Sales Training: How to Price Your Product or Service and Identify Your Customers' Budget | Patrick Dang | Skillshare

Sales Training: How to Price Your Product or Service and Identify Your Customers' Budget

Patrick Dang, International Sales Trainer

Sales Training: How to Price Your Product or Service and Identify Your Customers' Budget

Patrick Dang, International Sales Trainer

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5 Lessons (29m)
    • 1. Overcoming Fear of Money

    • 2. Land and Expand

    • 3. Asking for the Budget

    • 4. Negotiating Price

    • 5. Next Steps

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About This Class

In this course, we'll go over the best strategies you can use to identify what your potential customers' budget is so you can best price your product or service.

Meet Your Teacher

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Patrick Dang

International Sales Trainer


Hey, it's Patrick here!

Now, I’m on a mission to help everyday people to generate more sales for their business using the most cutting-edge B2B sales strategies.

After a successful sales career in Silicon Valley, I packed two suitcases and booked a one-way ticket to Thailand and started my journey with the aspiration of creating world-class online B2B sales training all while living a digital nomadic lifestyle.

And since then, I’ve traveled to many countries while creating programs training over +30,000 students in over 150 countries.

And over time, it became clear that no matter what country you’re from, what your background is, or whether or not you think you have the talent to sell...I’ve found that sales is a skill anyone can learn... See full profile

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1. Overcoming Fear of Money: Hey, what's going on, guys? So welcome to the section where we're gonna talk about budget now. Budgets gonna come or right after the section where you talk about the person's pain, you get them to tell you everything about their business. So once you get all the pains down, then you earned the right to talk about budget. But before we go into what exactly budget is all about, there's something I want to talk to you about. And that is in a lot of cultures, no matter where you are around the world, people have this fear of talking about money. And for a lot of us out there, the reason why we feel like they're certain negative stigmas towards talking about money is that we were trained by her parents that it's rude to talk about money in general so we don't do it. And, you know, when you talk to somebody about money, a lot of times what happens is either somebody has too much where they're rich or they have too little where they're poor, and there doesn't ever seem to the ah, middle ground between where you have just enough money, and so that's why making conversations about money? It can be very challenging sometimes. Overall, there's this idea that you know money is bad or you shouldn't be talking about money. It's only for corrupt business people. But in reality, when you're doing business with anybody, you have to figure out whether or not they're serious and whether or not they actually have a budget. Otherwise, you might just be wasting your time. So that's why, no matter what negative signals you have towards money, no matter what fears you have about bringing up money or talking about it or being afraid that by bringing it up too early, it might kill the deal. You have to have the courage to figure out if the other person has a budget to purchase whatever you're trying to sell, because if they cannot buy it, you're just completely wasting your time. So it's better to get the budget up front and again. You have to think of sales and money as a very stoic, un emotional aspect of the business. Of course, you want to be empathetic toward the other side where you have to make them feel comfortable enough to want to reveal what their budget is or how much you're willing to spend the same time you have to have the courage to fight your fears and talk about money and talk about the difficult things, even when it's not easy. So now when it comes to actually transitioning from the pain step where you're learning about the customer into the budget step, what you want to do is you want to summarize around 3 to 5 different pains that you talked about and make sure they're going to be the crucial pains. And then once you summarize that, then you can transition into money. And the reason why you want to do it like that is because by bringing up the pains first and then coming up with Hey, maybe there is a solution that's possible. How much are you willing to invest in it? That's when you open up the conversation, a pound money, and you make people feel a lot more comfortable about it because it makes sense in the prospects mind. So now that you have an idea of how to make that transition, I'm gonna show you exactly what to do when you want to ask for somebody's budget in the next section. 2. Land and Expand: So Hey, what's going on, guys? Some of this section we're gonna learn about the land and expand strategy. So when you're asking for somebody's budget, it's not always difficult to sell everything that you have in one go. Sometimes they don't necessarily have the budget to buy everything that you have, even though they may want it. And so now you to figure out what kind of deal you can work out to start small and then slowly grow your accounts right? And so this is the concept of landing and expanding, meaning that you get your foot in the door and you land somewhere, whether it's a small deal or, you know, maybe if you're selling a consulting service that could be a one day consulting. Maybe if you're selling a product or service, it's a free trial. So you land, and then you have a strategy to expand, meaning that used constantly up sell this person. So sometimes the most difficult thing is getting them to buy that first thing, their product or service. And then once you have them as a customer and you provide value and then they love you, it's gonna be a lot easier for you to expand, meaning you're selling more things. And I'll share a few my experiences with the land and expand strategy during my time at Oracle. So at Oracle we had I was selling HR software. Human Human resource is software to enterprise size hospitals, and the thing is, not every hospital wants to buy. Our full suite of human resource is software, which can range from thousands and hundreds of even millions of dollars when he gets to the high level. The challenge that we're faced with is obviously as sales people. We want to sell as much as possible because you get the biggest commission checks, but the same time, not even though customer wants to buy everything. Sometimes you want to test things out. So what we did was instead of focusing on selling the entire big picture, we focused on one thing, and that was a recruiting software. So we said, Hey, how about we get you set up with our recruiting software so that you can get people to apply to different jobs online and makes a lot easier streamlines entire process, and if that works out in the future, we will help you get set up with all our other software, like Pero, and benefits and success management, All these different Softwares that will fall into the HR category, but maybe later down in the future. So when you're thinking about your land expand strategy, what you want to do is you want to focus on that little piece that is most critical for your customers, the one that the challenges are most painful. Find your product or solution that can solve that pain the best. And once you do a good job on the 1st 1 is gonna open up the opportunity for you to expand and do bigger deals with your customers. So another example that say your your your marketing consultant and what you do is you Do you handle other companies paid advertising, right? So if you ask for their entire budget for all media across all different channels like Facebook, instagram, Pinterest, Google ads and all these things that people aren't gonna tell you and they're not gonna give you all their business when they first meet you, so what you want to do in that example, you want to start small, you say, Hey, I'm I do Facebook ads right now is is really hot. The prices are really low. I can help you do your Facebook marketing. And if we get a positive, are oi, we could talk about what it would look like to handle your other businesses, like Google ads and all these other platforms. So you want to start small, do a good job and then expand. So that's everything we have to cover on landing and expanding. 3. Asking for the Budget: Hey, what's going on? Everybody. So now that you've got an idea of how to make that transition from the pain step into the budget step, I'm gonna show you exactly what to say and how to say it when you are asking a potential prospect for their budget. Now, to give you a reminder of what that transition was all about. After you talk about the pain step, what you want to do is you summarize all of the pain and make sure you got everything. And if you haven't got everything yet, go ahead and continue that ping process until you got it all figured out. Then you want to get you want to make sure that you have at least 3 to 5 different critical pains, and then when you have all of that, you go in for the transition so you can talk about money. And again, money is something that a lot of people fear, but not you, because you are going to learn how to overcome your fears of talking about money and getting to the budget. Now the first thing you want to think about is you want to make sure that the prospect has money available, right? So not necessarily how much, quite yet. You just want to make sure that they have some sort of budget set aside for whatever you're selling. So a couple techniques you can use is using a subtle questions which will get into. Or you can use third parties stories. And you want to make sure you make these very contextual meaning that you want to make sure that the questions you ask in the stories you tell ah uses a lot of the information you're gathering during the pain steps so that they have a lot more context. And when it comes to how much someone is spending on their pain, it doesn't have to necessarily be money. It could be turnover or time, meaning, like if somebody is wasting a lot of time on something that's an expense that your solution can solve four. And so by nailing the pain down and it's super important that you really understand their pain emotionally because then what you're gonna do is you're gonna help the prospect put a price on how much they are willing to pay to make their pain go away and again, this is the pain that you brought toe life. This is a pain that maybe they didn't realize they had before. And now you're making it hurt. And when you're transitioning into the budget stuff, you're making them. I want to make the pain go away and you're letting them know that whatever you got gives them that ability to do so. OK, so when you want to discover a prospects pain, here are a couple subtle question examples that you can use. So the 1st 1 is John. Have you thought about how much you need to invest to bring this project back to life? So in that situation, you basically summarize all the pains at then you come in with the transition. You say, John, have you thought about how much you'll need to invest to bring this project back to life? And so it's a very subtle question because it's not saying, like, how much money do you want to invest or how much money do you have to make this happen? And you're just asking, Hey, have you even thought about it and how much it would cost to make it happen? And it's a very subtle way of asking the question. Second example is, Sally, I'm guessing you haven't put aside a budget for this, have you? So in this example, I'm asking a question, and I am strategically making the assumption that they have not put a budget for it where they may or may not, And I'm not exactly sure. So if they do have a budget, Sally will probably say, Oh, well, we actually do have a budget. And it's blah, blah, blah, blah, blah. And if it they don't have a budget, they'll say, Well, yeah, we haven't put together a budget and then I could follow up with Owo. It seems like this is a really big problem. Why haven't you guys set a budget for this yet? So you know, that gives you a little more flexibility with the yes or no. It's very Assumpta, but it works. And 1/3 settle question I'm going to give to you is Jim. Any idea how much resource is? You'll need to figure this out. So in this example, the key phrasing is I'm not using the word money or budget I'm using. The word resource is, and typically when Jim is going to think about that money is probably gonna be the first thing that he thinks about it could be human Resource is or whatever the case is. But it's another subtle way you can ask for somebody's budget. Now let's go into third parties stories and how you can use them to subtly figure out if somebody has budget available. So there are stories. Let's go, John. Usually when I work for companies like yours, they'll usually have a monthly budget set aside for digital marketing. I was curious to know if this was something you already thought about two. So in this example, I'm not asking them directly. Hate what? Your budget, man. I'm just saying, Hey, I you know, I work with a lot of people in the past and they usually have a budget, and that's a really normal. And I was curious to know, if you like them, you have a monthly budget as well. And so by framing it in that way, if John does have a budget, he wants to fit into that category like all the other companies and people like to fit in. And so, by framing your question this way, it's going to allow you to make people a lot more comfortable, and they're gonna be more willing to tell you whether or not they set a budget aside for whatever thing you are selling. So now that we have an understanding of how you can discover if somebody has a budget for you now, let's get into how much budget they actually have. So to discover how much money a prospect has available, we have a couple of different strategies you can use. So whichever one works best with your style and your product in your industry, go ahead and try that out. So and we're going to go through each one so you know exactly how to use them. So there's going to be six different ones ranging third party stories, a combination of ranging and third party stories, historical or future expectation, metaphor and the direct method. So let's go ahead and dive into the 1st 1 Here's I'm going to do it. I'm just gonna go ahead and dive into the example questions, and then I'm gonna analyze what exactly is going on and how you can use it for yourself. So the 1st 1 ranging Hey, Wilson, if you were to behalf heart what you were looking to invest to solve this problem, what would that look like? The other one is, Hebel said. Usually, when we work on a project like this, the total investment is somewhere between 10,000 to 20,000. Do you think you'll be able to invest that amount? So in the first example, I'm giving them a vague range of how much they are willing to invest into the problem. So by saying, Hey, if we were the ballpark, it, you know it allows them to be a little more flexible, so they might say something like 10,000 or 15,000 right? It's a vague estimate, and the thing is, when you're this early in the sale cycle, you don't necessarily know the exact dollar amount they have set aside. You just need to know the range and idea of how much money that they have, so you can make sure that whatever you're selling fits into that price range the 2nd 1 on being a little more specific by saying Typically when we work on projects like this, the ranges between 10,000 or 20,000 do you think you'll be able to invest that amount? So basically, if they say yes, you know they have a budget from 10 to 20,000. If no, you ask why and you figure out what their budget is and when you dive into ranging a little more deeper if they say yeah, we have the budget and then you can ask a follow up question and say, Do you think it's gonna be closer to 20,000 or 10,000? So that's how you can be a little more sneaky when you're trying to get a little more specific on how much budget that they have. Okay, so we're gonna go into third parties stories. Let's go, Sarah. I was working with a client a couple weeks ago who was experiencing the exact same challenges you were, and they were committed to taking care of this problem. They invested close to $10,000 to have us take care of that challenge. Would you invest as much as $10,000 if you felt confident we could help you here. So in this example, I'm using 1/3 party story, a past client who I charge close to $10,000 for And I'm asking the prospect that if they are similar to this other person, would they be able to invest $10,000? Either you're going to get a yes or no? If Yes, great. You got a budget of $10,000. If no, you want to ask why, and then you'll get to the bottom of where their budget actually sits. So again, third party stories is another subtle way to find out someone's budget. So now we're gonna show you a combination between using the first technique ranging and combined you with the second technique third party stories. And I'm gonna show you how to effectively put them together to come up with a powerful way to figure out somebody's budget. Let's dive in. Hey, Jimmy, I appreciate you telling me you can't review your budget for obvious reasons, but maybe you can help me out so we don't waste each other's time here. Typically, when we work on projects like this, the clients investment usually falls around 10,000 to 20,000. Which end of the range would we focus on or is this over before it even started? So let's dissect this a little bit. What I'm doing is the third party story where I mentioning that my past client falls around 30,000 right? By mentioning the past client and then giving the range of 10,000 to 20,000 I'm effectively using third party stories and ranging at the same time. So by using the question, which end of that range should be focused on, either this person is going to say the $20,000 range or the $10,000 range, and in which case you have, ah, vague idea of what their budget is. But the last question I put in or is it over before even started. So I'm basically negative countering this person. I'm doing the opposite of what people expect again refer to the counter and negative counter section of this course, and basically, I'm saying, or is it over right? And as a sales person or entrepreneur, by having the guts to say that, or is it over before even started, you negative counter them, too. Push him negative and they're going to come back positive and they might say something like , Oh, no, it's not over. We definitely can fall into the $20,000 range. And if when you get that number boom, you moving on to the next section of the sales process. So again, this is how you effectively use ranging and third party stories in a combination strategy with a negative counter at the end. Again, it's getting a lot more complex. But once you learn all the fundamentals, you're gonna be able to put these together easily. So let's go ahead and move onto the next one. So this one, we're going to use a historical or future expectations. So let's see what that looks like. Hatim. Last time you overhauled your entire system, what size of investment were you looking at? Do you expect to spend more or less this time around? So in this example, by collecting information in the pain process, I knew that Tim overhauled his entire system in the past, so that means he had to had some type of budget to make that happen before. So when I say historical future expectation, I'm using a pass reference to determine what the future spend might look like. And so, by mentioning the past and then asking him what size investment are you looking at now on? Do you expect to spend more or less basically framing the question so that he either says more or less? And then he gives me how much he spent last time and so I can price my product around whatever he priced around, more or less, depending on what he tells me. So you're collecting a lot of information with this question. And if you do it correctly, is going to be a gold mine because you can price your product basically on whatever your prospect tells you, and you make your product fit into that. Now we're gonna go into a metaphor example. Here we go. And Jonathan, when you're thinking about a budget for this project, are you thinking of literally college level or the major leagues? And then the following question is, what do you consider a Little League amount if they were to choose little league? Okay, so let's dissect this by using a metaphor like Little League, college level or Major league. It basically means small, medium or large, and by doing this in a metaphoric way, it makes it. If someone's not willing to review their budget and you kind of put it in this perspective , they might just openly say, Oh, no, we are a literally we're not. We're looking to spend that much, right. So that's the first step. You get an idea of how much you're looking to spend. Then once they say little League, the follow up question is, Well, what do you consider a Little League amount? So basically, by getting them out of the person to use the word literally, you earn the right to ask a question on defining what little league is again. You didn't define what the's leagues are. You basically just framed the question in that way, they're forced to give you a number of what Little League is. And then you're gonna get your budget. Okay, nice one. Now, this is gonna be the last one. This is when you're a little more direct and maybe and I'm gonna give you an example where the prospect it doesn't like you, and it's not interested in what you have. And this is how you're gonna directly ask them for the budget to make sure you're not wasting your time. Hates on. I get a feeling that you've been burned in the past by revealing your budget to a sales person before. Is that accurate? So if they say yes, then you say, I appreciate you telling me that. Is there something I said that made you feel the same thing? So before we go into next one, let's dissect that. So I'm basically if this person's very hesitant to give budget. Obviously in the past, there's something that happened that made him very skeptic. Go of anyone who's trying to sell in something. So what you want to do is if you feel that you want to call it out, that's gonna be a golden rule. If you feel something weird in the room or weird in a meeting, call it out, have the courage to call it out and address it head on. So by saying the 1st 1 I get the feeling that you've been burned in the past four system in the yes or no situation. So if he says yes, you want a first soften the statement by saying, and again, this is referring to the past techniques that we learned and passed softening statement, which is I appreciate you telling me that right acknowledge that you are listening, then you want to come back with a question, and this is actually a negative counter question because it is the opposite of what people expect so by, Instead of blaming something in the past or looking externally, what you want to do is put the blame on yourself and make sure that you are not the problem in this sales process. So I'm saying, Is there something I said that made you feel the same thing, right? That's a very courageous thing. Do because the person might say, Yes, you are being a sales person and you're being sneaky and I hate you. They you know, depending on what you're doing, they might say something negative towards you. And so, as a professional seller, you have to be able to stomach that, analyze it and improved, because by them giving you that honest feedback, it's an opportunity for you to grow. So what happens when they say no? So s so. If it's a know what you want to do is you want to negative counter them. You want to put the blame on yourself, mean you want to take responsibility even though it's not your fault. Even asked questions. Here's how it's gonna look. I must have said something that made you feel like you can't trust me or I would take advantage of that information. If that's how you feel, Tom, maybe we should stop here. It might be too difficult to do business with someone you don't trust. What should we do now? So again, I'm negative countering this person. What typical sales people do is they will just try to sell their product and, like, you know, do some sleazy sales techniques and said, What we're gonna do is we're gonna take responsibility and make kind of make the assumption that maybe it's something that we did. Because in reality, as the sales person, you always have the power to make a better sale situation. So you could always put the responsibility on yourself inauthentic way. And so once you do that, you know, you just want to say, Hey, maybe we maybe we should stop here again. Negative counter, because it might be too difficult to be do business with some you don't trust, right? So by saying, Hey, you're not giving me your budget, you obviously don't trust me, So maybe we shouldn't even do business together. Right? So you negative counter them, you push them on the negative side, they're gonna come back positive because their laws of physics states that what is in motion stays in motion by pushing them negative. It's going to swing back the other way on the pendulum to hit the positive side. And so they're going to say, Hey, it's not like I don't trust you. It's just that blah, blah, blah, blah, blah, blah, blah. Then you get the truth, the truth of why they're not telling you the budget, and then you have a better shot of actually getting it. And by asking that question of what should we do now, rather than making an assumption or forcing it to go in any certain direction? When you ask somebody what they should do now it forces them to think of a solution because a lot of times you may not have the answers for everything, and it might be a situation you just don't don't know how to deal with, And so by asking them what they want to do, basically, they're going to solve that problem for you. And so that's how you're gonna handle somebody in the direct away where maybe they're not willing to give you their budget right off the bat. And so those are gonna be all of the examples on how you can first discover someone's budget and then how you can figure out exactly what that budget looks like. And again, depending on your sale style, your product or industry, you know, you want to use different strategies that fit best for you. And again, you don't have to use every single one. Find the one that works best try it out, see if it works. If it doesn't try another one. And again, you know, these aren't magic formulas. You know, you have to practice, practice, practice and once you practice a lot, you're going to get an idea of what works best for you, and then you're on your way. 4. Negotiating Price: all right, What's up, guys? So this is one of the most interesting topics when it comes to budget, and it's also going to be where a lot of people are going to need some help. And it's going to be all about negotiating. Price. The subject of negotiating itself can be an entire course. But for the sake of this course, I'm gonna focus on the gems. The things that you could apply immediately is gonna get you the price that you want. And it's gonna make sure that you aren't going to get ripped off when you are doing your deals. Here's the thing about Price. Nobody wants to feel like they got ripped off and everybody wants to fuel like they got a good deal. So, for example, when's the last time you bought, like, a consumer product and then you got a really good deal on it? And if he was really good to tell all your friends about how much money you saved, But if the opposite situation, if you overpaid for something and somebody brings it up, it hurts a lot. So the money itself. This is something you should really pay attention to the dollar amount that you actually pay is not very relevant. It's more about the perception of how much money you're saving or how much money or how great of a deal you aren't getting again. It's not the dollar amount. It's the feeling, the emotional feeling of getting a deal when it comes to negotiations. Here's how you want to play things out. You want to make the other person always feel like they're getting you a deal, and you want to make it look like you are not getting the best deal. The more illusion of a bad deal, you're getting the better deal they're getting. So let's go ahead and dive into a real example of what this would look like. So let's say you are selling a consulting service and for you personally, you want $15,000 for that month. Okay, $15,000. And so when you are talking to a potential customer, you figure out what their budget is, and they say something like 10 to $20,000 right? So what you want to do is you want to start at the higher bracket again. You don't want to start at the price that you are asking for because people always, always, always will try to bring your price down. So you have to plan ahead of time. So if you want $15,000 what you want to do is you want to ask for $20,000 or $25,000 right ? Because you know, for fact, people are gonna ask you for a good price. If you want $15,000 you want to anchor them at $25,000 Right? Anchoring is just setting where your conversation takes place. So you say, Hey, John on. So for typically when I'm working with clients who have this similar problem my price that I you that the price of the usually invest for my services is $25,000. So initially, there the deals not over, because they falls with kind of within the price range that they gave you. But then it's a little higher, right? And they're gonna come back with how well 25,000 is way out of my budget. I was looking for something a little cheaper. Then you say, Well, what exactly were you looking for? And then they're going to say something like, I wanted $10,000 right? So they're gonna lowball you. They always do that. But what you want to do now is you want to struggle, right? And so you want to make it seem very difficult for you to lower your price. And if you do lower your price rather than always giving up money and like you know, they go high, you go low, they go high, you go low until you find something in the middle. What you want to try first is try to give them something that's not money in return for a higher price. So if you say if you say $25,000 they say they want $10,000 when you're at the 25 you say, Well, I don't know if I can do $10,000. You know, that's way different from what I was thinking. But, you know, something I've worked out in the past is if you know, especially since I'm doing consulting service. If we do a contract where it's a yearly contract, I can push this down all the way to $22,000 per month. Ah, but then we have to go about the yearly basis. Does that work for you? So by doing that, rather than doing a one time deal of a consulting fee, you could lower your price and in return, offer them a contingency where they have to do a yearly agreement, Right? So that's like saying, Hey, you want a lower price? I want a high price. I'll give you a lower price if we do a longer term contract. So again, you want to give them things that aren't necessarily dollars initially. So you're basically trading. You're you're lowering your price, but then you're getting your yearly contracts. On the end, you win a lot more bigger. Other things you can do is you can add on other products or services for free, to try to keep that price as high as you can. But in the event that they don't want any of your free things, they don't care about your offers. They're just focused on price than then it's OK to go lower and they're gonna go hires until you meet in the middle, right? So you say OK, I don't know about 10,000 but I could do 22,000. They say I don't know if I can do that. I'll do 12,000 and then you go. 20,000 they go 14 and then you go 17 they go. 15 you go. 16 they go 16. So, you know, when you guys are nearing down the price that fits in between what two people want, you're gonna get to, let's say, $16,000 which is 1000 more dollars in that 15,000 that you initially wanted. So they're gonna walk away thinking, Wow, this guy charged me $25,000. Initially, I got him $9000 cheaper. I got such a great deal. In reality, you ready planned that this person was going to do that anyway. So by angling them high, letting them push you down low, you're going to get to the point where you're probably gonna feel that the price is fair for the work that you're gonna be giving them. So in the illusion that you're creating is your you want to give this person the feeling that they are getting a good price, and you have to have a courage to anger them high so that when they push you lower than you know. You're gonna get the price that you actually want. You're gonna walk away happy. So to re summarize everything you want to anger them high. And if you lower your price, try to get something in return, like a yearly contract or if you can keep your price high. But give them something else, like free consulting services or free products that keep her price high. And if in the cases they don't care about those things, keep lowering your price and they keep increasing their price until you meet in the middle . But know that because you angered them high, you're going to get the price that you want. So that's everything we got to cover on negotiations and let's move on to the next section . 5. Next Steps: Now, if you're getting any value out of these courses, make sure to leave a positive review. Sharing your experiences. I read every single review, and I really do appreciate your feedback. And if you want to see more videos like this, make sure to follow me on skill share so you could be notified on when I release my latest courses.