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Archive for December, 2009

The Art of Saying “No”

Tuesday, December 29th, 2009
The Art of Saying “No”
Break the bonds of industry pricing!
Get compensated well for the value you provide.
Many of us fear saying “No” to a potential customer…
…yet it can be one of the most effective tools for building rapport.
When you’re approached by someone interested in your offerings how do you react?  Do you go into your sales mode?  Do you get a queasy feeling in your gut and a nagging voice in your head saying “Don’t blow it!”  Or do you begin listening to see whether this prospect is a good fit for your business?
Unfortunately too many of us experience the fear I just described and we begin selling to people who aren’t a good fit for what we’re offering.  How can you avoid this mistake?
Remember that your greatest profit margins come from your ideal customers.
Whenever you stray from that path it adds dramatically to your infrastructure costs.
You risk your reputation by selling something to someone whose needs would better be served elsewhere.
These are compelling reasons for saying “No” to prospects who didn’t fit your ideal-customer profile.  How can you say “No” and enhance your reputation in the marketplace?  Simply say to the prospect “We’re not the right solution for you.  You’re looking for … and we provide ….  Here’s the name of someone who will meet your needs.”
It’s counter-intuitive, but you will create a lasting memory with this prospect as someone of incredible integrity who genuinely cares about him/her.  This memory will create additional referrals down the road as the individual to whom you said “No” relates the story of your ethical business practices.
The key lies in the language I provided above – “We’re not the right solution for you.”  This language removes all the judgment that could so easily creep into the conversation.  By saying that “we’re not right for you,” you acknowledge the validity of the buyer’s choice without denigrating it.  It’s you who is not the good fit, not them.  The final step of referring them to a better fit seals their perception of you as an incredibly ethical and caring business person.
Buyers want this kind of integrity and concern for their welfare and they’ll pay premium prices to get it.  It’s another way to assure that you’re getting compensated well for the value you provide.
Next week we’ll discuss The Market Share Myth.  In the meantime, command the price you want – you’re worth it.
For more information on how you can command higher prices for your products and services, please post your questions or comments below, send Dale an email @ dale@furtwengler.com or call him at 314-707-3771.
ATTRACT opportunities instead of pursuing them using counter-intuitive thinking.  Visit www.furtwengler.com/theinvaluableleader/.

Many of us fear saying “No” to a potential customer…

…yet it can be one of the most effective tools for building rapport.

When you’re approached by someone interested in your offerings how do you react?  Do you go into your sales mode?  Do you get a queasy feeling in your gut and a nagging voice in your head saying “Don’t blow it!” (more…)

Tags: counter-intuitive pricing, price management, Pricing, pricing for profitability, pricing strategies, pricing strategy
Posted in Pricing, Sales | No Comments »

Sales Quotas and Pricing

Tuesday, December 22nd, 2009
Sales Quotas and Pricing
What impact do sales quotas have on pricing?
Is that the result you really want?
Break the bonds of industry pricing!
Get compensated well for the value you provide.
Many companies have sales quotas that their salespeople have to meet to stay employed.  The rationale is that you need some way to measure the salesperson’s effectiveness.  No doubt about that, but are sales quotas the right tool?
Let’s say that you’re a salesperson who is nearing the end of the month well behind your quota. What’s your inclination going to be?  To cut prices, right?  Isn’t that the easiest way to make a sale?  This scenario plays itself out time and again in many organizations.
If you want to make the picture uglier, set quotas based on market share growth in a down economy.  “Never happen!” you say.  Not true, I spoke with a representative of a well-known, well-respected company that has a 5% market share growth target in the worst economy in 7 decades.  Why?  Their margins are shrinking so they’re trying to make it up in volume.
No, this isn’t an isolated instance.   Every company that has cut its prices in this economy is doing so with the intent of growing or at least salvaging market share.
I know some of you are thinking “We don’t have to worry about our salespeople lowering prices.  We set the prices.  They can’t negotiate lower prices.”  That may be true, but I’ll bet you allow them latitude somewhere so that they can close the sale.
Whether they’re able to offer better payment terms, free shipping, extended warranty or whatever else they have the ability to negotiate, they’re effectively reducing the price.  They’re incurring costs for the company without gaining any revenues in exchange AND getting a commission to do so.
What’s the solution?  Don’t use a sales quota, use a gross profit quota.  Tier your commission program so that the salespeople get higher levels of compensation for higher margin sales.  This gives them an incentive to sell your most profitable offerings.
It’s counter-intuitive, but using gross profit targets instead of sales quotas align your sales force’s goals with your company goals.  This is another way to assure that infrastructure growth (your overhead) lags revenue growth.
Next week we’ll discuss how to say “No” to people who aren’t a good fit, yet retain them as a referral source.  In the meantime, command the price you want – you’re worth it.
For more information on how you can command higher prices for your products and services, please post your questions or comments below, send Dale an email @ dale@furtwengler.com or call him at 314-707-3771.
To see how counter-intuitive thinking can be applied to other business issues, visit Dale’s blog, The Invaluable Leader at www.furtwengler.com/theinvaluableleader/.

What impact do sales quotas have on pricing?

Is that the result you really want?

Many companies have sales quotas that their salespeople must meet to stay employed.  The rationale is that you need some way to measure a salesperson’s effectiveness. No doubt about that, but are sales quotas the right tool? (more…)

Tags: counter-intuitive pricing, price management, Pricing, pricing for profit, pricing for profitability, pricing management, pricing strategies, pricing strategy
Posted in Pricing, Sales | No Comments »

Price Premiums

Monday, December 14th, 2009

You know that value buyers are willing to pay higher prices to get value.

The question is “How much more?”

If you were able to get 5% more than you’re currently getting for your offering, what would that do for your bottom line?  How about 10%?  25%? (more…)

Tags: counter-intuitive pricing, Pricing, pricing for profitability, pricing management, pricing strategies, pricing strategy, value pricing, value-based pricing
Posted in Pricing, Strategy | No Comments »

Creating Name Awareness

Tuesday, December 8th, 2009

Can you use pricing to create name awareness?

You can, but it may not be how you want to be known.

One of the more common reasons I hear for using a low-price strategy is that “we don’t have the name awareness the big boys have.”   (more…)

Tags: counter-intuitive pricing, price management, Pricing, pricing for profit, pricing for profitability, pricing management, pricing strategies, pricing strategy, strategic pricing, value pricing, value-based pricing
Posted in Branding, Pricing | No Comments »

The Grinch and Me

Tuesday, December 1st, 2009

‘Twas the night before Christmas

The store had just closed
I tallied the receipts
Adding to my woes (more…)

Tags: counter-intuitive pricing, price management, Pricing, pricing errors, pricing for profit, pricing for profitability, pricing management, pricing strategy, strategic pricing, value pricing, value-based pricing
Posted in Pricing, Sales | No Comments »

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  • Dale Furtwengler

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