Unit 14 Sales and negotiation
14.2 The sales process
Workshop leader: ...All right then everybody, if...um...we look at a typical sales interview,
where you meet a client or where a salesperson visits you to sell you something,
we see that there are three stages: the Opening Stage, the Building Stage and the Closing Stage.
And we should add to these stages other activities that will take place
when you are not actually meeting or talking to client:
Preparation and Planning.
So let's look at these stages one by one.
If you have any questions don't be afraid to interrupt.
Now, the first stage, one, is the Opening Stage.
Usually this is a phone call.
But you might be preceding it with a letter,
or a brochure or something like that.
The first thing you have to do is get past the secretary,
that's the most important.
Find out when exactly you can talk to your prospect.
Don't accept a promise to ring you back, ever.
And you need to explain who you are and what you're selling.
And arrange an appointment. Right?
And two is what we call the Building Stage.
In other words the sales interview itself.
It's important to prepare well and rehearse soing this sales interview. OK?
And you can role-play it with a friend or a relation.
Erm...and now this person should try to be unfriendly and unco-operative and difficult,
to give you the right sort of practice. OK?
Then dress suitably for the occasion. OK, think about that.
Behave in a...in a friendly, confident but business-like manner.
Right? And remember not to spend too long on social conversation,
it makes people impatient, before getting down to business.
And remember that your client is a busy person.So respect that.
Try and show the client that you're a responsible,
trustworthy person, which of course you are.
Tell the client about all the other well-known firms who use your product.
Let the client know the benefits of the product.
But, make care...be careful that you don't do all the talking.
Ask him questions.
And make sure they're open questions,
not ones he can just answer with a yes or no,
to find out what his needs are.
So that you can match your product to those needs and to find out how large
and how frequent an order he may place.
You should talk only about half the time.
Man: Oh...erm...what about objections?
I always find that the hardest thing to deal with,
when a client starts giving you reasons why he doesn't need to buy your product.
Um...how do you deal with...er...objections?
WOrkshop leader: Well, objections suggest an interest in the product.
The client may be...may be looking for arguments to use to justify to his superiors or his colleagues,for buying your product.
And if you can answer these objections,
you're well on the way to making a sale.
But the important thing is to prepare answers to all foreseeable objections.
Man: Right, yeah.
Workshop leader: And give your prepared anwer or if you don't have an answer,
tell the client about a...a further benefit.
I think the important thing is not to spend too long trying to answer an objection.
It gives it too much importance.
And, remember, don't argue with the client.
And finally, you get to stage three:
the Closing Stage - recognizing that your client wants to buy and is on the point of confirming that order.
Now, this is the hardest part, because it depends on timing.
you have to judge when your client is ready to place that order.
Then you can thank him for the order and go on to your next appointment.
Now there's one more thing.
Once you have a promise of the order, if it's a new client,
do remember to check their financial status.
And sometimes even if it's an old client,
don't start work until you have a written confirmation of the order.
That's very important...
And that is the end 14.2.
14.3 Selling your product
14.3 A
Salesman: ...yes, well, the best thing to do is er...take a look at this print here.
You see you get an amazing feeling of depth and realism.
And, well, I mean it's as if you're really there, isn't it?
You don't need any special glasses, you know,anything like that.
Customer: Hmm. That's very impressive.
Mm...what's the price and...and what sort of discount are you offering?
Salesman: The cost to the end-user would be under 100.
And we're obviously offering the usual trade discount.
Customer: Mhm, I see. Well, I might be prepared to take...er...let's see,
well, ten on a sale or return basis for each branch...er...that's 50 altogether.
Salesman: Ah, er...problem: I'm afraid...er...can't let you have the goods on sale or return because,
Well, the demand's going to be very heavy.
Customer: Well, the problem is, you see, it does look a bit complicated for the beginner to use.
Salesman: Oh no, not at all, no.
Look, if I could just show you, you see,
you just look through the viewfinder here,
press the button and...er...the automatic exposure and focusing system takes care of the rest.
Customer: Mm...er...do you have any point of sale advertising material?
Salesman: Yes, we have his showcard and a nice colourful poster.
Customer: Oh yes, that's very good, I like that, yeah.
Salesman: And we're running a national advertising campaign,
so...er...end-users will be fully aware of the product.
And...oh...there'll be this double-page spread in the Sunday colour magazines next month.
You see, it answers all the questions people amy want to ask about the product.
Customer: Mm, I see. Well now, presumably the camera needs a special film?
Salesman: No, no, it uses normal 35 mm colour print film.
Er...the films are processed by us in our computer-controlled laboratory.
The four images...er...from the four lenses here,
they're printed onto a special micro-lens material to form on single image.
And...oh...and we're running a special introductory offer - end-users' first three films are processed free.
Customer: Yeah, that's good. Well, I'd like to know...mm... what'll happen if the product doesn't take off and...er...you stop manufacturing it - will the laboratory still operate?
Um...I mean, will my customers be left with a piece of equipment that they can't use?
Salesman: No, there's absolutely no danger of that whatsoever.
This product is going to be a big success.
Er...the reviews in the trade press have been fantastic.
Take a look at this one, for instance...
And that is the end 14.3 A.
14.4 Negotiating on the phone
14.4 A
Irena: Let us talk about the yogurt deliveries for the Central European market and the North European market.
Jan: Yes, sure.
Irena: Is that OK?
Jan: Yeah, you know for the North Europen market I can deliver the yogurt fairly quickly.
Irena: The North European area is not going to be a problem,
I have approval. But I need to know about the Central Duropean area.
Jan: Yes.
Irena: I am sure we can do a good job.
Jan: Yeah, but you will have to give me some idea about amounts or quantities,
because that way it is easier to get it through our organization, you know.
They need sometimes time, but if they know something about quantity,
they will be more interested.
Irena: Well, I can't say exactly. They depend on price and quality.
Jan: Oh, yes, of course.
Irena: IF you like, I'll send you a fax and I shall be very open.
Jan: Er...yes.
Irena: I can put in writing to you, that, say, in quantity terms,
That we can take two thousand depending on the price and quality.
And then if you come back to me by fax,
I can tell you in my fax what I think.
And I can tell you, if your quality is not good and your prices are not competitive,
then that'll be the end of our business.
Jan: Sure, of course, I understand. But if the quantity is interesting,
I am that our organization...
Irena: In that case.
Jan Mrs Eichelbe...I'm sure we can be flexible,
because we need, and want, figures or quantities.
Irena: I, that is, we are not talking less than one thousand tonnes...
Jan: Good.
Irena: I am ready to say even a minimum of one thousand tonnes.
Jan: Yes, good.
But what if the matter is pushed through quickly? Will everything be OK?
Yes,of course.
Irena: Perhaps things will move too fast for you and then maybe we'll find that
the prices you are quoting us are much too high and the quality is not good and then...
Jan: And then you will have to tell us.
Irean: Yes, then maybe we will stop the order, I tell you, because of that.
Jan: Yes, I see.
Irena: And so can't yo let us have one thousand tonnes now?
Jan: That might not be easy, because...
Irena: You don't want to do it, that's all.
Jan: It depends, you see.
Irena: OK, then, we'll give you time to decide.
How long do you need?
And that is the end 14.4 A.
14.5 Getting it right in negotiations
14.5 A
Bob: Good morning. Buying department.
Michelle; Hello, can I speak to Bob Kellerman?
Bob: Speaking. Hi Michelle. How are you?
Michelle: Fine: It's about those new components.
Bob: You mean the X77s - the ones from Coyote Enterprises?
MIchelle: Yes.
Bob: Uhuh, why, are there any problems with them?
Michelle: There's a big problem with the quality of the wiring.
Bob: Yeah, but we tested all the samples and my assistant told me
there were no problems at all with the wiring.
And the price is very good, Michelle. No, it...it may be Coyote's...er...quality control that's at fault.
Er...is it just the wiring that's faulty?
Michelle: No, there have been problems with the switches too.
Bob: No, not the switches! What, is there a safety problem or something?
Michelle: The assembly people are having to reject 20% of them.
Bob: Wait a minute, did you say 20%?
Michelle: Yes.
Bob: Well, if you're rejecting that many, then there's no...
there's no cost saving i...in getting the components from Coyote.
A...and if any of the switches don't work properly, then,
well,we'll be getting some customer complaints.
Michelle: We already have. There's obviously a design fault.
Bob: A design fault in the switches?
But if there is a design fault, I'm...Geoff - you know Geoff in assembly - well,
he would have told me. So, are you sure?
Michelle: Yes.
BOb: Oh, no! All right, I'll took into it. I...is there any...anything else?
Michelle: Well, the paint matching isn't quite right.
Bob: Well, if the paint doesn't match, that's not so serious,
we can deal with that.
But with everything else - well,
OK, I'll get onto this right away.
Um...I'll get my assistant to look into it and...er...I'll get back to you...um...well,
I'm not sure, but as soon as I can, is that all right?
Michelle: As soon as you can, Bob.
Bob: OK, Michelle. Listen, I'm ready sorry about all this. I'll clear it up.
Michelle: Bye.
Bob: Bye bye. I'll talk to you later. Bye bye.
14.5 A--2
Secretary: Bob, it's Mr Wiley of Coyote Enterprises. Are you free?
Bob: Mr Wiley?
Secretary: Yes, you know, the sales rep from Coyote Enterprises.
Bob: Haha. Right! Yeah! Wheel him in, he's...he's picked just the right day to call... Ah, well, Mr Wiley,
ha...er...it's nice to...er...to see you again.
Come on in, sit down.
Mr Wiley: Mr Kellerman, how are you?
Bob: I'm fine, I'm fine.
Mr Wiley: Great.
Bob: Well now, about these components...er...we've been getting from you.
Mr Wiley: What the...er...the X77s?
Yeah, well, they've been extremely popular - good value too,
I think you'll agree.
Bob: Have you had any problems with...er...reliability?
Mr Wiley: Er...no, none at all, why?
Bob: Well...er...you see, our salespeople have been getting all sorts of complaints.
First, about the wiring.
Mr Wiley: Well, I mean, tht's very strange because as far as I know the X77s are completely reliable.
Bob: Well, that's not the information we've got.
Now, where is the wiring manufactured?
Mr Wiley: Well, I'm...now we do all the wiring in our own factory.
Er...but...er...well, let's see because you got some of the first batch, didn't you?
Bob: First batch, yeah.
Mr Wiley: Which I believe were manufactured by our...one of our sub-contractors.
Bob: Ah, well, that's very interesting.
So, who was responsible for quality control?
Was it their people or was it yours?
Mr Wiley: Er...well, I'm not sure about that,
normally of course we'd be responsible, but in this case...
And that is the end 14.5 A--2.
14.5 C--2
Fritz: Well, I can say, Marianne, I can let you have orders for at least...um...
a hundred fifty tonnes depending on the price and quality, like I said last time.
I told you, as we mentioned at the last meeting,
if your quality is no good and your prices are not competitive,
that's the end of our deal.
Marianne: But, of course, Fritz, I understand, naturally.
Now, if we know how much you are putting in an order for,
I mean what are you saying, what sort of quantity are we talking about?
Fritz: I can safely say my clients...er...that is one large client,
needs by next month, at first, eighty to a hundred tonnes of lavender.
Marianne: That's all right. We are flexible and we can do that.
Fritz: In that case, Marianne...
Marianne: And if the quantity is interesting, I am sure that we can do business.
But, Fritz, I must stress, we do require firm figures or quantities,
I mean, especially if you want a discount, Fritz.
Fritz: Well, I am not talking less than one hundred tonnes.
Marianne: That's good. We'll give you a good price on that.
Fritz: If we order immediately two hundred in total, then can I expect a discount?
Marianne: If the order is made, yes, that is not going to be a problem.
Fritz: One more thing, the condition of the produce must be perfect, A1 quality.
Otherwise we can't do business.
Marianne: Of course, naturally, but you know, we only deliver perfect A1 condition.
We do have a good reputation, you know.
Fritz: But, if we find that the prices you are quoting us are much too high
and the quality is not good, Marianne, then we...
Marianne: Then, then you must tell us, Fritz.
Fritz: But we are trusting you, Marianne,
we have done business with your organization before.
Marianne: I think you will see our lavender is guaranteed A1.
Fritz: If there's a guarantee, then we are prepared to take two hundred tonnes.
Marianne: OK. That's good, Fritz, we can give you a 5% discount, then, on the total.
Fritz: But last time we received 7%. Why so little now, Marianne?
Marianne: Ah, well, I'm sorry. But that was on a larger quantity,
you see, and this is just two hundred tonnes.
Fritz: Look, I'll sign for two hundred and fifty tonnes and you give me 6% discount,
what do you say, Marianne?
Marianne: OK. Agreed, we'll do that, Fritz.
And that is the end `14.5 C--2.
14.6 Negotiating an international deal
14.6 A
1. A: ...Because I believe that...er...
B: ...we can do a better job.
A: Well, yes, and ...ah...
B: ...we have the skilled workforce to assemble the components.
A: Yes, if the...er...
B: ...specifications are cleared up at your end.
A: Yes, we feel sure...
B: ...that we can do a good job for you. That's most gratifying!
2. A: I can let you have half the merchandise...
B: No way, I tell you.
A: Look, we can come to some sort of agreement surely...
B: Not if you can't get the quantities.
A: Look, we have bought...
B: I'm telling you, I don't see it.
A: Look, I'm sure that there's a...
B: My boss won't buy it.
3. A: Shall we say 500 cartons?
B: Well, you know, I think...er...you know.
A: Well, we can let you have 1,000 cartons.
B: Well, if...if they are...erm...I mean if they...if you know if they're...obviously if they're...
A: Well, can you name the required date of delivery?
B: Well, of course, er...no if...if I knew, well...
A: So that's 1,000 cartons on the 15 February?
B: Er...well, maybe, I mean...er...you know, if...could I,
perhaps...um...you know, you know if I could just...
4. A: But I don't get it.
B: If you can't buy quantities, they're not interested.
These people aren't interested.
I mean, if you're only gonna order three or four hundred pieces,or five hundred, they're not interested.Especially the factories we deal with.
They are the biggest factories in the country.
They need quantities. That's why we're important to them, you know.
We gave them almost two million dollars worth of business right on the spot.
That's what they're interested in.
5. A; Well, we are certainly thinking about it.
B: The only thing I know is that whatever quantities you place and whatever delivery dates we give you,
you can be sure you'll get it on that date.
So think about it. You've got to be more definite.
6. A: So how will you do it?
B: Eh? Oh...er...yeah, OK.
Er...er...w...as...a first stage I'd like to...I'd like to...I'd like to...um...
introduce the idea to our head office and...er...er...well, you know,
so that...I sound...I sound...I sou...don't I?
Well, is it possible to market...market it or...or...er...or produce it locally
so..so that...um...er, well, at the first stage I'd..I'd like to have some samples
and I'll delive them to our head office and then...er...well...er...
7. A; We'd like to sell in your country.
B: Uhuh.
A: Or to manufacture it in your country.
B: Mmm.
Either way, whichever is best.
A: Maybe manufacture it here for six months.
B: Mmm.
A: Maybe we could send you some samples?
B: Uhuh.
And that is the end 14.6 A.