I'll take it

Written by Steve Waterhouse


Continued from page 1

Identify all those departments inrepparttar buying company who might see value in your offering. Make sure they know what you are proposing and get them to be internal advocates for your solution. When you get a large enough cheering section, itís like having a ďhome teamĒ advantage.

3. Include your value in your proposal and quote.

Too often, we make our value propositions in a face to face discussion withrepparttar 139413 buyer. Then, when we believerepparttar 139414 sale has been made, we formalizerepparttar 139415 number in a quotation or proposal. In many cases, one or more people may review this before it is signed off. Evenrepparttar 139416 best sales people get blindsided by a last-minute influencer that was not disclosed earlier. When that person seesrepparttar 139417 numbers with no sense ofrepparttar 139418 value, they may rejectrepparttar 139419 proposal as over priced. Head this off by adding torepparttar 139420 proposal, a summary ofrepparttar 139421 value that you andrepparttar 139422 buyer agreed on.

This isrepparttar 139423 subject of chapter 12 of my new book, The Team Selling Solution: Creating and Managing Teams that Winrepparttar 139424 Complex Sales. Click onrepparttar 139425 link to learn more about it and to hear a sample ofrepparttar 139426 book on CD.

So what about Bill and that $12 deal?

The customer had called Bill because he wanted a supplier who was open longer hours than his current supplier. Billís company is open 24-7-365. He told Bill why he wanted to switch and that he was currently paying $13 and bought thousands each year. Thatís when he offered Billrepparttar 139427 business at $12.

Billís mistake?

He failed to see thatrepparttar 139428 customer was currently paying $13 for less service and wanted more. The customer saw value in Billís hours of operation. If Bill had asked whyrepparttar 139429 extended hours were so important, he would have learned thatrepparttar 139430 customer was paying overtime to work withrepparttar 139431 other companyís shorter hours. This move would save them many timesrepparttar 139432 cost ofrepparttar 139433 service. Bill could easily have justified an increase to $15 and still wonrepparttar 139434 contract! His failure to see his value cost his company thousands of dollars and cost him some nice commissions.

Remember: Think Value and Win More Sales

For a free copy of "20 Questions That Uncover Your Value", please email article18@waterhousegroup.com and ask for article #18.

Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits. He can be reached at 1-800-57-LEARN or steve@waterhousegroup.com.

Re-Print Permission This article may be reprinted in it's entirety ifrepparttar 139435 following conditions are met:

The complete tag withrepparttar 139436 author's name and contact information is included immediately afterrepparttar 139437 article. A copy ofrepparttar 139438 printed article is mailed torepparttar 139439 author at 1467 Walnut Creek Drive, Orange Park, FL 32003 within 30 days of publication. The article is presented in a positive light as part of an appropriate business related publication.

Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits.


Getting Beyond the Buyer!

Written by Steve Waterhouse


Continued from page 1

2. Muddyrepparttar waters

Another approach to getting beyondrepparttar 139412 buyer is to create a buying opportunity that requires authorization that they do not have. For example,repparttar 139413 buyer may be authorized to purchase individual parts but not pre-assembled sub assemblies. By presenting a compelling case forrepparttar 139414 purchase of pre-assembled sub assemblies, you create a situation that requiresrepparttar 139415 buyer to put you in touch with other decision-makers inrepparttar 139416 organization. You also may create a perfect excuse for going aroundrepparttar 139417 buyer. Sincerepparttar 139418 buyer only buys parts, you must make other contacts to sell your assemblies.

This approach is ideal for companies who are combining several divisions with a Team Selling approach. Complex multi-divisional offerings usually look more like partnerships than purchases. For that reason, they must be addressed to higher level decision makers.

What's in it for you?

1. In a market where me-too products are subject to fierce price pressures, differentiation will allow you to stand out fromrepparttar 139419 crowd. As such, you will have an opportunity to sell your value and gain both margin and market share.

2. Ifrepparttar 139420 competition continues to sell torepparttar 139421 buyer and you sell torepparttar 139422 higher level decision makers, you win. Higher level decision makers always trump buyers.

3. Complex sales result in unique, longer-term relationships and contracts. These higher margin deals lock outrepparttar 139423 competition.

4. Higher level relationships lead to broader opportunities and deals. When you are seen as a problem-solving resource, you will be given other opportunities to serverepparttar 139424 client. What more could you ask for?

Try these techniques on a tough client this week. You'll be amazed at how well they work!

For a free copy of "How to Leave a Voice Mail That Gets Results", please email article16@waterhousegroup.com and ask for article #16.

Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits. He can be reached at 1-800-57-LEARN or steve@waterhousegroup.com.

Re-Print Permission This article may be reprinted in it's entirety ifrepparttar 139425 following conditions are met:

The complete tag withrepparttar 139426 author's name and contact information is included immediately afterrepparttar 139427 article. A copy ofrepparttar 139428 printed article is mailed torepparttar 139429 author at 1467 Walnut Creek Drive, Orange Park, FL 32003 within 30 days of publication. The article is presented in a positive light as part of an appropriate business related publication.

Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits.


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