Sales skills - How to sell value instead of price | Amaro Araujo | Skillshare

Playback Speed

  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x

Sales skills - How to sell value instead of price

teacher avatar Amaro Araujo, International Sales Key Account Manager

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

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

10 Lessons (49m)
    • 1. Promotion video

    • 2. Intro & lessons

    • 3. What is value

    • 4. Levels of perceived value remastered

    • 5. Concept of value selling remastered

    • 6. Value selling falls short remastered

    • 7. Value exchange remastered

    • 8. Presenting the solution remastered

    • 9. Sales approaches remastered

    • 10. Wrap up

  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.





About This Class


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 course dissects the two sides of the balance, Price and value, to leverage your skills as sales manager.

Price being the financial reward for your product or service and value what your customer believes it is worth for them.

Find or leverage your unique value propositions.

Understand the concept of value and shift your discussions towards value instead of pure price.

In this course you'll see practical examples, differentiators and how you can leverage your products or services to move from a "Vending" position to a "strategic partner" position.

Customers will always push you to price discussions. Your role is to manage that diversion. In this course you'll have the insights and tool on how to do that.

This training is a masterclass on the topic and will help you on your commercial role: sales negotiation and closing deals.

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 sales test and business cases, see the class project part to help you practicing and prepare for real case scenarios or job interviews.

Meet Your Teacher

Teacher Profile Image

Amaro Araujo

International Sales Key Account Manager


Class Ratings

Expectations Met?
  • Exceeded!
  • Yes
  • Somewhat
  • Not really
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.


1. Promotion video: Hello. Welcome to this course selling value instead of price, where you will learn how to step away from those difficult and very frustrating discussions , all the run pricing and to focus on improving your margins, adding value to your customers. My name is a modern version of an international key account manager. I've been in sales for more than 20 years. I had my own sales office and I've worked for some of the world's top companies, like for shit. So he nails or shell. I managed customers from very different industry segments. Companies like Michelin, Donna or Beak have close deals ranging from the small 50 case party. Oh, the multi 1,000,000 multi yearly contracts. I'm also the author of this book. Sales is my passion, where I share some of the best practices off my activity. Value selling is one of those best practices that I want to share with you. I designed this course for all those willing to improve their margins by adding more value to their businesses and to their customers and stepping away from that image off the lowest pricing provider. By the end of this course, you will be able to understand the difference between value and price at the eyes of the customer and how, by exploring the value you will add up to your business and to your customers. In this course, you will see the different aspect around value around pricing. I built this course tackling the different expects around value pricing and positioning. These method allows you to understand the value concept and how cursed must talk about price. But they think about value. I'll also explain you why sometimes value selling doesn't work. The course is almost all video based, which a lot of explanations I'm always with you along the way, explaining and going through all points. This is, uh, these are real life scenarios is another script. In the end of its chapter, I will have a kind of a summary so that the most important parts remain with you. The ideal student for this course is anyone in sales struggling with their margins, struggling with their business, tired off having daily weekly or monthly pricing discussions. No particular requirements besides that unopened mindset and a willingness to leverage your sales rep role. I hope it sounds exciting, and I look forward to see you soon in the course 2. Intro & lessons: Hello. A mother Rosa here. Welcome again to the selling value. Instead of pricing course in this lesson, I will explain you how the curse is structured. What is discounting? What is the former? What can we expect out of it? And if there are any other tasks that you have to feel feel so coming me join me and the and hope it meets your expectations. And here we have the five lessons that I have in this course. As you can see, everything goes around value. We go through the steps of the process. What is value levels are perceived Value concept. How can you apply it? Why does he fell short? We will cover these topics of the very pragmatic way. Okay, All the lessons are video based. I'll be always you explaining and going through all the points that you have in this course . So you're never alone. You're never left alone, which, with a script or which documents to read. This is real life. Now you again. And ah, I have also in Gent some quiz and some tests not toe test your knowledge, but just toe make you aware off different situations and to make it practice because, like anything else, it's all about consistent practice. At the end of the its chapter, I'm gonna have a rep up so that the most important stick with you and we'll have also some extra documents in that extra stuff that you can carry your rent and study further. I hope it some just exciting. I hope it sounds exciting. And I'm really looking forward to share these parts of the of the role of a sales manager of sales rep toe explore and to bring value toe their company and to their customers. See you soon. 3. What is value: Hello. So I'm a Rusia here and here we go to our first chapter. What is value? What is value? What is value to you? What is Value Trio customers? What is the difference between valuable price? Is it the same thing? There's something that costs five euros has really value of five years for everyone. Think about it for a minute. That's then jump into the first our first ah, set of ideas. So let's see these example. Um, you have these BMW and you have these key a car. They are both comfortable. They both will take you to the desired destination with comfort safety. But one is more expensive than the other, maybe three times more. Not a little bit of a few bucks three times more. And the question is, why is that? Is it really costs? Is that related to ah toe performance that related toe? Any future special feature? Or why is that? As you can see here on the slide, BMW doesn't need to lower their prices. BMW has a reputation as a brand, and people that go to buy a BMW. They know that they will pay expensive than other friends. Having a car placed on the same segment. But when this is considered luxury and the other one, not even if these G forces for US denizen for general standards maybe consider luxury. But the position of key is not in the luxury segment, and therefore they cannot afford to put it at the same price level as BMW or Mercedes or Audi. And this is the basic off value. Value is not about the price that you pay is about the value that you give to what you pay , the value of the branding of the status of the reputation of the safety off, the even if psychological safety or it's something that's you embed it. So this is kind of a human natural behavior, and buyers and sellers they do have it as well. Most of the times we're not aware of it. We just go which out? Almost automatic pilots. But this is the idea of value. It's how much high were you willing to pay for what you want, right? So the next one, let's take an example about maybe stuff. Of course, we are all very concerned about the safety and the elf of our babies that's a priority. That's a top priority. And therefore we tend toe to think that paying more expensive will relieve us somehow that feeling that we are doing the best we can for our kids. But does it translates in something objective, not necessary? You have here a good example that it's many, many, many times it did. It is played in our mindset, so okay, that's nice to know. So how do buyers look at value? There are different aspects that can play a role here, and it's not only the price. The price should be the last thing that you should discuss with your customers. It should be around. How can I talk and I improve their costs? How can they improve their processes? How can they reduce complexity? How can you add and the extra feature? How can you simplify all of these things? They often cannot be translated to immediately on their hands. Tens of pricing. How much would you price that? And that's where you needs to explore all these areas. And that's where you can instead off going to a simple price discussion. 1000. Then you can say no. It's 1200 Because of this, this and this. And you don't need to go to a cost breakdown. Don't do it. The more you're going into cost breakdown, the more the customer will challenge you. A But these costs. I found out that they're not sick, so don't do it. The package. This is it. So think about it. Think about it. Think about how can you use these approach with your customers? Where are you? Leg and the hand. What are you missing so far? Value, not press. Even if the Cosmo always use the word pricing, change it. And instead of saying, hey, my offer ease or my prices I said Okay. This is the value of our offer. Six changed the world in itself as a different meaning as a different. A reasoning in their minds. In your mind. Whenever you talk and think about price, you always think about struggle here. Always think about challenging whenever you think about the value. If you're confident you feel more in powered, do you have a longer discussion having the right arguments? So there are a couple of off benefits for the virus. Ah, which this approach and, uh but you need to be careful. Do your homework. Tackle issues that can be tackled don't come around with solutions for things or for problems that they don't have. Don't come around complexity for things where they need simplicity. So it's crucial that beforehand. You know, you understand your customer wants needs and struggles no, where you can make a difference. This is crucial, and if it turns out that you cannot make a difference, it's any point. Think it over. Is it really so? Maybe some other area. Maybe the payment terms, maybe with a discount in terms of volume. Worried. But think it over. Try to find out something. Find out. Know your customers probably know your customers properly, not assume, even if it's a government that you are handling for already. Sometime. Try to understand their struggles. Try to understand their teacups. Don't listen only to the vire. Try to talk to other people in the organization toe. Understand? Where can you help them out? And don't try to help them out in areas that they don't need, because by as we don't like won't like it, so be structured. Find out where you can make a difference come up with possible solutions and come up with proposals that are value driven and not price. Doing. What you need to watch out is don't come with solutions that Kozma don't need. Don't come with the wrong approach. Stroller solutions. If customers are willing for simplicity, don't come with complex complexity. And don't try to just bring some air. The discussion meaning Bring riel arguments. Don't try just to fool around your customers. They are not stupid. They will understand that you are trying to wear to sell. I run for gold that as long as you have some arguments there, you can discuss, and that's where you have to work. Okay, this is the end of the first chapter. What is value? What is value for you? Think about it. Start with yourself. What is value for you? How much? What is the price of your car and what is the value? Maybe you have an old car, but for your value is higher because it's still running. It takes you for every wherever you need to go. It's still comfortable, so value and price are different things. Try to separate them. Okay, good and see you in the next chapter 4. Levels of perceived value remastered: Okay, this is welcome back. This is the second chapter of all, of course, selling value instead of price. And in this chapter, we're talking about the levels off perceived failure because value it doesn't have are we don't have the same perception. Each one of us have a different perception off what an item is worth. So let's take a look at it here. I tried toe to explain the three basic value levels that, um by your saving their minds. He was a supplier who you have three different positionings. Let's say it. You are a vendor. You are a problem, Silver or you are strategic resource. And what's the difference between the three of them If the discussion and goes only around pricing You are a simple vendor. Customer calls you, ask you the price, you provide them the price Christmas ends of the order or nuts. But here you're not heading any value. You're just okay, an interface. But you're not doing exactly the role of a sales rep that should be negotiating and adding ah to the business of your customers into the business of your company. You could simply have what kind of ah online pricing lists that the Kozma could see order directly. So if you're placed on this level, or it's that level of a vendor, you are a risk. You're three for several reasons. First of all, if you're more expensive, the buyer will go to some other. Supply your interest because maybe today yourself and tomorrow we want so you don't have any relevant differentiator and your business. We will always be runt based on the lowest price, and this is not what you want for sure. So move up, move up in the scale and become a least a problem sober or business resource if you have some future, if you have some aspect that you can offer to your customers that they cannot have with other suppliers there you make a difference. And then the discussion is not only about price, then, even if you're more expensive, the custom will buy from you. Maybe not the major quantity, but you'll be in the game, and this is a really good place to start. And that's why it is crucial to understand customer business, to know where to tackle where toe to toe where toe and grab your customers from Put your feet on the door, and if you look further, you can become a so tragic resource or strategic partner. And here the higher you go, the less and less relevant the pricing discussion becomes. Of course, we'll talk about price. Of course, everybody, in the end, we have to pay a price. But then it surprised at this base on the relation that you build with your customers. And that's due to the fact that you are able to propose solutions. Alternatives visions to your customer so the pricing becomes less unless the major point of discussion. But it's how you jointly can work. How you jointly can can work on solutions, new products, new futures improvements, whatever. So this is how you can improve your business is moving away from a vendor position to a strategic partner position. And of course, you cannot do that. This with all your customers, you have to choose them. You have to be. You be well aware off what they mean to you. What do you mean to them? What the real intentions off one and the other toe make a balance in your portfolio. Not all customers will be a strategic partner that for sure, but at least you should be the one deciding. OK, so this is important is to you cannot use the same approach in same solution in the same, even the same speech toe all customers because all of them will have different requirements . Be aware of it important as well to know and to understand if you are selling value or if you are selling a costless solution. If you read it, it's like you can understand what's the difference between Win one and the other? And again, it's very important to know which customers will be more interested in costless and which customers will be interested in value. Those two solutions doesn't apply to all customers. This is always crucial to understand each customer. It's situation, it's solution. So as a rep up, it's important to know to understand what value means to which of your customers what do they value and how much do they value It don't come around with some item feature whatsoever, and I think that it will be with X or why you're said. First, check with your customers if it's of their interest and how much is a year did their interest so segregate? That's important. Each customer, its solution. That's one thing. Find out if they are really looking for value or if they are looking for cost plus, depending on their business. Try to match or try to techo. They're hiccups. The problems. Try to tackle their issues or try toe to improve their systems. Try to properly define your proposal. Is that the cost? Bless is it the value base offer and don't mix things up. If you need it, just start over again the chapter and try toe toe. Understand what are areas that you should be aware off to not exasperate your customers will. And if he is not really at all to talk about the value or to talk about anything else, don't waste your time. Move on past to another customer. Good to see you in the next chapter. 5. Concept of value selling remastered: welcome back to our course selling value instead of price in this chapter will talk about the concept of value Celic. But what it is about, How can you use it? Really? So far, we had the notions about the value selling we had the relevance off using value sailing instead of pricing discussions. That what? How can you put it in practice? How does it work? Let's let's dig deeper on this, Okay? So value sailing is, of course, a sales technique. It's important, even if it's not here mentioned that the the open relation with your customers building up a good relationship in an open relationship is very important. Toe have this approach if your customers not very open. If you don't have a very good relation, or if you just have a very formal relation, it's gonna be tough techo value selling approach because you need in order to tackle value selling, you need to know their business. You need to know their hurdles. You need to know how they work. What are the customers, what other struggles so that you can come up which value proposals. So value selling is, of course, detaching yourself from competition and from the very frustrating pricing discussions you look around the notes that we have year, you understand it, and I'm sure that your eight with your day to day business. Then the question arises. But how much is it value? How much can I velvet? How much will the customer various? One thing important very mind is you have to think from your customer perspective. First of all, how much would he value this or that feature? And of course you can. You can leverage on that afterwards. But the importance if you look out at the picture here is that value can push price. And maybe you're being is something that is not very valuable at your eyes or doesn't mean a big cross for you that can have a major impact on the end price. So don't sell only on price. Tried to find something else toe base. Your proposals tried to find something to hold onto, to explore, and for this it's very important that customers recognised their struggles, recognize their areas that they want to improve or recognize some of their hurdles. So you need to ask questions you need toe. First of all, prepare yourself. Come along with a good setting of questions, or be very attentive when you talk to your customers and won't listen only to what they say . But try to understand what it is written between the lines and don't listen only to the buyer. If you are able to talkto anyone else in the organization, try to understand or tried together information that the by is not passing. This is really, really important. Many times the buyer is a gatekeeper. Just tells you what he wants, just tells you what he wants you to wear to know. And it's hiding information for you because he knows information is power and with information, you can explore areas that he would not like toe be to see your export. So asking the value selling questions is really, really important on the stand. Your cross minutes build up relation. Check opportunities anticipate This is really a good good points anticipate. Anticipate what might be the reluctance of your customer. What's might be the reason that they will not want or accept this or that situation. Anticipate and ask and listen. Listen, listen. Always listening. Very attentive. Hope this makes sense again. If something isn't very clear. You can go back and see again how all these fits together. Another set of examples off how to structure these value selling questions It's not about It's not about, ah, putting the customer against wall. It's not about threatening, It's not about, um, showing off. Remember, if you want to become the strategic partner, is about building up, building up from the relation, building up trust and having a shared vision that you're both companies want to work together. Share vision is extremely important because then you know that's a customer that's not only for one shot or for a short period, but for longer periods. They see you as a solution provider, and that's extreme important customers. Of course, in the end, they need to pay invoices, and they will have to wear to have a price. That's common sense. But the key point year he's the report. Interest is crucial in a long term business relationship is really personal, but we're talking here about business 6. Value selling falls short remastered: welcome back to our course sailing value instead of price. And in this chapter, we will see why value selling falls short. Why? Values selling doesn't work as it was expected. Or ah, why you tried it. And it was a completely flop. Okay, these are some of the reasons why value selling. It doesn't work. Um, take a rid of it and let me just to explain it. As I already told you. It's if you see it's all part of the preparation. If you see that the customer is not willing at all to have this discussion, then you're wasting your time. You're targeting the wrong customer. So it's important that you targets customers that that open, that you have built a relation, which and that's are willing to listen to your proposals to your solutions were alternatives. If you just decide toward to a new cast men's get, then tell him Hey, I have a good value proposition for you. You can just put you out of the door. Or you can just ask you, what do you know about my business? And if you're not prepared, if you don't know their business enough, how can you bring a value proposition on the table, so don't use. It's just to show off that you are a very experienced sales rep. Use these knowing when and how to use it. So these are some of the reason that it falls short. You're targeting the wrong customer. You're not prepared or you're coming with the wrong approach by other hands. Yes, of course, depending on your market, there are customers that are solely price driven, and that's fine. But again, don't waste energy and time with customers nets. It's not worth exploring. These are some other reasons why it doesn't fly, so there are time pressures. The relationship is not optimal with the buyer has a different agenda, but always very mind. Always very much. At least try to have the discussion tried to have these understanding, even if your offer or your proposal for your approach didn't succeed. Try to understand why and tried to understand how he's your customer tackling their purchasing. Try to understand where could you make a difference? Where did you fall short? It's really important toe have this feedback for the next discussion runs. Don't just turn your back on the loss of the you'll turn your back and go home. No, no. When you have objections or rejections, it's really important to understand. What have you missed? What have you missed? Why didn't you got the deal? What could you have done different? And these are some things that you need to very much here on the chart. Preparation is key part of the process. This is really, really important. If you look at these situations, you understand that it's not a technique that you can use with all customers. You have to be selective, so key takeaways from this chapter are tied at Your customers have a well defined portfolio , which customers are important for you to grow, or do you want to grow with them? It's a balance that you need to wear to define as well from those that you want to target. How good is the relationship? How is your knowledge about their business? It's really important that you have these before you move to a value Sally, a value selling proposition. You cannot go to a customer, and this is the man. Take away. Don't go to a customer that you don't know very well that they don't have a very good relationship telling them. Hey, I have a very good value proposition for you if you don't know their business. If you don't know them, how can you come up with the value proposition for them? You don't know what value means for them. Find out what value is. That's most of the times why these valuable position doesn't fly. You don't know what value means for them. Okay, See you in the next chapter. 7. Value exchange remastered: welcome back to another chapter of our course sailing value instead of price. Here we talk about value exchange. So when things get stuck, what can you do toe unblocked them? This is important as many times, of course, when you come with proposals which value selling approach, customers will challenge you and we'll ask you for the details. We'll, uh, we'll want more information and or we just simply show indifference. And this is where you need to jump in and and look your situation. This is what we called normal bag inning or trading process in the sales process. Um, it's important to know that if you arrived here, it means that Guzman is interested. So if the guys miss interest read, what you have to do is to find out what is blocking the situation and how can you trade or what Can you treat another two, get it done? The concessions process? There are sales reps. They don't like to call it concessions because concessions has a negative perception. It seems that you are giving away something, and it's important to know here you should not eat away something. You should trade something. If you give this. You should be in exchange of debt. If you give a discount or a reduction, he should be in exchange off more volume or bigger quantities or less service. So try toe put concessions under the the perception off trading for something and beforehand tried to find out what concessions concessions could you use and at what level and rank them according toa what they my represent to the customers, not for yourself. For instance, if the discounts would be something that they would appreciate a lot and for you doesn't mean a big cost. Put them on number one. And it's also important that you know all the concessions that you could use. But don't ever use them all. Max, too. Three. Don't don't to go around and go one after the other. This is not the way it should be played at all. Ideally, one one conception off. Exchange off, unblocking a situation, then move forward. Close the deal. Don't go. Hey, let's try this one. Let's try that one. That's I didn't know. That's not how a sales rep shoot work. You should as well do it on a very effective way. And whenever you're making a concession again, you should expect, or you should try to make it understand to the buyer. Let the shoot give a step forward as well. Part of the what we called the receipt Prasit e Influence and persuasion. You make a step. They are expected to make a step towards your direction. If things got emotional, try to stop a bit and touch yourself from that emotion. Focus on the problem. Focus on the issues, not on people. It's not about them. It's not about you against them. Forget positions. It's not about your being. Writing is being wrong. Remember, you are here to close a deal, so he's to close a deal. You might eventually have to admit that he's right. Even if you think he's wrong, so be it. What's the point? What are you winning by standing in your position that you're right and he's wrong. So focus on the problem. Not on people, not on positions. This is very important. So just to wrap up this chapter value exchange should be used to unblock situations. You shouldn't use value action just toe to show your goodwill unless you need it. And unless if it was part off the your proposal in your solutions. Um then they should be explained differently. Here we are in the process after the proposal presentation where the situation got blocked . Where you don't see the customer taking a decision. Then you ask them open. You okay? What's what? There's a restraining from from take decision. They will come up with two or three things and then you tackle them to tackle them one by one. And you try to exchange something. Okay. If I give you this, then we could go there. Or if you give me this, then I could do that. So use your concessions by instalments. Not all in one. Go one by one. But don't use a lot. Try to restrain them toe 12 max threes or went too much. And always exchanging something for something if it be exchanging for the unblock of the situation. Okay, then I can give you a rebate if we get this volume than we have a deal. So fruits the situation always in the terms off going to an end. Don't keep it ongoing. Discussion needs to end at some point. And this is the role of the concessions or develop action is to tackle block situations and to goto a deal. Okay, I hope that makes sense. Let's go to the next one. 8. Presenting the solution remastered: Hello. Welcome back to our course selling value vests. Price. Presenting the solution. This is a very short chapter that it's important for you to very mind how to structure the solution and its presentation. So do not do it too early to do it along the way, but which all the elements in your hands. So there are different phases toe come up with a solution. We have the exploration face, where their discussions and where you find out what customers really wants and needs. Then you're summarizes solution and to check if it meets the customer requirements. And then if it's really what doesn't expects, then you can find finally present the solution so we can reach an agreement. This is the standard process. It's important that you don't come up with prizes and with terms and Teoh, you are sure toe understand customer riel wants and needs toe understand what they expect from you. Tacko because otherwise we would not be talking here, but value discussion that said red setter. Um, if you're talking about adding value and value solutions, you need to know where that value will be. Edit at customer eyes so very much what I have in this light, it's very important. And then when you present the solution and when you reach an agreement, the specific be clear and tried toe nail down What does the costs of the problem represents ? What is the value of solution? So this is just toe. Ensure the customer that is going for the right solution and to wear to motivate him. Do we go for a fast decision? You think they're unclear along the way, one of the other. The customer will keep on delaying his decision. So the best and the better structure your your solution proposal the festive The customer will reach a decision. Okay, as a rep Rob, when you when you reach the moment the presentation of a solution, it's very important that all discussions, all the hurdles, all the question marks are tackled. When you reach the moments of presenting a solution, you must be very clear. What are the costs that to attack cutting? What is the value that you are adding? What is the structure of your offer? Timely money. This is the moment so that the customer is hold elements to make a fast decision and then completes solution proposal we lead to further and further discussions will erode Your energy will delay the process. And it's not beneficial. Not for you, not for the customer. So when you reach the moment off the solution presentation the which very, very, very clearly and don't come up with a solution presentation along the way. Because that's not the point. It's not adding anything to anyone even if the customer ask you in the middle of the way. Hey, can you already first find out? What are you tackling? How are you tackling and what can be the social? This is your problem. This is what I propose. This is my alternatives. And these are my terms. And this is my value with the value of my proposition. And then you can shake hands. Okay, Good. See you in the next chapter. 9. Sales approaches remastered: Hello, Welcome toe. Our last lesson. It's a kind of a bundles listen, of our course selling value investors price. And here we have four different sales negotiation approaches. There's no right or wrong on do there. Just awareness for you off. How can you position yourself or how the customers put yourself against? And, ah, these are the four typical approaches that we see in the markets or you are competitive or avoiding, accommodating or compromising. You are one of the others, and or you might make me depending on on your portfolio. You might be in different positions. Of course, do if there's an ideal sales. A typical sales approach will be the compromising where buyers and sellers tried toe give a step forward in other toe toe mitt. Each other expectations eso. This is normally where it falls under the value exchange and, um, and it's also where value propositions are commonly used when you were competing. If you are just fighting for for a few cents of your price, when you are avoiding, each part is stepping away. When you are accommodating, you know that you're not making sufficient money, but that's what it is. The ideal world is a compromising world. But for these, of course, there is homework. There is, ah, relationship building. There is, um, there's a constructive work there is stepping away from Vander Positioning Toe a strategic partner. Ideally, it's important for you to heavy much the typical approaches and for you to to a swell to define within your portfolio because within your portfolio, for sure, you're gonna have a different kind of customers. And some of them probably will be customers that will be very important mystic and it's it's OK as long as you know it. And this do as long as you balance you put for you having all different kinds of customers that you can play around according to your needs. Okay, I hope this makes sense when you talk about these four typical sales approaches and smart kind of awareness, and also for you to think about where you stand and where you want to be with regards to each of your customers. Of course, the last one is the one that ah is Ideally, it shows that you have a relationship with your customers and it shows that you are exploring. It can be very normal that you have customers that you just want to price once in a while. Very, very competitively. Just toe find where competition is whatsoever. So there's no right or wrong. These are just for typical sets approach. Yeah, Thank you. 10. Wrap up: So here we are in the end of our course, and this is the rep up off all the chapters and lessons. These are the main take aways. The things that you need toe very mind value. What is value? How much is your product worth? At the eyes of the customer, the levels are precede value. What are you to your customers or a vendor? Problems over or strategic resource The concept of value sailing and how can you use it? Why? Sometimes it doesn't work. What can you do about it? The value exchange or the use of concessions and how to present solutions and when to present solutions? So these are the main takeaways of these course and something that they govern. We are on autopilot, and we just do things that we have done. But it's worth once in a while to stop and think OK from my portfolio. Which customers can I explore further in? These sees a way to do it used using the value selling approach. Okay, And this was it. Ah, my course about value selling, very selling something that I've bean using in my says his equity role in different companies And as I told you during the course, you don't target all customers. You can target them or with the same solution. But it's something that's particularly if you are on the kind of a commodity kind of business. It's, um, that you should explore drive away from these pricing discussions that erode you that frustrates you. Try to differentiate from your competitors. There is something I'm sure there is something, even even if that something is your relationship with your customers. That's already something I can tell you that probably in the vast majority of my cuss, I am more expensive than my my competitors for the same products. Same feature, same quality standards, same industry standards. But I'm probably 20 2 40 box above competition. And how come is that possible? Because of the relationship that we have because customers knowest trust us. Trust me because they know that when there's a problem, I'll be there when they need. We are there. So if there's anything else, there's the relationship. There's the reputation of your company. There's the branding. That's something to stick up toe, and to add something to your value proposition, use it, improve your business, improve your margins and become a successful sales rep. So you soon in any other training of mine