Umgang mit Preiseinwänden

0:00But when you make an offer to somebody and they say, "No, I'm not interested." How often is that able to be turned around >> across what setting? Is that in a sales setting? >> In a sales setting, >> um, I think it depends on the reason the person said no. So it that would that would be like it would be a discovery question after that. So be like, well, what are the variables you're using to make the decision? And sometimes like I think there's a there's a big difference between a no based on value uh or a no based on details or a no based on authority or a no based on timing. Like just kind of said budget authority and timing. These are the kind of the components. Well, how do we make sure that we can can I control can I can I overcome some of these issues. Now if someone's like uh love what you have um I don't buy coats because I live in Panama. I'm like okay there's no need.

0:46Like I could try and sell whatever like hey I've got a gym membership. Uh why aren't you signing up? It's like, well, you're in Iowa and I live in Florida. >> Like, like, I'm never going to get there. Like, so it's like where it depends on the reason for the no. >> What if it's a price issue? >> Where do you draw the line between lowering the price and cheapening the product and getting someone who's qualified or keeping the price the same but losing the sale? >> Yeah. So, I I'm a very firm believer in never negotiating with terrorists, including price terrorists. And so, if someone wants to look like if someone says, "Hey, can you do it for cheaper?"

1:19You know, we always I mean we train on saying like we can do it for more and people are like, "Okay, yeah, I got it. I'll I'll buy at that price." Um, but I the price that you quote is the price that you stick to. Otherwise, every as soon as you negotiate once, every price you have is negotiable, which sucks as a business and is a pain in the butt and I hate it. So, um, and you want price standardization anyways because you don't want different people getting sold different prices. People could talk. It's kind of sucks. So, um, my big thing is price and terms. And so if we have this price, if I'm going to change it, then I will also change terms. So if someone's like, "Hey, I I would love to buy the $5,000 thing, but I can't afford it." If we've already looped a couple times and said, "Okay, why can't you afford it? Why how important is this to you? What would it cost you to to not do this? You know, quantify as many of these things as possible." And they're still like, "I literally just don't have this amount of this is here's my bank account. I have $3,000. I will buy it for $3,000."

2:07>> Then and then it's like, I can't ethically sell you the same thing as somebody else for $5,000 for $3,000. I can't do it. What I can do is I can remove a component. So, let's look at these things that we have here. Uh, we have this guarantee. I can remove the guarantee and I can knock $1,000 off. Does that work? Okay. Um, also, instead of, you know, coming to the gym, you know, three times a week, if you come to the gym twice a week, will that work for you? Great. Well, let's just do that and you can do one workout at home. So, I'll I'll I'll want to change the terms of the agreement if I'm going to change price. But, I can't I won't just say, "Sure, I'll do it for less." I just won't do that. Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so, I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business, what the constraint feels like, like what are the symptoms of it when you're going through it, and then what steps we actually took to graduate. And we've done this across software, physical products, uh, service businesses, brickandmortar, all of this.

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