WEBVTT 1 00:00:00.920 --> 00:00:06.639 It's not an event that's isolated around closing a deal. It's about the ongoing 2 00:00:06.679 --> 00:00:14.720 management of the relationship. You're listening to the audible Ready podcast. The show 3 00:00:14.759 --> 00:00:19.600 that helps you and your teams sell more Faster. Will feature sales leaders sharing 4 00:00:19.600 --> 00:00:23.519 their best insights on how to create a sales engine that helps you fuel repeatable 5 00:00:23.600 --> 00:00:27.600 revenue growth, presented by the team at Force Management, a leader in B 6 00:00:27.679 --> 00:00:33.679 to B sales effectiveness. Let's get started. Hello and welcome to the Audible 7 00:00:33.679 --> 00:00:37.399 Ready Sales Podcast. I'm Rachel klep Miller joining me today as our own Tim 8 00:00:37.479 --> 00:00:40.320 Cato. Hi, Tim, Hello, Rachel. How are we doing today? 9 00:00:40.719 --> 00:00:44.079 I'm doing great. I hope you are not always happy when we get 10 00:00:44.119 --> 00:00:48.799 a chance to talk about sales negotiation, right right. As many of you 11 00:00:48.880 --> 00:00:53.479 know, Tim is so good at helping us with our sales negotiation. So 12 00:00:53.560 --> 00:00:59.880 that's the topic of today, negotiation, and in particular sales negotiation. There 13 00:00:59.920 --> 00:01:03.759 is a difference. I mean we're going to talk about that, yes, 14 00:01:03.960 --> 00:01:08.920 right, because you know we are in sales consulting and companies in our industry, 15 00:01:10.000 --> 00:01:15.239 training companies tend to lump all negotiation skills into one bucket, and sales 16 00:01:15.280 --> 00:01:22.159 tends to have its own nuances and ones you want to manage effectively if you're 17 00:01:22.200 --> 00:01:25.719 going to be a great seller. So today Tim is going to go through 18 00:01:25.719 --> 00:01:29.920 these nuances and what that means for you as a salesperson as you approach your 19 00:01:29.959 --> 00:01:34.560 negotiations, as you approach your sales processes. What is that mindset you need? 20 00:01:36.000 --> 00:01:38.480 So Tim, let's kick it off. Let's start with the first one. 21 00:01:38.519 --> 00:01:42.439 We go there. Let me just add one little thing. You're right, 22 00:01:42.519 --> 00:01:46.439 Rachel. We tend to look at what's going on in the marketplace and 23 00:01:46.480 --> 00:01:49.560 we offer up new ideas things to do. A lot of times those look 24 00:01:49.760 --> 00:01:56.040 like activities, tactics, best practices. But today we're going to talk about 25 00:01:56.040 --> 00:02:00.359 what I think is maybe the ultimate best practice when we're getting ready to approach 26 00:02:00.719 --> 00:02:06.000 sales negotiations with our customers. You said it, it's our mindset. The 27 00:02:06.040 --> 00:02:10.560 way we think about what we're going to do can have a huge impact on 28 00:02:10.599 --> 00:02:15.479 our behavior, the outcomes of our behavior, and what we're trying to get 29 00:02:15.520 --> 00:02:21.000 done. So this is a little different. It's not just how to. 30 00:02:21.240 --> 00:02:24.719 I think it's the ultimate how to, which sits above all those other things 31 00:02:24.759 --> 00:02:30.319 we've often talked about on other podcasts. But I'm excited to get into the 32 00:02:30.360 --> 00:02:34.759 mindset because the way we think about these things has a, like I said, 33 00:02:34.879 --> 00:02:39.439 a profound impact on the way we execute in the moment exactly. Thanks 34 00:02:39.439 --> 00:02:43.840 for setting us up there. So, Tim, we're going to run through 35 00:02:43.879 --> 00:02:49.319 some different nuances today as it relates to sales negotiation. Let's start with this 36 00:02:49.400 --> 00:02:52.879 first one, the big one, right, negotiation is not an event, 37 00:02:53.319 --> 00:02:54.919 right, you know we're going to talk about four, but this is this 38 00:02:55.000 --> 00:02:58.879 is one of the big ones. There's a lot of nuances there. But 39 00:02:58.919 --> 00:03:00.599 I want you to think about, as you said, Rachel, the difference 40 00:03:00.680 --> 00:03:06.919 between a sales negotiation and other forms of negotiation, and that is, we 41 00:03:07.039 --> 00:03:13.360 have a tendency to think of negotiation with our customer as a step in our 42 00:03:13.479 --> 00:03:20.360 sales process. But we are all trying to win a deal as the beginning 43 00:03:20.560 --> 00:03:24.599 of an ongoing relationship, or maybe we're already in an ongoing relationship. So 44 00:03:24.680 --> 00:03:30.840 this idea of negotiation as a step in our sales process, I think is 45 00:03:30.879 --> 00:03:35.639 one of the first mistakes that we make because it's different. In a sales 46 00:03:35.680 --> 00:03:42.319 negotiation, it's really about the daily activities we go about and creating and managing 47 00:03:42.479 --> 00:03:46.560 an ongoing customer engagement. It's not just the beginning. It goes on all 48 00:03:46.599 --> 00:03:51.919 the way through. Some laugh and say, you know, sales negotiation starts 49 00:03:51.960 --> 00:03:57.599 pretty much from hello, it goes on thereafter. So I think the mindset 50 00:03:58.000 --> 00:04:03.240 when we think about it is that it really is part of the ongoing daily 51 00:04:03.360 --> 00:04:11.000 practice of managing the customer engagement, not just the initial sale. Not just 52 00:04:11.120 --> 00:04:15.600 the initial let's get in agreement. It's on an ongoing basis. You will 53 00:04:15.639 --> 00:04:20.920 negotiate every day with an existing customer, whether it's who will be involved in 54 00:04:20.920 --> 00:04:26.279 a meeting, how much rigor will they put into an implementation, how many 55 00:04:26.279 --> 00:04:30.680 people get involved while things change, Let's adjust what goes on all the way 56 00:04:30.759 --> 00:04:34.720 through to hey, it's time maybe for a renewal or an expansion. So 57 00:04:35.120 --> 00:04:41.519 I just think it's not an event that's isolated around closing a deal. It's 58 00:04:41.600 --> 00:04:45.480 about the ongoing management of the relationship. And the end of that is the 59 00:04:45.519 --> 00:04:50.279 mindset. It kind of changes your approach. Yeah, you're not going to 60 00:04:50.279 --> 00:04:54.639 push it off till the end, right, that's your approach for the every 61 00:04:54.720 --> 00:05:00.399 conversation. So the next thing we need to remember is as sales people, 62 00:05:00.560 --> 00:05:03.240 right, we don't just disappear after the negotiation. We negotiate and we go 63 00:05:03.399 --> 00:05:05.959 away, You're gonna have to see these people. You want to work with 64 00:05:06.000 --> 00:05:10.439 them, you want to keep adding value. So that's another nuance of sales 65 00:05:10.519 --> 00:05:14.800 negotiation. Yeah, and this one's somewhat related because it does tie back to 66 00:05:14.879 --> 00:05:19.079 it's not an event. But I think the thing for us to remember it's 67 00:05:19.079 --> 00:05:24.639 not only not just a step in our sales process. Sales negotiation is more 68 00:05:24.639 --> 00:05:29.199 than closing a deal. You know what we need to do. Even on 69 00:05:29.399 --> 00:05:32.120 the other side wants to make it all about what's going on to close an 70 00:05:32.120 --> 00:05:36.240 agreement, close the deal. We got to keep in mind that it is 71 00:05:36.360 --> 00:05:44.279 about setting up our success and their success over the life cycle of our relationship. 72 00:05:44.680 --> 00:05:48.759 Think about it this way. When I focus on the customer achieving the 73 00:05:48.879 --> 00:05:55.720 outcome they money in my conversations, my upfront selling, my discovery, the 74 00:05:55.759 --> 00:06:00.759 way I put together my recommendations. If I'm just focused on closing my deal, 75 00:06:00.519 --> 00:06:03.399 I'm only to to include certain things in it. But when I broad 76 00:06:03.519 --> 00:06:10.439 my perspective and while doing that, their perspective to what's going to be required 77 00:06:10.480 --> 00:06:15.120 for them to achieve their success, that sets us up to do a lot 78 00:06:15.160 --> 00:06:19.519 of different things, and we start expanding the items that are in the negotiation, 79 00:06:20.040 --> 00:06:25.839 the things that should be considered. As an example, we're selling technology, 80 00:06:26.240 --> 00:06:30.360 we might focus on integration. Wow, if you go with my solution, 81 00:06:30.839 --> 00:06:33.560 it's automatically integrated, great, Well, that helps them make a decision 82 00:06:33.600 --> 00:06:41.240 to buy. But then I say, let's talk about ongoing things like user 83 00:06:41.279 --> 00:06:46.480 functionality, like people having control, like visibility to what's going on afterwards. 84 00:06:46.720 --> 00:06:51.519 Those might not be part of the initial sales conversation, but they're part of 85 00:06:51.560 --> 00:06:57.160 what's going to be required to make them successful. And we broadened the topics 86 00:06:58.160 --> 00:07:02.399 by broadening the conversation, which means we also broaden the number of people that 87 00:07:02.439 --> 00:07:06.560 we're talking to. And you know that's a big part of this. We'll 88 00:07:06.600 --> 00:07:13.279 talk about in a minute, but it's really a significant thing. I'm here 89 00:07:13.360 --> 00:07:16.079 not to close a deal. My mindset is I'm here to set up this 90 00:07:16.160 --> 00:07:19.279 ongoing relationship. And if you think of it that way, one more mindset 91 00:07:19.319 --> 00:07:24.560 thing, Rachel, think about for a net new customer. We always talk 92 00:07:24.639 --> 00:07:28.319 to our customers, you know, prospects. While when you work with us, 93 00:07:28.399 --> 00:07:30.560 it's going to be special. We're we're going to have an ongoing relation 94 00:07:30.839 --> 00:07:33.680 and it's going to be great. Look at all the people that say we're 95 00:07:33.759 --> 00:07:39.879 awesome. We tell them we're going to really work together with them. Well, 96 00:07:40.439 --> 00:07:44.240 well, you know what, people that have the mindset that negotiation is 97 00:07:44.279 --> 00:07:48.480 about adding value to the ongoing relationship. Our negotiation is the first demonstration of 98 00:07:48.519 --> 00:07:53.560 what that relationship's going to look like. So if we go into it with 99 00:07:53.639 --> 00:07:58.759 the mindset of it's all about closing my deal and I'm focused on my side, 100 00:07:58.879 --> 00:08:03.480 and unfortunately that translates to some short term tactics to get a deal done, 101 00:08:03.279 --> 00:08:09.199 I send a message that could have an impact for years to come in 102 00:08:09.240 --> 00:08:11.920 the way we work with that customer. So when I forced myself to have 103 00:08:11.959 --> 00:08:18.439 the mindset this is actually the beginning of an ongoing relationship, and I'm going 104 00:08:18.519 --> 00:08:22.120 to approach it with the mindset that that's what I'm doing. And oh, 105 00:08:22.160 --> 00:08:28.120 by the way, my negotiation is my devo of what that ongoing relationship is 106 00:08:28.199 --> 00:08:35.200 like. Those are two mindsets that recognize the difference of a sales negotiation offers 107 00:08:35.240 --> 00:08:41.639 a great opportunity for us to use the negotiating and the way too advance our 108 00:08:41.720 --> 00:08:46.440 relationship. Yeah, and to your point, when you think about the post 109 00:08:46.720 --> 00:08:52.960 initial agreement. That also widens the things that you can anchor on that things 110 00:08:52.960 --> 00:08:58.200 that are valuable to the customer. That can broaden what you might put in 111 00:08:58.240 --> 00:09:01.000 your multiple options. It gives you more to work with right town Well, 112 00:09:01.039 --> 00:09:07.120 and you know, Rachel, we've all experienced a common perception in the sales 113 00:09:07.159 --> 00:09:13.080 negotiation. We may deal with somebody that's called a buyer or procurement or supply 114 00:09:13.200 --> 00:09:16.639 chain, whatever those words are we use, and you know a lot of 115 00:09:16.720 --> 00:09:20.600 us believe they just want to focus on one thing. I don't totally buy 116 00:09:20.639 --> 00:09:22.440 in on that. That's probably a result of what we talked about me. 117 00:09:22.720 --> 00:09:28.080 But if they do, this mindset is really important to always remind them there 118 00:09:28.120 --> 00:09:33.879 are other things beyond your buying this solution. You know, you've got people 119 00:09:33.879 --> 00:09:37.240 in your organization that want to use it, that want to achieve outcomes. 120 00:09:37.320 --> 00:09:43.879 So keeping them focused on that comes from you keeping focused on that, and 121 00:09:43.919 --> 00:09:48.000 as you say, that's the way to get real value. Okay, So 122 00:09:48.720 --> 00:09:52.960 first, mindset, negotiation is not an event, it's ongoing process. Second 123 00:09:52.960 --> 00:09:56.159 one, it's more than just that initial deal. We want to think about 124 00:09:56.159 --> 00:10:01.000 how we're creating value and managing the ongoing relationship. So what's our next one, 125 00:10:01.159 --> 00:10:05.200 Jim? You know, again, a little bit of a nuance. 126 00:10:05.679 --> 00:10:09.200 I think I remember the first time I read a book or maybe watched a 127 00:10:09.320 --> 00:10:11.879 movie that had a negotiation. One of the things that we all focus on 128 00:10:13.000 --> 00:10:16.399 is let's make sure we're negotiating with the person that's got the power and ability 129 00:10:16.879 --> 00:10:22.360 to finalize an agreement. I generally agree with that, But here's a little 130 00:10:22.440 --> 00:10:26.240 nuance in a sales negotiation, right, it is not a one on one 131 00:10:26.240 --> 00:10:31.519 event. There are multiple people on the customer side that have interests. I'll 132 00:10:31.519 --> 00:10:35.559 go back to the example I just use up procurement person. Right. They 133 00:10:35.639 --> 00:10:39.320 represent a lot of different internal interests, different functions, different groups. They 134 00:10:39.360 --> 00:10:43.600 may position themselves as the one and only you deal only with me, but 135 00:10:43.759 --> 00:10:48.320 we all know there's a lot of functional areas, a lot of people behind 136 00:10:48.399 --> 00:10:54.320 them that they're buying on behalf of our side. It's not just us, 137 00:10:54.879 --> 00:10:58.759 right, We've got a lot of people on our side that have interests. 138 00:10:58.000 --> 00:11:03.639 The product team, the services team, the sales team, the success team, 139 00:11:03.000 --> 00:11:07.360 the marketing team. There's a lot of players on both sides. So 140 00:11:07.480 --> 00:11:13.279 the mindset has to be from the beginning, my job. If I tied 141 00:11:13.360 --> 00:11:16.840 us back to the first item, Rachel, right, negotiation is not event, 142 00:11:16.919 --> 00:11:18.960 it's an ongoing process. Well, what that means is they're the beginning 143 00:11:18.960 --> 00:11:22.960 of the process. So from the very beginning, if I understand that a 144 00:11:24.080 --> 00:11:28.440 sales negotiation is not a one on one activity, it actually involved in many 145 00:11:28.480 --> 00:11:33.639 people, then from the beginning, I'm going to expand a broad mind nut 146 00:11:33.159 --> 00:11:39.919 of all the different functional areas people and the related interest that they might have 147 00:11:41.559 --> 00:11:46.440 that we need to weave into the negotiation so it does not artificially get narrowed 148 00:11:46.480 --> 00:11:52.759 down to the smallest number of items that makes it difficult for them to achieve 149 00:11:52.799 --> 00:11:56.039 the outcome they're looking for and for us to differentiate. So from the beginning, 150 00:11:56.399 --> 00:12:01.840 my mindset is broad the number of PEP both functions, interests that I'm 151 00:12:01.840 --> 00:12:05.960 dealing with, and then that is both helping them get more value, but 152 00:12:07.000 --> 00:12:11.279 it actually helps me later on in the negotiate team. We might do when 153 00:12:11.320 --> 00:12:16.519 someone tries to narrow the conversation down to, oh, say something like price. 154 00:12:16.000 --> 00:12:20.120 You know I have the ability to say, yes, price is important, 155 00:12:20.320 --> 00:12:22.679 but how does that compare to these other twelve things that people in your 156 00:12:22.799 --> 00:12:28.679 organization have said are important. It's just the way, that mindset. There's 157 00:12:28.759 --> 00:12:31.120 a lot of players on their side, there's a lot of players on my 158 00:12:31.279 --> 00:12:37.799 side. Now that adds a level of complexity, but that complexity creates advantage 159 00:12:37.840 --> 00:12:43.039 for both sides. It's the pathway understanding that that mindset. It's the path 160 00:12:43.080 --> 00:12:48.080 that leads us down to being able to deliver more value and then protect more 161 00:12:48.159 --> 00:12:52.120 value with the end. Yeah. Absolutely, we're broadening a lot here. 162 00:12:52.159 --> 00:12:54.919 We're broadening our view of the deal and how we provide value. You want 163 00:12:54.960 --> 00:13:01.159 to broaden your view of your people because when your negoti shading, particularly if 164 00:13:01.159 --> 00:13:03.279 you're treating it as a process, there's a lot of different players in your 165 00:13:03.320 --> 00:13:09.639 company that you need to manage and in your customer's company. And we always 166 00:13:09.759 --> 00:13:15.960 need to remember that it's not just our company and the customer company. There's 167 00:13:16.039 --> 00:13:22.039 always a third party involved, your competition or maybe some other competing use of 168 00:13:22.080 --> 00:13:24.679 funds. Yeah, that's the setup for the fourthought of what makes it different. 169 00:13:24.799 --> 00:13:28.440 Hey, remember I said it's us negotiating with them, No, it's 170 00:13:28.519 --> 00:13:33.679 us negotiating with many people on their side. But it's also the you know 171 00:13:33.960 --> 00:13:37.679 what's looming right around the corner or hovering over top of our negotiation. This 172 00:13:37.759 --> 00:13:43.840 is this thing called the competitor or an alternative. Sometimes the competitor is somebody 173 00:13:43.879 --> 00:13:48.600 else that does what we do, another company. Sometimes a competitor is they 174 00:13:48.759 --> 00:13:54.360 are going to just not do something. Yet you know the competitor is business 175 00:13:54.399 --> 00:13:58.879 as usual. Yeah, we got a lot of issues. You've highlighted one 176 00:13:58.080 --> 00:14:01.879 we're not going to deal with yet. I consider that a competitor as well. 177 00:14:03.200 --> 00:14:05.000 But this topic and the one we just talked about, Rachel, this 178 00:14:05.200 --> 00:14:09.960 idea, it's not one on one. If you don't have a mindset and 179 00:14:09.120 --> 00:14:15.080 negotiation and the process, you're going to miss the opportunity upstream to be able 180 00:14:15.120 --> 00:14:18.320 to deal with these two realities of the sales and negotiation from the beginning. 181 00:14:20.000 --> 00:14:24.240 If I see negotiation is more than a step in my sales process, I'll 182 00:14:24.279 --> 00:14:28.320 be changing the conversation with multiple people and interests across the organization. I can't 183 00:14:28.320 --> 00:14:33.000 do that in the negotiating moment. I have to have started it before from 184 00:14:33.000 --> 00:14:37.240 the beginning. If I understand this as a process and I know there's a 185 00:14:37.279 --> 00:14:43.360 competitor or a competitive interest out there, I have to be establishing the foundation 186 00:14:43.919 --> 00:14:48.440 that will allow me to protect myself at the end. So if I know 187 00:14:48.559 --> 00:14:52.000 there's that third party, there's a couple of mindsets I need to take into 188 00:14:52.039 --> 00:14:58.039 account. Number One, I cannot just be focused on telling the customer the 189 00:14:58.120 --> 00:15:03.519 advantages of my solution towards their problem. What I have to have is a 190 00:15:03.559 --> 00:15:09.120 mindset from the beginning to help them first establish the requirements they need to address, 191 00:15:09.159 --> 00:15:13.080 no matter who they work with, and then help them see how we're 192 00:15:13.120 --> 00:15:20.080 a superior fit to their requirements than my competitor. I have to make it 193 00:15:20.159 --> 00:15:24.840 easy for them to be able to make a comparison. And when I fail 194 00:15:24.960 --> 00:15:28.639 to do that, especially from the very beginning, When I fail to do 195 00:15:28.679 --> 00:15:33.240 that, I leave myself wide open for someone on the other side, either 196 00:15:33.279 --> 00:15:39.279 intentionally or naively, to narrow the decision criteria and say, hey, you 197 00:15:39.320 --> 00:15:43.840 are more expensive than someone else. Now, in our minds, we say, 198 00:15:43.919 --> 00:15:46.080 of course we are, because we are better fit for you. But 199 00:15:46.120 --> 00:15:50.200 if I haven't established that upfront to help them see, yes, I am 200 00:15:50.360 --> 00:15:54.879 different than my competitor, and I I'm a better fit to what it is 201 00:15:54.960 --> 00:16:00.279 you're looking for, which makes it more likely you're going to achieve the dot. 202 00:16:00.480 --> 00:16:03.039 So see, these these differences and mindsets have a tendency to come together. 203 00:16:03.480 --> 00:16:08.240 But the other thing I have to understand is the competitor is going to 204 00:16:08.320 --> 00:16:11.879 do what competitors do. They're going to do what we do when we're the 205 00:16:11.879 --> 00:16:17.879 competitor, right, we're going to put in new considerations for the customer to 206 00:16:17.919 --> 00:16:22.240 think about. We're going to create competitive counter offers, all right. We 207 00:16:22.320 --> 00:16:26.440 can't look at that as an inconvenience. Are Oh, I was so close 208 00:16:26.480 --> 00:16:30.600 and that dirty rod and competitor did this. I expect it. So my 209 00:16:30.840 --> 00:16:34.360 mindset is, you're not gonna surprise me. I know what's happening. I 210 00:16:34.639 --> 00:16:41.159 put things in place even when you make a counter offer. I've done some 211 00:16:41.240 --> 00:16:42.679 of my homework, so I know what those are likely going to be. 212 00:16:42.679 --> 00:16:48.559 Because I've competed against shoot before, I predisposed my customer to expect those. 213 00:16:49.000 --> 00:16:52.919 When I tell my champion, Hey, now that we've worked this out, 214 00:16:53.320 --> 00:16:56.960 let me tell you what's about to happen. My competitor is going to make 215 00:16:56.960 --> 00:17:02.120 a call to your CFO and they're going to say the following things or your 216 00:17:02.240 --> 00:17:07.279 own what are we going to do to protect what we've been working on so 217 00:17:07.400 --> 00:17:12.200 far to survive that counter proposal or add a minimum? Rachel, I'm going 218 00:17:12.279 --> 00:17:18.119 to have work the conversation, whether it's my champion or other contexts that when 219 00:17:18.160 --> 00:17:25.160 my competitor does make some kind of counteroffer or they add a new consideration into 220 00:17:25.160 --> 00:17:27.880 it, I get wind of that right away. I understand it. I've 221 00:17:27.880 --> 00:17:33.000 got an opportunity to weave it into the way we deal with it. And 222 00:17:33.039 --> 00:17:37.480 frankly, sometimes they bring up some things that are challenging for us. We 223 00:17:37.759 --> 00:17:42.200 cannot address the thing that they're bringing up. Maybe it's a new technology, 224 00:17:42.319 --> 00:17:48.839 maybe it's their position in the marketplace or with this customer. You know, 225 00:17:48.960 --> 00:17:52.880 they're supposed to do that. I expect it, and therefore I go back 226 00:17:52.960 --> 00:17:57.240 to what I said before. It's not about one thing, It's about multiple 227 00:17:57.279 --> 00:18:02.400 things. Even if there's one one thing that we don't do as well as 228 00:18:02.440 --> 00:18:07.319 them, I always want to make sure I'm keeping the focus of the conversation 229 00:18:07.839 --> 00:18:11.559 on what's required to be successful, and it's multiple items. So let's say 230 00:18:11.559 --> 00:18:15.599 there's nine items they have to have. I help them better on eight of 231 00:18:15.599 --> 00:18:19.519 those nine. I can't allow the whole conversation to focus on the one I 232 00:18:19.559 --> 00:18:22.880 can't help them with. I want to focus on the bigger thing. You 233 00:18:22.880 --> 00:18:27.559 know, the mindsets that go along with the differences of a sales negotiation. 234 00:18:29.119 --> 00:18:32.680 You know, it's not just an event in our sales process. It's about 235 00:18:32.720 --> 00:18:37.440 the overall engagement with the customer. It's not just about closing a deal. 236 00:18:37.960 --> 00:18:41.480 It's a part of the ongoing relationship. It's not just a one on one 237 00:18:41.519 --> 00:18:47.359 activity. It involves multiple people and interests on both sides. And then lastly, 238 00:18:47.440 --> 00:18:52.279 there is that third party, the competitor. If we understand those differences, 239 00:18:52.720 --> 00:18:59.440 we can go into the sale and the related sales negotiation with these mindsets 240 00:18:59.440 --> 00:19:03.119 we talked about out today. That don't catch us off guard. We're expecting 241 00:19:03.119 --> 00:19:08.480 it. Right, We've changed our approach, probably because we first changed our 242 00:19:08.480 --> 00:19:12.920 mindself. Yeah, great way to summarize that. And you know, once 243 00:19:12.960 --> 00:19:18.319 you have these mindset or account for these nuances in sales negotiation, when you 244 00:19:18.400 --> 00:19:22.480 approach your opportunities, you'll see the repetitive patterns. Right. We've seen these 245 00:19:22.519 --> 00:19:29.960 movies before, absolutely, and you know most people have a hard time denying 246 00:19:30.079 --> 00:19:33.400 some of those differences. We don't necessarily want them to be there, but 247 00:19:33.480 --> 00:19:40.640 it's just your reality of the situation we're in. So if it creates different 248 00:19:40.720 --> 00:19:45.480 dynamics, great, let's make sure that we take advantage of those different dynamics 249 00:19:45.519 --> 00:19:48.680 to differentiate us from the very beginning. As we've always said, Rachel, 250 00:19:49.079 --> 00:19:53.519 we believe you could differentiate yourself as much by the way youself as what you 251 00:19:53.640 --> 00:19:59.960 sell, and that translates directly through to the same thing. We could differential 252 00:20:00.119 --> 00:20:03.160 ourselves based on the way we negotiate as much as what we're negotiating for. 253 00:20:04.240 --> 00:20:07.519 That's it. That's it, Tim Cato, Ladies, Mike right now. 254 00:20:10.079 --> 00:20:15.319 Yes, appreciate you joining me for this conversation today. Tim always a pleasure, 255 00:20:15.400 --> 00:20:18.079 Rachel. One of my favorite topics. Yes, and Tim has joined 256 00:20:18.119 --> 00:20:22.359 us several times, and sales negotiation and other topics too. But you could 257 00:20:22.400 --> 00:20:26.960 really hold together a nice little playlist for yourself with Tim's negotiation episode. If 258 00:20:26.960 --> 00:20:30.799 this is an area of your sales execution that you want to get better at, 259 00:20:32.039 --> 00:20:33.559 be sure to check them out in the show notes. And thank you 260 00:20:33.599 --> 00:20:38.799 for listening to the Audible Ready Sales podcast. At Force Management, we're focused 261 00:20:38.839 --> 00:20:45.279 on transforming sales organizations into elite teams. Our proven methodologies deliver programs that build 262 00:20:45.319 --> 00:20:52.039 company alignment and fuel repeatable revenue growth. Give your teams the ability to execute 263 00:20:52.039 --> 00:20:56.440 the growth strategy. At the point of sale. Our strength is our experience. 264 00:20:56.720 --> 00:21:00.559 The proof is in our results. Let's get started. Visit us at 265 00:21:00.640 --> 00:21:04.799 forestmanagement dot com. You've been listening to the audible Ready podcast. 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