention that they give you. You also need to bury minds. Which kind of supplier for them are you? I was selling them strategic items or just any item that make invite at any time anywhere. Because if it's ah night and that taken by anytime, anywhere, they will never spend too much time on it. Buyers. They spend time with the items that are strategic for them. They spend the most time with with items that are strategic for them and so do you. You have to do the same. You have to spend your time with the accounts. Let our most atik for you. So when you from your hands, you know where you will focus, then you have to think about the other hands. How much time is the buyer spending with me? How well does he know the costs? How well do I know it's costs or exchangeable this? Think about this floor questions that I have here try to answer them and if you're not sure , tried to have a meeting with your customer and try to find out even if it doesn't tell you straight from the scope of the of the meeting from the weights going and from what he tells you you can understand, what are their ambitions? It's important to understand. And even if currently you are a minor supplier. But you know that they have a huge potential, then you need toe unveil What is blocking you from being a bigger supplier? Do they have long term contracts with the other suppliers? So they do not cannot change now, But then when can they change? The other suppliers have any cost advantage that you don't have, so they have any special quality or feature that your products don't have find is out. Find this out because it's only finding these that you will be able toe. Aim for higher position of the customer. Okay, think about it. Take notes Whenever, Whenever you're going through these courses, take notes, put your thoughts on the paper, write down things that you hear. Do you think it's more important or any sentence that you read because taking notes just reinforces that message on your brain? Next, we have this situation that I just told you. If you're not in a position that you would like to be. Why not? Are you there? Why aren't you there? So start with a portfolio of segregation. Go for these questions, Really? Take the time to release. Take their time to understand this. And, um, take your time to release. Take your time to understand it. Take your time to make a plan to make a plan. How can I grow? My position is discussed starting from the basics, okay? 11. Lesson 9 Steps of negotiation: the negotiation steps off every customer negotiation in general. Does it happen? Always know. Does it happened always in the sequence? No. Depends of the situation, but in general, these are steps and then depending on is it a new customer or in the existing customer? Is this a one off situation, or is this a long term contract? You can go can skip one or the step, or you can change the position where they are, but important to understand them all important. Understand that this is a normal sequence. This is the normal sequence. It doesn't mean that you cannot go back and forth races if you are on the on the on. The proposal on some things a to that point unveiled, probably have toe cough again. Discussion. What I wouldn't propose at all is that you go. You are already on the bargaining and you come back against the discussion because then it's a back and forth that it's a never ending story, so try to structure it. And of course, buyers will always drag you down, and we'll try to confuse you. But it's important that you take the leads off the discussion and that you go through it step and that you are sure that when you are on a certain step, you don't go back to the beginning again. Okay, so these are didn't normally the five steps off the negotiation and here I explain what each of them involves. Not necessarily. Not again. It doesn't have three. Through these order. This is the normal order. This is the normal order. That, for instance, if you ask me, I have existing customers with whom I don't go through all these. I just goto one or two steps off three steps because I know them because we know each other and we don't hit to go through all this. But if I have a new contract or if I have a new customer, then yes, be sure that I will cover all these, and I will try to stick to this order. Okay, read them. Read what each of them means, because it's important for you to have this in mind, because this will allow you to structure the way that you face the buyer. And one of things that buyers appreciate it, even if they are challenging, is that we, our professionals, that we show that we understand process says in systems that we are consistent and that we have methods in place, that we're not just It's like the old school just grabbing a paper putting off on the paper . That's it. That's over. Okay, Take your time to read this. If needed. Come back and see it again. If you want to write it down with your hands on the paper so that it will stick in your hearts and minds. This is a what? 12. Lesson 10 Who has the power: Of course, when you spoke before about the tension between buyers and sellers, you may wonder who has the power hands is Ah, sailor, no more. We think the bio has the power. He has the power to say yes or no. You know the prices of the other competences that we don't. Of course, they have some power. Yes, they do have some power. Uh, that also do you Do you think that they are not afraid that you have power? Do you think that's they wondering? What do you know for ah, what's they don't know that you know. So it's a very it's a very you thinking that they thinking and vice versa. So both have power. Both have power. The key here is who gives by what his power, what gives power to each other. And here you have a couple of things. Think about them because very often I've seen a couple of colleagues thinking that they don't have any power that purchases. Old bios have all the power, and it's a very, very wrong mindset. Very wrong mindset to be. You shouldn't be blunt about about anything. They have power. But house, would you have power, you do half hours. So so really is. It's important, and this is how you can create even more power because you can create power, cause power is about information and knowledge. You have knowledge, you have information. Do you have? It'll probably not. Does he have it all? Be sure that Be sure it doesn't. So if you want to gain more power, to create power for yourself together is much information and as much knowledge as possible . If you goto meeting if you go to a negotiation with your customer. B We Ford prior about for him that you saw this year last year about any incident that happened about any claim, how was it solved? Etcetera, etcetera. If there is any ongoing issue, be formed with and during the conversation, bring it. Bring it because when you bring any, let's say kind of a negative event from let's say, from the buyer perspective that you are at fault, but you bring it yourself. You show courage my one hand, and you take away his chance to use it. Is Aaron argument later on during discussions to have to have a better conditions when you bring it yourself. OK, there was this situation. I know that wasn't wasn't handled properly at the time. But we managed by doing this letter than that, and we can assure that it won't happen future because we have these measures in place. Finish, finish. You have the power because you brought it on. You didn't give him the chance to bring it himself to put blame on you. And she brought solution about explanations. That's it. So this is just on example. How can you create more power for itself? It's by tackling by taking out any weakness that there might be or that might be used to put your offer or negotiation power downwards. That's how you create power. I hope it makes sense from its one off the area that I like the most. It's Ah, it's not always pleasant, of course, and, uh, very often there are issues from logistics are from production, etcetera, etcetera, and you have to show your face and to explain it. But when you do it on the responsible way, when everything is handled a very professional way, they will not use it toe to their advantage in the negotiations. Believe me, Okay, So here's a wrap up about Ah, about this topic. No, you're port for you segregates. Your customers know where they are? No, where we will spend time and ah, this is very, very important then. No. What? Where are you? What are you or what? Level off supply are you and what you're aiming for And what is the plan? And then remember the negotiation negotiation steps, then remember the negotiation steps. Very important to have the structured, very important to be aware of them. Very important to follow up them. Ideally, in that sequence. Don't jump around whenever you reach a deal. Don't ever go back bargaining again. Okay, Whenever you're bargaining, don't ever go back again to discussion. Hey, but I wanted this so that the time for discussion it was over. When you're bargaining, you are bragging about the offer that you did. And it's just about closing that deal. Nothing else don't overlap things, okay? And then important to know about power, that knowledge and information is power and that you can create power and that you have as much power as your buyer. And that's the key message for these chapter. Thank you. See you in the next one. 13. Lesson 11 Positions, negotiation range: So in this chapter, welcome to check the number five off Understanding Modern by of course, this is additional material that I have year to share with you. Andi, I hope that you can make good use of it. I have a couple off quick lessons to go through things that you can further explore yourself. And the important is to create awareness. Um, and that these are also tools are systems that you can use ordered by issues during their their conversations. Okay, so you have lesson number one interests and positions. You have the negotiations range. You have tricks, some tricks to be aware of. You have the cooperative negotiation. You have the porter, five competitive forces, the crab bitch metrics, and the levels of perceived value. These are all things that belong toe. So the sales role. Um, so the sales roller. Sorry. These are all things that are part off the sales rep world and things that you will come across sooner or later, and that can be very useful. Sentenced to know, to be aware off. So let's begin interests or positions. This is very important because many, many times we are humans and humans have emotions. And even if we're not talking about emotional by or an emotional cellar, the fact he's that we tend to deadlock in arguments remember you are not in a negotiation toe. Win an argument. You are in a negotiation to sell. Your objective is to sell winning an argument or not. It's not your problem. So for clothes on interest, not in positions, step away from arguments. Even if you are 100% sure that you are right and he's wrong, it's useless to fight about it. Just say have probably probably right. Probably. There's something that I'm missing, just the blunt and move on. You can nothing by winning an argument. Okay, so this is positions versus interests. Read it out, Read it out loud. Embed it. Second point is the negotiation range. It's important to be aware of this. I think we are all somehow it some extents that it's important to visualize it. This he's where the buyer is. This is where the seller is. This is their intentions, and these are the overlaps, and that's the negotiation is in the overlap. That's where you have toe aim. For that way, we have to target. Okay, look at the images. Self explanatory, but I think gives you a good view off your role as a sales rep. Building bridges. Next. One tricks. Um, very often I got feedback from my customers not from the buyer, but from other people from a technical people from quality people. Even from the reception, Friedrich is always very, very important. The buyer doesn't tell you everything, remembered it. But if you can have people off course always within within the legal limits and even the the the reasonable boundaries, it's very important to know that there are all these channels available to have feedback. Another important thing is be aware off how you talk to your customers. What what you say when you tell to your customers. Say, I think probably I can make your reduction between 20 and 40. He will keep in mind the 40 not 20 if you tell him. I think that next month the prices will go up, probably between 50 and 60. He will bury mind the 50 not to 60 so he has a very selective memory. Be clear when you talk. Try to avoid unveil gritty. Try to put yourself in trouble. Buyers are very intelligent people. I wouldn't say I would say, my nipple, that if not on the wrong weight, off, off, but off, using language and off using all this kind of circumstances you were telling you next one. It's about the cooperative negotiation. This is the kind of conversation that you should aim for. It's about building up something together. You know that they need your products, they use them. You know that you have them. And they are very good quality and very good technical support. Try to build bridges. The prices in Ellicott rights. Okay. How much do they need? Can you reduce costs at your hands by taking out some feature that they don't want or they don't need etcetera, etcetera. This is about the cooperative negotiation. But for this you need to establish very good relationships 14. Lesson 12 Porters competitive forces, Kralijc matrix: you need to bury mind as well. That's okay. This is this is ah, very well known chart. But you're not alone. You're not sold supply for sure. You don't have them on a multiple of your products. So there are other forces around off the competitors there, you competitors coming alone. There are other forces in the markets that ah, make this a competitive world. So look at the chart is very self explanatory, then. Also charted is very popular amongst the key account managers is the college metrics. And this chart is just to explain your guest. It's important for you to find out your products. What do they represent to your customer? Are there just, ah, leverage items, routing items, strategic items? What today? Because depending on what they are, depending on what they are, the value that you can have that you can extract from your customers. Well, varietal it. If we're talking about routine items off course, the buyers will not spend a lot of time about it. But if you're talking about bottle like items, even if they don't buy a lot, they will be very worried not to have them. So you can leverage that so go around these. Try toe for each customer. Try to find out what your products are present for your customers because probably you're leaving money on the table. Or probably or tried to price something that your customers don't need it all. And that's why you're still they're going down. Take a look at it. Make your mapping of your customers the levels off perceived value. It's another important point, because what are you for your customers, or how do you approach yourselves? It doesn't have to be. One of the other can be Caliban. How do we approach yourselves? You're just send out prices without not finding out further. Not not not having a very good in direction, Not knowing very well your customers. Then you're just a vendor. It's like having a price list on your on your Internet page and castle don't need to talk to anyone. But that's not the optimal situation, the optimal situation. You should have interactions with our customers. You should know their businesses. You shouldn't know their issues, worries and problems, and you should try toe tacko and who will provide solutions to world it. And that's where your value goes up in the chain. If you have a lot of customers that just want to know price, I don't want to share anything else. Well, that's not a very comfortable position to be. And then you know that you are on the kind of a vendor modes where you always struggle with pricing because that's what they want. Nothing else tried to step away from that position. Try toe or with your existing portfolio. Try to develop further the relation to find out about the business and toe. How can you help them better or find new customers? Because as a vendor, it will always be struggling with prices. Nothing else is a business resource or a strategic partner. That's where you add value because you have something that customers really want from you. If you're a vendor, they can have from you or from anyone else. If you are a business resource course a physic partner, then you have something that they want from you because in the meantime you feel that something. And even if it was the relation, that's something that they want to note that they want to have stable suppliers, good relationships with understanding of the business, etcetera, etcetera. They want headache free social. And the vendor is not the headache free solution. A vendor is somebody that can be replaced just like this. So move up, move up in the in. The perception of value from your cape is very important. This was it. I hope it makes sense all these tools, awareness tricks and that you can make good use of them in your negotiations. Okay, this was the last of our lessons. And our chapters will just make the rep up in the next one. So say eurozone my back. 15. Wrap up complete: welcome to the rep up off our course. Understand the modern buyer. So these sees what we've been talking about doing this training. So the buyer biggest fear is not about price. About having lowest price is about not having the product, the importance of purchasing and impact on the organization's. We'll talk about that. We have the types of buyers that you can find out there. The emotional, the calculator, the influencer and the technical. And how can you work with each of them? We talk about creating value at the eyes of the buyer and not at your eyes, bringing solutions and improvements to these processes. We talk about the bio tricks, the denial, the delay, the asking, more eating for in the we talked about being prepared is failing. Toby Barry's prepare to fail how important it is to be prepared to anticipate. We talked about how important it is to know your supply position. What do you represent to your customers and how can you move up in the supplier ranking? We spoke about building power and who has the power and how can you carry it power for yourself. And we spoke about the negotiations process and say how important it is to not close toe early. Your options bands that you should explore alternatives. So I hope that you enjoy these course. Um, it's really life because this is something that I come across almost every day or every month in my sales were parole. So I hope it's very useful for you as well. Thank you. Bye bye. See you soon in any other course that I will publish them.