Vous êtes confronté à un client qui exige des remises pour des services de volume. Comment négocier efficacement les prix ?

Negotiating pricing for volume services requires a careful approach to balance profitability and client relationships. Here are some strategies to navigate this process effectively: 1. Understand the Client’s Needs and Business: Identify their challenges, assess their potential volume, and review their budget constraints. 2. Prepare Your Counteroffer: Highlight the value you offer, consider a tiered pricing model, propose alternative incentives, and establish your minimum acceptable price to ensure profitability. 3. Negotiation Tactics: Build a positive rapport, emphasize the value rather than just the cost, and seek mutually beneficial solutions.

Understand Their Pain Points Uncover the client's key motivations and areas of discomfort or "pain" they hope discounted pricing will solve, as recommended in Start with NO. Create a nurturing climate to have this discussion. Use calibrated "What..." or "How..." questions to avoid "Yes/No" replies and get the client to elaborate on their needs. Understanding their perspective is crucial for finding a mutually agreeable solution.

Uma forma de evitar objeções durante a etapa de negociação de investimento, é estruturar o tempo de retorno deste. Evidenciando de forma tangível monetária que se trata de investimento e não de despesa ou custo.

When a client demands discounts for volume services, first, emphasize the value your solution provides. Then, explore a win-win scenario by offering discounts tied to longer contracts, upfront payments, or bundled services. Highlight the cost-effectiveness of your solution over time. If needed, negotiate on non-monetary terms, such as faster implementation or additional support. Make sure to maintain your pricing integrity by balancing discounts with clear benefits, ensuring the client sees the value in the partnership.

Happens all the time - that's why salespeople are paid the big bucks ;^) Understand the size/scale of the potential estate to determine if this customer deserves the discounting they are asking for.

Before you get into the cost, there's the benefit side of the house - attempt as hard as you can to quantify the benefits the customer is receiving from your solution - either in what your product does, or what it is preventing your customer from having to do - both count!

Demonstrate the importance by creating a Minimum Viable Product (MVP) or conducting a Proof of Concept (POC). - Establish Critical Success Criteria (CSC) in collaboration with the client. Take this seriously, and ensure that each CSC is accomplished. - Utilize a framework such, as MEDDPICC to ensure you grasp the client and effectively present your value to the decision makers. Understand your stakeholders. I was once motivated by Malcolm Gladwells Tipping Point sales approach. These crucial elements remain relevant today; comprehending and strategically adjusting the dynamics of a sales scenario to hasten decision making and secure a sale.

Highlight Unique Value: Demonstrate Long-Term Cost Savings: Show how your solution can reduce costs in the long run. Focus on Quality and Support: Highlight the exceptional value of your services. Actionable Advice: Calculate ROI: Quantify the financial benefits of your services. Provide Case Studies: Share examples of how your services have helped other clients. Offer Additional Value: Consider providing complementary services or support. Example: Say: "While we understand your pricing concerns, our services offer [specific benefit] that can significantly improve your [area of business]. In the long run, this can lead to substantial cost savings and increased efficiency." Share Your Tips!

Attempt to get something that's not locked-in but rather is dynamic and ebbs and flows based on the customer's ever-evolving landscape - I have seen this a # of times where terms used years ago are no longer applicable given the rate of change in technology

I usually don't tinker much with this as it might risk the Terms and Conditions. I aim to explore the possibility of providing an OPEX model rather than CAPEX that aligns with the customer's growth strategy. You could propose a consumption plan approach or a Committed Spend plan.

There are other ways to satisfy the customer - payment terms, fiscal alignment (OpEx/CapEx) and many other ways to provide financial incentives (leasing?) - keep all options on the table and surface as apropos.

Starting up a software project can be quite challenging. Providing customers with an "adoption journey" that includes guidance from experts and follows a "teach the trainer" model is an approach. I believe that how you handle this beginning stage can significantly impact your relationship with the client. By offering expert support and empowering them through training you're giving them the tools they need to succeed from the get go. This kind of assistance can really set you apart from the competition. Pave the way for an implementation process and happier users, which often leads to more opportunities for growth, in the future.

Always have a long-term view of the customer - as it's not about the transaction, it's ALWAYS about the relationship you are building b/w your firm & the customer.