| Sales negotiations work in two ways. In the | | | | areas of the negotiation where you are close to |
| external real world, and in the customer's internal | | | | an agreement. Question the buyer's position and |
| world where they make pictures, listen to self | | | | how they formed it internally. When you know |
| talk, and create feelings and emotions. Most sales | | | | how a belief was formed you can change it. |
| people know how to negotiate in the real world, | | | | For example, the buyer wants the product |
| but how many can use powerful NLP sales | | | | delivering this month and you can't get it to them |
| negotiation techniques to negotiate in the internal | | | | for 2 months. Question why they want it this |
| world of the buyer's mind. | | | | month. What is their motivator for wanting the |
| Negotiation techniques are used when there is a | | | | delivery this month? What beliefs do they hold |
| discussion between two or more people with | | | | that make this a need on their map of the world? |
| separate objectives for a common situation. This | | | | Now take the motivators and the beliefs, and the |
| happens all the time as you try and close a sale. | | | | other information you have, and use it to |
| Imagine what an advantage you would have if | | | | negotiate on their map of reality. Find alternative |
| you focused on what the buyer's real objectives | | | | ways to fit with their beliefs, or change them. |
| are, and how they arrived at them. | | | | Look at how you can satisfy their motivators and |
| Internal and external negotiation techniques | | | | still get what you want from the negotiation. Is |
| There are two negotiations going on at the same | | | | their a way to pacify the needs the buyer |
| time. One is in the real world. The other is in the | | | | believes they have? Can you change their |
| internal world of the buyer's mind. | | | | reasons behind their needs so they fit closer to |
| Your objective is for you and the customer to | | | | what you can provide? If the buyer wants an |
| see the sale from the same viewpoint. For | | | | early delivery date because they have been let |
| example the customer won't agree to the price | | | | down in the past, then you can change their belief |
| you are asking. If you drop your price you have | | | | about your promise rather than a physical |
| moved to where they are in the external world. | | | | concession in the real world. |
| This is using external negotiating techniques, and | | | | Overcoming the major differences |
| it's cost you money. | | | | When you have moved positions on the points |
| In the same situation you might stick to your | | | | you and the buyer were close to agreeing, but |
| sales price but build the value of your product by | | | | had some differences, you can work on |
| changing the internal viewpoint the customer has | | | | negotiating the points you are farthest away |
| on the value of the product. What the benefits of | | | | from agreeing. |
| the product are worth to them. Nothing has | | | | Look at what you've achieved up to this point |
| happened in the external world. It's the same | | | | with your negotiation techniques. You've |
| product at the same price. This is sales | | | | confirmed what you had in common at the start |
| negotiation techniques used in the internal world, | | | | of the negotiations. Using negotiating skills you |
| and it hasn't cost you a penny. External | | | | have moved the buyer's position on some points. |
| negotiation moves usually cost you money or | | | | This has built a solid relationship that will help you |
| time. Internal negotiating skills help you avoid giving | | | | with the next stages of the negotiation. You have |
| discounts and making concessions. So which do | | | | also created a pathway for agreement. A process |
| you want to use? | | | | that has worked towards closing the deal, and will |
| Sales negotiation starting points | | | | continue to work. When you summarise how |
| The buyer enters the negotiation stage of the | | | | much you and the buyer have come together it |
| sale with a viewpoint, and a set of beliefs and | | | | will make the remaining points to be discussed |
| ideas. To negotiate in their world you want to find | | | | look small in comparison. You have achieved so |
| out where and how this starting point was | | | | much that neither you nor the buyer wants to |
| formed. This will lead to you understanding their | | | | lose what you have. |
| motivators and drivers. You will be able to relate | | | | Use the same process of finding where the |
| to the reference points they are using to form | | | | buyer's beliefs have come from. How they were |
| their starting position on their map of reality. | | | | formed, what evidence they are based on, and |
| For example, when a buyer says the price is | | | | what the buyer really needs from them. Change |
| expensive, you should first ask how they arrived | | | | the beliefs that you can, and find alternative ways |
| at that belief. Are they comparing your price to a | | | | to achieve the same objective for the buyer with |
| competitor's offer? They may not see the value | | | | the others. When you have used all the internal |
| they will get from the benefits you have | | | | negotiation techniques you may still be left with |
| presented. The buyer could be comparing your | | | | differences that prevent the sale going ahead. |
| price against a price they presumed they would | | | | This is when you start negotiating in the real |
| be paying. What evidence have they used to | | | | world. You achieve your objectives by giving to |
| create that belief? This is one simple viewpoint | | | | the buyer, but always getting something in return. |
| that the buyer has. It has been formed by taking | | | | Each discount or concession you make should |
| in information. That information could be correct | | | | result in a step closer to closing the deal. |
| or false. They could have distorted it, made | | | | The sales negotiation process |
| generalizations, or misunderstood parts of it. | | | | You begin by understanding the buyer's starting |
| During the sales process enter their map of the | | | | position and how it was formed. You question |
| world. Question their beliefs. Find out what they | | | | their beliefs and their viewpoints. You understand |
| think they know about the product, your | | | | their motivators, what they want from the |
| competitors, the cost, the value, the market. Are | | | | negotiation. |
| they basing their ideas of what the cost should be | | | | The next stage is to confirm the common |
| on a purchase they made five years ago? As | | | | ground. Agree what you agree on. This forms the |
| early as the introduction and questioning stage of | | | | foundation of the negotiation relationship, and |
| the sales process you can start to change their | | | | gives you both something that is worth building |
| viewpoint, and stop sales objections coming up in | | | | upon. |
| the negotiation stage. | | | | Now work on the negotiation points where your |
| Now you can start negotiating | | | | differences are smallest. This creates an |
| You understand the starting point and what's | | | | agreement habit. It helps form a process that will |
| going on in the internal world of your customer. | | | | be useful when you face the points of major |
| Now you can use internal sales negotiation | | | | difference. The more you agree upon, the more |
| techniques to move the buyer closer to agreeing | | | | your customer will not want to waste what they |
| a sale with you. This is where many sales people | | | | have achieved so far. |
| make the most common mistake when | | | | All that remains are the points on which you have |
| negotiating. They focus on the differences | | | | the most distance apart. But by now you have |
| between their position and the buyer's. This just | | | | agreed so much that these points will look small |
| highlights the obstacles and does nothing to build a | | | | on the buyer's internal map of the discussions. |
| relationship on which agreements can be formed. | | | | This is where you can start using negotiation |
| If you want to know how to negotiate to get the | | | | techniques in the real external world. If you had |
| best possible outcome, start by confirming with | | | | made the common mistake of starting with these |
| the customer on what you agree on. What do | | | | major challenges you would be facing a huge |
| the two starting points have in common? This is | | | | obstacle. |
| solid ground to build upon. Then move to the | | | | |