Sales skills - superior leadership strategy!

The superior leadership strategy is one of the more frequent strategies used by the buyer, simple and effective. When the negotiation enters the key link, you are waiting for the other party's later decision with full expectation. At this time, the buyer suddenly asks for the need to ask the superior leader, and the negotiation is temporarily terminated. Your mood may be plummeted, and even the negotiating confidence will disappear. Who is the buyer’s superior leader? Really will discuss with them?

We can't doubt the authenticity of all "requesting superiors," but more often, the so-called superiors are virtual, and the other party can make decisions without asking for instructions. The use of this strategy is highly targeted.

Let us first take a look at the practices of both parties in general negotiations. Many transactions do not have standard prices that both parties can agree on, such as old appliances, old cars, second-hand houses, etc. The purchase price is determined according to the positioning and bidding in their own minds. The buyer often asks at random: "You want How much is it?” The seller may not have a clear positioning and is afraid that the offer is too low, so he usually asks the other party: “How much are you going to buy it?” At this point, both sides are running fast, considering the next step. How to play cards. Of course, they are occasionally trying second-hand supplies transactions, do not understand the market conditions, do not know the evaluation of goods, professionals will be another matter.

The two sides use the bidding method to test the psychological price of the other party. The seller hopes to open a higher price that can be accepted by the buyer without exposing the lower price that he can accept. The difficulty in the negotiation is: how to find each other's At the same time, the card is also a good cover for his own cards.

Asking the superior leadership strategy can solve this problem well. If you have a party with decision-making power behind it, he stipulates the terms that must be adhered to in the negotiation, and these conditions cannot be easily changed, then the matter itself will be simplified, because you have changed the negotiating position at this time, you can calmly The land price is bargaining with the other party. The quotation you submitted does not represent your own opinion. If the other party has a big objection, there is no need to worry about the failure of the negotiation. You can also ask the “superior leader” whether to make a concession decision, which broadens himself. Room for negotiation.

The above example can be said completely: "This TV was bought when my brother got married. He really is not willing to sell it. Unless you can get a price of more than 1,000 yuan, you can't talk about it." If the other person thinks this old TV is not worth much money at all, accusing you of not being sincere in negotiating. When you are ready to go away, you can go back and discuss it with your brother. Please wait for the other party. Is your brother decided this way? I am afraid you also know it.

In the use of this strategy, you need to grasp certain preconditions. First, in the negotiation, your product or service has obvious advantages, such as ultra-low price or excellent quality, excellent reputation, and the other party has taken a fancy. One point, eager to make business with you, if your product can not bring the other party's interest, then the superior leadership strategy is difficult to play its due effect; Second: you can withstand the consequences of the breakdown of the negotiations, the use of this strategy will be certain The risk is that if the other party withdraws from the negotiation and you will not suffer any loss, you can use this strategy. Third, when the other party lacks the necessary industry knowledge or lacks sufficient confidence, it is a better time to use it.

Inter-enterprise negotiations will use this strategy more. In business negotiations, higher leaders rarely attend negotiations. They usually delegate competent subordinates to conduct negotiations. In the absence of leadership, they will enhance the autonomy of negotiators. They can fight for more favorable trading conditions and be smart. Avoid the contradictions that may arise between the two sides. For example, you can say: "If I am the owner, the quotation for you can be considered, but unfortunately, my leader will never agree. I suggest to implement the original price. "Business leaders are not on the front line of negotiations and will not be affected by the pressures in the negotiation process. They can only agree or reject the results of the negotiations." Only when you are away from the negotiation site can you refuse gracefully. The other party does not know how much authority the negotiator holds, and can't figure out how many concessions need to be made to make the business, so that you have the opportunity to force them to make greater concessions.

The negotiator with limited authorization can refuse the negotiating opponent very calmly and gracefully, and he can't make any mistakes on some key issues, such as over-problem in some issues that may hurt feelings. When the other party is angry and asks why you don't cut prices, you can smile. Answer, this is not my intention, but is restricted by the company system and superior leadership.

When the other party knows that you have a final decision, they just need to convince you, because they know that once you agree, the business can be sold. If you tell them that you have to ask the leader to decide, the situation will be different. They will do more work to convince you, and will definitely give you a solution that your leadership can accept. And this program must first impress you in order to make you willing to convince the leader to accept this program.

Let's analyze why buyers use this strategy in sales negotiations to effectively deal with you. The more important purpose of the buyer is to put pressure on you to force you to lower the price again. When the negotiations enter the final stage, the buyer still tries to get more, they will say to you: "I got the board's consent for this offer, and I will give you a later decision tomorrow, but frankly, my offer to you is not Optimistic, there are other companies with lower prices on the board. If you can give up a little more, the possibility of a deal is very high.” Obviously, this is a psychological torture for the seller, and the negotiations will soon be completed. However, it was suddenly twisted and twisted and unexpected.

Many negotiators are more likely to make concessions at this moment and give up their positions, lowering the price. Although they have performed very well throughout the negotiation process, they do not want to break the negotiations at a later stage due to a small concession. The buyer has fully utilized this psychology and frequently uses the “request for superior leadership” strategy, and the success rate is extremely high. Therefore, the two sides should not think that the transaction has been successful before signing the contract. If you have psychologically recognized this than buying and selling, then you will invest too much emotion to be able to get out.

Second, the buyer can use this strategy to achieve the effect of not colliding with you to achieve its purpose. In many transactions, due to the buyer's constant price reduction, the seller was strongly dissatisfied and announced the termination of the negotiations, or barely reached a deal, but no longer traded with the buyer. The use of "superior leaders" can subtly avoid this contradiction. The buyer can say: "I very much hope to cooperate with your company. The board is likely to be dissatisfied with this price, but I will help you fight for it. There will be a later decision." At this time, you will be grateful to the buyer negotiators. Even if you have to make concessions again, the cooperation between the two parties will continue.

Again, the buyer can get more time to think. When you make a later bid, the other party asks the superior leader for deliberately delaying the decision time. Using this intermittent gap, you can check the competitor's quotation or market conditions again, weigh the pros and cons, and then make a later decision. That is to say, when you give the card to the other party without reservation, and you do not see the opponent's card.

Coping with superior leadership strategies

How will we deal with the buyer’s strategy? The better solution is to try to dispel the buyer's strategy before negotiating, forcing the buyer to make a decision immediately. For example, before the formal negotiation, you can ask the other party's authorized scope and management level, and whether or not to make a decision. If the other party's authority is large, then you must ask him to make a decision before the end of the negotiation. If the other party has no right to decide, you Buyers can be asked to negotiate with the person in charge at the same level.

You can also throw the pressure on the other party before the negotiation. You can say, "I will give you a more favorable price. Please make a decision today." Or say: "If I meet your requirements today, you can Can't you make a decision today?" Usually the buyer will change the negotiation strategy under pressure and put all the energy into the trading conditions. If you can't dismiss the other party's instructions and ask for superiors, then they are likely to create a superior leader under your pressure as a tactic to delay time. Therefore, we should try to weaken their thoughts of asking superiors and put pressure on them to make them think that asking for superiors is a manifestation of insincereness. It is difficult to say.

There is also a possibility that your approach cannot prevent the other party from using this strategy. The buyer may directly say to you: "I am authorized by the company to negotiate with you because the transaction amount exceeds the scope of my company's authorization, so I must report it to the board of directors. Can the negotiation be conducted? As usual?" Since you can't stop the other party, you should accept it generously and actively recommend that the buyer discuss with the superior leader. But at this time you can virtualize a superior leader and say to the other party: "We are going to discuss the possibility and details of the cooperation today. I will report to the higher level after the confirmed cooperation framework." This is a practical countermeasure. Not only does it leave a lot of room for manoeuvre, but it does not easily reveal the cards.

When you are sure that you can't stop the other party, you can actively advise them to go back and discuss with the leader. If you can't stop it, why not send a good pass. No matter how the other party responds, you will win a good image. They agree that it is of course better. If they do not agree, they will think that your negotiation style is very honest. It is reassuring to cooperate with you. If you have the chance, they will still be with you. Sitting at the negotiating table.

On the contrary, as a seller, you can also fully use the "request for superior leadership" strategy. When the buyer forces you to decide, you have to move out of the leadership as a free battle card. Only young and aggressive negotiators will ask the company for greater rights or say to the buyer: “I have the right to negotiate...” Many sales representatives often complain that they are not fully empowered, which affects the efficiency of their work. And I feel that there is no face before negotiating opponents. In fact, this is a misunderstanding. Limited authorization can make their work easier. If you let the other party think that you are in power, then you will always be in a passive position in the negotiations. It is also possible to make a wrong decision in a hurry. Don't take care of your face when negotiating, business is business, and the important thing is the result of negotiations. Don't give up the advantages of negotiation because of your face.

It should be noted that your virtual leader should not be a specific person! For example, if you say to the buyer: "I don't have the right to lower the price any more, I have to ask the company's superiors." At this point, the buyer may ask: "Who is your superior." If you tell the other party is the general manager of the marketing department. Manager, the buyer must ask for an appointment, what should I do? So you should set up a more vague group, such as several managers in the marketing department or several major members of the board, so that the other party only has the patience to negotiate with you. Even if you are the owner of the company, you can use this strategy. You can talk to the other party about the need to ask the person in charge of the department. In a company, the boss cannot understand the actual situation of each department, nor can he ignore the existence of the department head. Value, I believe the other party will agree with this concept. Therefore, this strategy does not necessarily have to ask the superior leadership, the opinions of the subordinates are also very important, the key depends on how effective you use, how to be both reasonable and reasonable, so that the other party is convinced of your statement.

Superior Leadership Strategy Scenario

Seller: Zhang Jun, a key account manager of a dairy company

Buyer: Chen Dong, Chief of Procurement Section of a Retail Store

Due to the gradual shrinking of traditional wholesale channels in recent years, coupled with the leading business ideas of flattening enterprises, the status of retail stores is constantly rising, occupying a dominant position in the negotiations. Mr. Chen has a deeper understanding of the dairy industry and is extremely picky about new products. A difficult negotiation begins with doubts.

Zhang Jun follows the three principles of the negotiation start, namely:

☆ First, introduce the different aspects of your product or service, and attract more attractive selling points.

☆ State what you can meet the needs of the other party

☆ If there is no cooperation, what is the loss of the other party?

First of all, the differences between the new products, such as the superior quality of the product and the taste, the exquisite packaging, the advantages of the brand, etc., are provided, and large-scale in-store promotion plans and sales forecasts are provided. Trying to improve Chen’s interest in negotiations in the past, I hope that the negotiations will go smoothly to the next stage.

Counterproductively, Manager Chen did not show the expected negotiating enthusiasm for these products. He simply looked at the relevant materials and even did not taste the samples. He said to Zhang Jun: "In my experience, this new product is on the market. There will be certain sales volume, which will also attract the attention of some consumers. I don't deny this, but compared with other big brands, your performance is obviously insignificant. You should know that the current evaluation criteria of retail channels are units. The profit return rate of your area, your product sales are limited, I can't take the shelf to advertise to the manufacturer. Instead of this, I might as well expand the layout of other brands and increase the profit for the supermarket, so your product can't enter the market. I suggest you first Sell ​​in other supermarkets, come back to me when you sell a certain amount, just like today."

I believe that most of these sales people will not be unfamiliar. Many sales representatives who lack negotiating ability will be disheartened at this moment, or they will come back to the company to report their negotiations to their superiors, or collapse in confidence to make concessions in exchange for cooperation opportunities.

The experienced Zhang Jun is calm at this time. He knows that this is the negotiation skill that procurement managers use more often. In general, the purchaser will reject any solution from the supplier, no matter how good their products are. This method is indeed unsatisfactory and will create a strong psychological pressure on the other party. The supplier vowed to negotiate with the purchaser, but at the beginning of the negotiation, they encountered the overall negation of the other party. Many suppliers lacked the necessary psychological preparations, and often there was a situation of chaos. The pre-established negotiation strategy was completely disrupted, in order to prevent the break of the transaction. They have to temporarily adjust their negotiating strategies and make certain concessions on certain terms. However, this is exactly what the purchaser needs. Does the purchasing manager really reject a new product into the store?

New retail terminals will never easily reject any product entry negotiations, unless your product does not sell or has been eliminated by the end of the other. From the perspective of the purchaser, the new product must first pay a fee for entering the store, followed by annual fees, store celebration fees, poster fees, special display fees, etc., plus 45-60 days of accounts. In the meantime, these trading conditions can be said to be profitable for retailers. Even if the sales of new products are not good, the purchasing manager can use the end to eliminate them. In summary, retail terminals are willing to accept new products into the store, because they need more favorable trading conditions.

Zhang Jun patiently said to Manager Chen: "Although my products can't surpass the mainstream brands in the short time, but with our brand appeal in the milk powder market, I believe there will be many consumers trying to buy, at this point. We have a certain brand foundation and I hope that you can reconsider our cooperation."

Manager Chen has continued the negotiations. "It is not impossible to sell in my store, but I think your price is high. My experience is that there is a certain risk in entering the market at a high price. If you insist on this price system, we The negotiations have ended here." Manager Chen said aggressively.

This is another negotiation strategy for the buyer. At the right time, the buyer will announce the termination of the negotiations and once again put pressure on the suppliers. From the perspective of the seller, they will make the negotiations through various efforts, but in another step There have been differences. If you stick to your own negotiation strategy, this point of divergence is likely to lead to the breakdown of the negotiations. All previous efforts will be lost. Under such pressure, many suppliers will lower their trading conditions in exchange for the ultimate success of the transaction.

Zhang Jun did not easily give up his own principles. He knew that this was a better time to use the superior leadership strategy. He subtly told Manager Chen: "The price system of the new product was formulated by the company's senior management. I am a KA manager. There is no right to change this. You should know that we have cooperated very smoothly before. Personally, I am very much looking forward to another cooperation. I will go back to the senior level for an in-depth exchange and will reflect your opinions to them. I will work hard to promote this cooperation, but can you give some discounts on the store fee, so I will be more confident in front of the leader." Manager Chen thought a little and said: "Well, you should go first to ask, If you lower the price, I will give you a discount on the entrance fee. I will wait for your call."

In this case, Zhang Jun skillfully avoided the emergence of contradictions by using the superior leadership strategy, and successfully forced the other party to make concessions on the principle issues, reached and exceeded the negotiation expectations, and established a solid foundation for the next stage of negotiations. It reversed the unfavorable negotiating position of the seller. As for whether Zhang Jun needs to ask the superior, he only knows it.

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