In market sales, from channel distributors and retailers down to mom-and-pop stores, negotiation with customers is inevitable, and the essence of negotiation is bargaining. Salespeople should not be annoyed by customers' persistence; it's their nature. Take inventory pushing, for example: you ask a customer to pay 500,000 yuan for goods, and most customers will come up with every excuse: First, never believe a customer who says "business is bad," because customers are experts at playing poor. Over a decade in sales, I've seen customers trade their old Xiali cars for Bentleys, move from a three-bedroom apartment to a villa, and go from one wife to a harem. 1. When a customer says they'll order less, it's simply because your product isn't selling well. Customers don't need urging to stock up on fast-moving items, because they have no grudge against profit. 2. When you mention payment, the customer immediately thinks of "inventory pushing," which for them is like "economic kidnapping." Customers believe in the "small steps, fast turnover" sales model—"pay less, turn over more." No one wants to increase inventory and "choke." You tell the customer: "Mr. Wang, you can pay 300,000 yuan, but I'll be upfront: this shipment's main product is ***, a company focus with heavy marketing investment. Once it sells like hotcakes and you want more, I can't guarantee stock." "This time, the company is offering a special price policy, 20 yuan cheaper. Resources are limited. If you don't want it, that's fine; I can give it to other customers. If they use this policy for promotions, it might hurt your sales." During this, you can mention other customers' orders to make a point, but don't exaggerate. First, don't just listen to the customer's side; use all connections to find out their actual purchase data. Second, it's best to personally check the customer's warehouse inventory. If xx brand's inventory has increased, it means other brands are pushing inventory on them. Then, if other brands are pushing inventory, you should reflect: Did you fail to visit frequently enough, allowing competitors to slip in? Has the customer "strayed" behind your back? What advantages do other brands' products and policies have over yours? ... I often say, "If your wife has an affair, don't blame the neighbor;" similarly, with customers, if they stray right under your nose, you need to self-reflect. This is the "good cop, bad cop" routine, a typical mom-and-pop store tactic, and the most energy-draining for salespeople. In business management, there's the saying "the boss plays the good cop, the cadre plays the bad cop." Create pressure on the other party, but avoid triggering resistance.—Roger Dawson, "Secrets of Power Negotiating." Some say that in township and urban-rural fringe markets, shop owners are "simple." But I tell you: "The city is full of tricks; don't return to the countryside; the countryside has been reformed, and the tricks are as deep as the sea." Generally, with the "good cop, bad cop" routine, the male boss is usually easy to talk to; a cigarette break is enough to get along. This can easily make salespeople think they've won over the customer, but in reality, the male boss only executes, doesn't make decisions, and won't give you a final answer. The male boss will usually say: "Xiao Wang, I'm easy to deal with, but I need to ask your sister-in-law..." Then you're dumbfounded, and before you recover, the boss's wife approaches with a smile, taking small steps like "Rong嬷嬷" (a character from a Chinese TV drama). Then, the boss's wife listens to your spiel, while the boss stands by silently, watching you and his wife play "dragon-tiger fight." Next, she starts with the attitude of the "Treaty of Shimonoseki," gradually "encroaching" on you. In the end, she first plays poor, then soft-soaps you, asking for policies and resources. In this situation, if you're a rookie salesperson, you might easily "cave," because on one side is temptation, on the other is hope, leaving you in a dilemma, unable to advance or retreat. In short, no matter the customer, the "bad cop" lowers your expectations, the "good cop" gives you hope. As long as there's a "good cop, bad cop" dynamic, the "bad cop" is never a pushover; they're trying to hide their desires. You need to see through this routine, understand the other side's hand, and let them perform as they will. This is an "upgraded version" of the third issue; usually after the good cop/bad cop act, this show begins. Since the boss's wife says the product doesn't sell well, you should know: there are many reasons for poor sales, and it's not necessarily related to your sales policy support. Don't immediately say it's because there's no policy; that's just customer "bluffing." You need to find out why the customer says it's not selling. Analyze the reasons: is it inventory? Is it the main push? Is it display? Is it product mix? Is it promotion and publicity? The surrounding market? Check one by one, and the reason will come to light. This shows your "expert" ability. Customers just want the manufacturer to "bleed a little": they want policies, subsidies, special prices, promotions, rebates, verification... It's instinct for customers to ask for policies; don't blame them—you'd do the same. You can promote other "model" customers to the boss's wife, letting her see the gap and feel she's in the wrong. But what if the boss's wife is a "Rong嬷嬷" who won't let go of the "sales policy"? At first, keep your mouth shut, with the righteous attitude of a "revolutionary soldier," and say: "Sister Zhang, there's really no policy right now. Besides, the policy comes from the manufacturer, not from my own pocket. I wish I had policies so you could earn more." This can serve as a "buffer," but the boss's wife won't give up without getting "meat." At this point, when the customer is speaking, never interrupt or cut in. The more the customer talks, the more openings and opportunities arise. From experience, the boss's wife will use other brands as "scapegoats," telling you that other manufacturers have been "generous and opening granaries." These are often "smoke screens"; without proof, just listen and let it go. After she finishes, you ask: "Sister Zhang, what policy did you just mention from xx manufacturer?" Pretend you don't understand and dig deeper; learn to ask questions. If the customer swears that other manufacturers support them more than you do, use differentiation to counter: "Sister Zhang, different manufacturers, different brands, different products. That **** product has no policy at all, yet it sells like hotcakes." You need a thorough understanding of the market, including competitor brands and product differences. If you don't deeply understand and study the industry, market, products, and competitors, you shouldn't be in sales. We've said before: Customers fear nothing more than you being more "professional + dedicated" than they are! "Sister Zhang, I really don't know about the subsidy policy from xx manufacturer you mentioned, but we indeed have no subsidies." At this point, if you know your competitors' policies well, you should immediately counterattack, making the boss's wife realize you're not someone to be trifled with. Some customers won't respect you unless you "knock them down" on the spot. Also, be sure to find out exactly what subsidy the boss's wife is asking for; this is crucial. "Sister Zhang, about the sales policy you mentioned, I'll report back to my leader." Never say such compromising words. Even if you plan to report and apply later, don't say such things on the spot. Otherwise, the customer will think you have "soft bones." If they pressure you a little and you "sell out," you'll become more passive and hit a dead end. In the end, any "hesitation" a customer shows toward a salesperson stems from "concerns." We can't "talk nonsense" with customers; we must make our trust "visible and tangible," because no customer will go against "interests." Salespeople who "grind" with customers are doing business with them. Business means generating new good ideas. Source: 土拨鼠跟我走, 简书经管专栏优秀作者 https://www.jianshu.com/u/9c5672a94a6d -END-