¿Cómo se puede negociar un contrato con un cliente que tiene muchos responsables de la toma de decisiones en Ventas Externas?

Three best ways: 1. Have an established Champion within that DM group who is 100% sold on your solution and is going to advocate for and push it to the rest of the group. 2. Get the entire group together for your main pitch and presentation, and set follow ups with individuals who have questions or hesitation. 3. Identify the member of the DMU who is MOST RESISTANT to your product/service. Work on them. If you get the main opponent on board, and the biggest champion as an advocate simultaneously, this gives you the best chance to close. Lastly, when speaking with each member of the DMU, make sure you engage THEIR SPECIFIC role/concern and value/solution you provide. Don't ignore ANYONE. This is how you win.

This is the absolute first thing you need to start with. This will save a ton of time and get you results quickly. You need to standout but show class. Your not there to knock the competition but persuade them why to go with you. One of the best ways is outline the solutions you provide and not just the obvious ones like price lead time, etc. Focus on outlines like the simple Ness of your contract or how fast you can turn it around. All these things are of great importance when negotiating. If you can simplify the process you are in a way selling time and that is more valuable them anything

The approach must be to engage with all parties in order to gain the insight of where the final decision lays and from that point refine and focus your attention in that direction whilst still engaging with the group. The initial collective approach will provide the insight that you would not access otherwise

A primeira tarefa a ser executada é o mapeamento dos principais stakeholders. Uma vez que você identifique todos os decisores ou influenciadores sua prioridade é conseguir marcar uma visita a uma deles. Se houver algum guardião, você deve conquistá-lo ou acessar outro stakeholder. Uma vez que você consiga marcar uma visita presencial e consiga convencer esse decisor, tente usar a sua própria influência e autoridade para conseguir agendar os encontros com outros stakeholders.

in today's competetive market ,no matter how good is your rapport with decision maker and influencer , we still need to be competetively justified by offering technically sound solutions and good price. To build trust is to honour a project that is awarded deliver it timely and correctly. others will follow suite

Tao importante quanto identificar os decisores é você conseguir identificar e conquistar os influenciadores corretos. Os influenciadores, principalmente os de natureza técnica, normalmente são a principal ferramenta para chegar a acordos mais difíceis.

Take the time to question, how they normally buy. Listen well to how and what they want. Move to the verification step to confirm the request from all stakeholders. Once they agree that the solution meets their needs, then ask if you can hold a financial discussion on how this fits their budget. All members of the buying team have now agreed that the scope is what they want and that it fits their budget. All you have to do is submit your final priced proposal and they should accept. Unless you have not found all the objections during the verification step. Then ask if was there anything that you had missed that you could offer more details on.

If you cannot get all the decision makers in one room for a presentation, then create a comprehensive but easy to follow power point presentation that can be sent to all. You cannot depend on any one individual to accurately convey your story to their colleagues

Often, the client organisation doesn't have a clearly defined process in place. I find the best approach is to have a meeting with all the decision makers where you agree you will use a set process moving forward. I.e. Your champion will be the one you negotiate with, and the champion will negotiate on behalf of all the decision makers. This means there will be some back-and-forth as the champion will need to get confirmation from the decision makers before you get the go-ahead, but it also means you have clearly defined rules of engagement, you only need to deal with one person, all parties save time and effort, AND the person you are negotiating with is someone you know wants your solution/product, smoothing your route to success.

Tell them you are here to help them. Tell them they have many people who want your business. Explain you know how hard that can be and fearful, if you pick the wrong solution. We will offer you a solution with no pressure. You can use our proposal to compare to other proposals and if you have any questions, I am here for you and will gladly answer your questions with no obligation on your part. We just want to make your decision easy.

Too many sales personal talk without listening, if you take time to listen to who does what in the organisation, you will find the person that you need to talk to.

Quando você está identificado as necessidades e prioridades dos decisores e dos influenciadores é fundamental que você considere os seus objetivos profissionais e também os de cunho mais pessoal. Se você conseguir auxiliar um decisor em qualquer tarefa relacionada aos seus grandes objetivos, você terá conquistado um importante aliado

1. Don’t waste your time trying to talk what you have to offer to non-decision makers, find that decision maker, and then talk to them once you have explained everything to them and listen to their needs because listening is extremely important. You now should be able to start getting your foot in the door. Now you can talk to the other people and find out what their needs are to hopefully pass some of that along to the decision maker, and that should help you. Also again I have to say never ever lie. I always be upfront and honest.

Seek Consensus: - Encourage open communication among the decision-makers. Facilitate discussions and seek consensus among them. Address any conflicting interests or opinions proactively. Provide Data and Evidence: - Use data, case studies, and evidence to support your proposal. Decision-makers often rely on facts and figures to make informed choices. Be Patient and Persistent: - Recognize that negotiations with multiple decision-makers may take time. Be patient and persistent in your efforts, and continue to engage with them as necessary.

Trust and rapport can only be built slowly and via shared experiences. It’s easy to rush a deal or a sales cycle because of the pressures that are placed on outside sales people to deliver results each and every month, quarter or year; even so, the truth is a buyer doesn’t care about your pressures… unless you’ve taken the time to build true trust and rapport. As the elite units of Navy Seals like to say “Slow is smooth and smooth is fast.” Take the time to do it right and even the complicated negotiations are simplified.

Ask them what questions they have. Answer their questions. Be helpful and honest. Talk about them. Ask how they got into this line of work. Listen. Invite them to a network event where they can meet many people just like them.

The development of trust and rapport are vital to the success of mutually beneficial partnerships. Once established the development of an authentic and genuine network will flourish allowing for the creation of new partnerships and leaders to experience exponential growth.

Toda a negociação e etapas de investigação, principalmente das necessidades e prioridades dos decisores e influenciadores se torna mais fácil quando você começa a construir elos de confiança com seus interlocutores e construir um relacionamento mutuamente satisfatório.

Offer Flexibility: - Be open to making reasonable concessions or adjustments to your proposal to accommodate the different decision-makers' needs, within the bounds of your business objectives. Clear Communication: - Ensure that your communication is clear and concise. Avoid jargon and provide straightforward explanations of your offering and its benefits. Set a Timeline: - Establish a timeline for the decision-making process and ensure that all parties are aware of it. This helps maintain focus and accountability.

Negotiating a contract with a customer who has many decision makers in outside sales is a complex and multifaceted process that requires careful planning, strategic communication, and adaptability. In this extended discussion, we will delve into a comprehensive approach to negotiating with such customers.

Além dessas ações, é importante lembrar que a negociação é um processo dinâmico que pode mudar rapidamente. É importante estar flexível e estar disposto a fazer concessões para chegar a um acordo. Aqui estão algumas dicas para negociar os termos do contrato com os tomadores de decisão: Seja preparado. Faça sua pesquisa e saiba o que você quer antes de entrar em uma negociação. Seja profissional. Mantenha a calma e a compostura, mesmo quando as coisas ficarem difíceis. Seja paciente. A negociação pode levar tempo, então não tenha pressa para fechar um acordo. Ao seguir essas dicas, você estará no caminho certo para negociar os termos do contrato com os tomadores de decisão e, assim, aumentar as chances de sucesso.

Follow Up: - After negotiations, follow up with decision-makers to answer any remaining questions and provide additional information if needed. Keep the lines of communication open. Close the Deal: - Once a consensus is reached, finalize the contract and ensure that all decision-makers are comfortable with the terms.

In my personal opinion you get the facts and list of who all are the decision makers. Then work to get a meeting or sit down with all the decision makers in one room. That way things can be presented and cultivated all at once and as a whole. Then make sure to prepare a presentation that is easily understood for all parties and then get to work with the teams to get things rolling. Make sure to know your facts and be able to answer all questions any of the decision makers may have and remember to remain confident and be of clear speaking.

Solid advice, but in contract negotiations, it's vital to uphold the value of your goods or services. If the customer hesitates at the price, avoid devaluing, as it might signal that your initial pricing was too high. Instead, present alternative goods or services to maintain flexibility. Standing firm in your offer demonstrates confidence and reinforces the value you bring to the table.

In my experience there are as many ways to accomplish selling and negotiating with large parties as there are people in this world! There are a ton of great books and podcasts on the sales process, but the best version is your amalgam. Create your own process, refine it, trust it, own it and go win!

Could I get a copy of this to share with inside and outside sales reps? Thank you

When it comes to multiple decision-makers, which is the usual situation with clients, it’s really important to understand the internal dynamics. An influencer may be lower down in the hierarchy but might have a broader level of interaction with a number of other key influences. It’s important to understand who has the real power and real decision making authority. Every single client is different and this can be a maze of contradictions. Patience and good note taking is key.

The people you are doing well are people just like you they want the best deals, the best price and the best products, if your prices are a little bit higher than the next guys explain to them why tell them what they get from you and how it’s better than what they can get from the other people Make sure everything matches love apples to apples with yours being the best

Remember that negotiation with multiple decision-makers can be dynamic and requires adaptability. Your ability to navigate complex discussions and build relationships will be crucial in securing the contract.