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Note: High-priced products are an important source of profit for companies, but many high-priced products are blocked by distributors before they even meet consumers, because distributors always have too many concerns about carrying high-priced products! How to get distributor customers to accept high prices is a concern and headache for many marketing professionals. In fact, the principle "There is no such thing as high or low price; as long as you make the buyer feel it's worth it" applies not only to persuading consumers but also to persuading distributors. How to eliminate distributors' concerns and make them feel that carrying your high-priced products is worthwhile? The following will provide practical techniques.

I. When customers use competitor prices to pressure our products

  1. Manifestation: "Your products are too expensive; their same products are much cheaper than yours!"
  2. Analysis: Customers think the price is high often because they haven't chosen the right reference point, as "high price" is relative. Example: In the instant noodle industry, customers compare competitors' double-seasoning-pack products with our triple-seasoning-pack products, compare competitors' low-end noodles with our mid-to-high-end noodles, and compare small companies' products with our large company's products. Such comparisons inevitably lead to wrong conclusions.
  3. Response methods: (1) Let the customer speak first to see which company's products they are comparing ours with when they think our prices are high: If the customer compares our large company's products with small companies' products, explain that the prices cannot be compared because brand awareness and market positioning are different. If the customer compares our products with main competitors' products, first investigate the competitor's price and sales situation; then match it to see which category of our products the competitor's product corresponds to; finally explain that they are comparing low-end competitor prices with our high-end product prices, which is unfair to us. (2) Make a detailed comparison of the advantages and disadvantages of our products and competitors' products, using data, certificates, and other intuitive methods, explaining from aspects such as company status, product positioning, packaging, and quality. For example, in terms of quality: Explain our company's production and quality management situation, and if necessary, provide proof of ISO9000 or other quality assurance system certifications. Compare relevant quality indicators with competitors. Conduct third-party blind tests. When the third party does not know the brand of the tested products, let them naturally state the advantages of our products compared with competitors'. (3) Tell customers that behind our high-priced products is a comprehensive service system superior to competitors, which is an important guarantee for the long-term development of the manufacturer and distributor.

Note: Do not deliberately attack competitors: Avoid attacking competitors in front of customers to highlight our products, as this can easily cause resentment. Use data and facts to persuade customers. Comparison technique: When evaluating competitors, mention advantages first and then disadvantages; when evaluating ourselves, mention disadvantages first and then advantages.

II. When customers claim they cannot afford to stock up

  1. Manifestation: "Our store is poor; we can't afford high-priced goods."
  2. Analysis: The customer may be genuinely poor and need understanding and support from the company; or they may be pretending to be poor, hoping the company will lower prices, give more policies, or even sell on credit. Therefore, first determine the true purpose of the customer's statement, then respond accordingly.
  3. Response methods: (1) For genuinely poor customers, two strategies can be used: if the customer's boss has clear business thinking, foresight, and strong interest in our products, we can appropriately promise some financial assistance and policy support that we can fulfill; if you have no confidence in the customer's development, simply give up on this customer. (2) For customers pretending to be poor, first estimate their financial strength and profits through observation and probing; then introduce distributors of similar strength who have had a bountiful harvest carrying our products; finally, emphasize that the distribution opportunity is rare.

III. When customers refuse on the grounds that secondary wholesalers won't cooperate

  1. Manifestation: "The price is too high; when we distribute to secondary wholesalers, they won't accept it."
  2. Analysis: The customer's purpose is to use secondary wholesalers as an excuse to pressure the company for greater policy support. In many cases, we have persuaded customers to accept the product price through comparison techniques, but competitors already have a certain foundation and sales in the market, and customers worry that promoting our products to downstream customers is too difficult and fear they cannot build the market. At this point, we need to find ways to strengthen customers' confidence in distribution.
  3. Response methods: (1) Tell customers that you get what you pay for. Since competitors can distribute to secondary wholesalers at the same price, we can also distribute at normal prices, which is necessary to ensure customers' future profits. If the distribution price is too low, when the market opens up and prices cannot rise, customers' profits will not be guaranteed. (2) Communicate deeply with customers about the company's market operation policies and strategies, explaining that the company will not just push products to customers and then ignore them. The company will provide a series of support to open and occupy the market, including manpower support, promotion support, advertising support, and market operation ideas support. (3) Inform customers that the company will launch certain promotional and publicity policies, such as year-end rebates and tiered rewards, to help customers distribute to secondary wholesalers. (4) Explain to customers: For secondary wholesalers, the company will consider setting a corresponding distribution price in addition to the customer's profit margin, but customers cannot arbitrarily raise the distribution price to secondary wholesalers.

Note: Do not casually promise policies that the company does not have, as this will bring a series of legacy issues in future market operations and cause customers to lose confidence in the company.

IV. When customers think carrying high-priced products is unprofitable

  1. Manifestation: "The product price is so high, I need to invest so much capital. When can I recover costs and start making money?"
  2. Analysis: Seeking profit is a customer's nature. In the early stage, due to small sales volume and large investment, it is normal for customers to see no profit, but the company should describe a bright cooperation prospect to customers.
  3. Response methods: (1) Explain to customers that the company has already considered customers' profits when pricing. If customers want to make money: first, through product price differences; second, by increasing sales volume to absorb costs and achieve scale profits. (2) Communicate with customers about the company's operations, business philosophy, scale, strength, background, and various awards received, to dispel doubts and help build confidence. Let customers believe that their early investment will yield continuous profit returns in the future. (3) Inform customers of other benefits the company can bring: for example, the company will give certain year-end incentives, provide overseas travel quotas for customers who perform well in market operations, and regularly organize training for customers. (4) Describe to customers how carrying our products can improve their network, enhance their image and brand, which are invaluable assets for their future success.

V. When customers use consumers as a shield

  1. Manifestation: "Your products are too expensive; consumers can't afford them!"
  2. Analysis: Customers have strong consumer awareness. If consumers don't buy, no matter how well the manufacturer promotes the product, it is not a good product. Therefore, we should use specific promotional plans and detailed consumer survey data to persuade customers to "comply."
  3. Response methods: (1) Inform customers of the product's popularity in other regions or with other distributors. (2) Inform customers of the company's specific annual and monthly product promotion plans. If advertising has already started in mass media, ask if they have seen it; if planning to advertise in local media, remind them to pay attention; if the product leverages celebrities or strong media, emphasize this repeatedly to strengthen customer confidence. (3) Share actual consumer experiences with the product.

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