Traiter avec un client qui menace de quitter les prix. Êtes-vous prêt à conserver leur entreprise ?

I believe too many companies leave it too late to ensure their customer Understands the Value they are providing them. Should we wait till the customer is under threat before we ensure they are clear on the value they are getting? Often sales teams are too focused on demonstrating value for the customers they are trying to win, and overlook the importance of communicating with their Existing Customers. Be Proactive with your Customers, not reactive. Most Customers believe they are taken for granted, and if you are only addressing issues when a competitor approaches, this means you are falling into that category

Many businesses wait too long to ensure their customers understand the value they receive. Should we wait until customers feel threatened before clarifying this? Sales teams often focus on new clients, neglecting existing ones. Be proactive, not reactive. Most customers feel undervalued, and addressing their concerns only when a competitor approaches puts you in that category.

Knowing when to walk away from a deal is crucial. Sales professionals often face challenging scenarios where potential clients request unreasonable discounts, demand terms that could harm the business, insist on processes that are not feasible or ask for free services. The CARE Framework I use for myself & show clients helps respond to challenging client requests professionally: Compassion: Show empathy and discuss alternative solutions. Assertiveness: Confidently state your position and explain feasibility issues. Respect: Acknowledge the client’s interest and express gratitude. Explanation: Provide detailed reasons for your decision, emphasizing your business's value and standards. Now when all this is done "Walk Away From Trouble"

The price objection is often a symptom of not having addressed specific needs...in my experience as a sales leader often times when a representative would have this issue we would uncover that either the customer did not realize the service we were providing or they felt neglected and a competitor gained the opportunity to influence them that they would do a better job. Best practice is to do regular business reviews and on-going needs analysis.

Well firstly sometimes you have just got to let them go. Secondly is there something that is of value to them beyond the cost? If you have qualified them properly you will know what their metrics are. If it's just down to price and you cannot lower you will have to say goodbye.

Advising customers, sometimes recommending competitor products for better fit, builds trust and fosters long-term, profitable relationships through transparency and collaboration.

Playing an advisory role, facilitating the customer’s priorities and needs, and at times directing them to a competitor product/service that actually better fits their needs, has helped build trust and relationships. This level of transparency and collaboration supports long term profitable relationships.

Construir relaciones en fundamental, la venta relacional tiene mucho más valor y recorrido que la transaccional, pues te da la oportunidad de entregar valor, hacerlo visible, ganarse la confianza del cliente, crear barreras de salida, e incluso que el cliente te de avisos sobre ofertas que le están llegando, con lo que tiene la oportunidad de desmontarlas o hacer más visible el valor de su propuesta.

It's crucial to show our appreciation well before customers think about leaving over prices. Long-term customers should feel increasingly valued the more they use our services. The Emirates Skywards program is a great example. It uses an algorithm to reward frequent flyers with miles, perks, and discounts, making it more appealing to stay with Emirates despite their higher prices. By adopting a similar approach, we can ensure our loyal customers feel appreciated, encouraging them to stay even when price becomes a concern.

Un último recurso es una oferta que se aproxime mucho al precio del competidor, siempre que el valor sea el mismo. Ofertas diferentes, deben de tener precios diferentes. A veces tocar el precio, debe de ir acompañado de la posibilidad de reducir algún servicio o calidad, que se asemeje a la competencia, esto le hará ver que paga más porque recibe más, lo cual lo convierte en una elección del cliente.

Efectivamente, a veces no es factible hacer una bajada de precios, peri sí dar servicios complementarios, cambiar la forma de pago, incrementar la venta con condiciones ventajosas en otro producto o servicio, dar un servicio premium, etc. Opciones que sean valoradas por el cliente, al cual hay que escuchar y entender muy bien.

Si entregamos valor a largo plazo, estaremos construyendo una interesante barrera de salida. Desde lo que la propia organización valora por usar nuestro producto o servicio, la comodidad al ya conocerlo, los costes reales y emocionales al cambiarlo, los riesgos asociados a una situación nueva con un proveedor que no conocen cómo responderá etc. Todos estos aspectos tendrán a su vez con lo que se juega el comprador, ya que muchos de ellos tienen miedo a equivocarse, ya que las consecuencias de hacerlo mal serían superiores al coste que se ahorraría. Descubrir cual es la motivación real del comprador es muy interesante, sobre todo en B2B.

When facing a customer threatening to leave over prices, it's crucial to approach the situation calmly and professionally. Start by empathizing with their concerns and understanding their needs. Offer to review their current plan or explore alternative options that might better suit their budget. Highlight any unique value propositions your product or service offers that competitors may not. If possible, consider offering a temporary discount or incentive to demonstrate your commitment to their satisfaction. Ultimately, the goal is to find a mutually beneficial solution that retains their business while maintaining the integrity of your pricing structure. #ahmedalaali11