When Negotiating, Money Isn’t As Important As You Think

By Roger Dawson

Let me tell you about my pet subject: When you’re selling your product or service, money is way down the list of things that are important to the other side.

People Want to Pay More, Not Less

After two decades of training salespeople, I have become convinced that price concerns salespeople more than it does the people to whom they sell. I’ll go even further than that – I think that customers who may be asking you to cut your price are secretly wishing that they could pay more for your product. Hear me out before you dismiss this as being imbecilic.

I was the merchandise manager at the Montgomery Ward store in Bakersfield, Calif., back in 1971. Although Bakersfield was not a large town, the store ranked 13th in volume in a chain of more than 600 stores. Why did it do so well? In my opinion, it was because head office left us alone and allowed us to sell to the needs of the local population.

The important element here is that you must give customers a reason for spending more money, but if you can do that, they want to spend more money, not less. I think that spending money is what Americans do best. We love to spend money. We spend $6 trillion a year in this country, and if we could walk into a store and find a salesclerk who knew anything about the merchandise, we’d spend $7 trillion a year. And that’s when we’re spending our own hard-earned, after-tax dollars.

What if you’re asking someone who works at a corporation to spend the company’s money? There’s only one thing better than spending your own money, and that’s spending someone else’s money. If that weren’t enough, remember that corporate expenditures are tax deductible, so Uncle Sam is going to pick up 40 percent of the bill.

So, I believe that we’ve had it all wrong for all these years. When we’re trying to sell something to somebody, he or she doesn’t want to spend less money; he or she wants to spend more. However, you do have to do two things:

  1. You must give buyers a reason for spending more.
  2. You must convince buyers that they could not have gotten a better deal than the one you’re offering.

That second point is where Power Negotiating comes in because everything I teach is designed to convince the other people that they won the negotiation and that they couldn’t have done better. Let’s face it, does what you pay for something really matter? If you’re going to buy a new automobile, does it matter if you spend $20,000 or $21,000? Not really, because you’ll soon forget what you paid for it, and the slight increase in payments is not going to affect your lifestyle. What really matters is the feeling that you got the best possible deal.

You don’t want to go to work the next morning and have everybody crowded around to admire your new car when somebody says, “My friend bought one of those, and he paid only $20,000. You should have gone to Main Street Auto Mall.” That’s what hurts – the feeling that you didn’t get the best deal.

The objection that every salesperson hears most is the price objection. “We’d love to do business with you, but your price is too high.”

Let me tell you something about that. It has nothing to do with your price. You could cut your prices 20 percent across the board and you’d still hear that objection. I trained the salespeople at the largest lawn mower factory in the world. You probably own one of their products because they manufacture most of the low-end, private-label lawn mowers that discount and chain stores sell. Nobody can undercut their production cost on lawn mowers. They have it down to such a science that if you bought one of their mowers at Home Depot and you tipped the kid who carries it to your car a dollar; the kid made more on the lawn mower than the factory did. That’s how slim their profit margins are. However, when I asked them to tell me the number one complaint they hear from the buyers at stores, guess what they told me? You got it. “Your prices are too high.”

Instead of letting this kind of thing work you up into a sweat, adopt the attitude that negotiating is a game. You learn the rules of the game, you practice, practice, practice until you get good at it, and then you go out there and play the game with all the gusto you can muster.

The next time you’re trying to get somebody to spend money remember that they really want to spend more money with you, not less. All you have to do is give them a reason and convince them that there’s no way they could get a better deal.

Things That Are More Important Than Money

A reporter at a press conference once asked Astronaut Neil Armstrong to relate his thoughts as Apollo 11 approached the moon. He said, “All I could think of was that I was up there in a spaceship built by the lowest bidder.” A cute line, but he was falling prey to a popular misconception that the government must do business with anybody who bids the lowest price. Of course, that’s not true, but it’s amazing how many people believe it.

I once found myself sitting next to a Pentagon procurement officer on a flight to the East Coast, and I raised this point with him. “All the time I hear that the government has to buy from the lowest bidder. Is that really true?”

“Heavens no,” he told me. “We’d really be in trouble if that were true. Cost is far from the top of the list of what’s important to us. We’re far more concerned with a company’s experience, the experience of the workers and the management team assigned to the product, and their ability to get the job done on time. The rules say that we should buy from the lowest bidder who we feel is capable of meeting our specifications. If we know that a particular supplier is the best one for us, we simply write the specifications to favor that supplier.”

So even with the federal government, price is far from the most important thing. When you’re dealing with a company that doesn’t have legal requirements to put out a request for bids, it’s far from the top of the list.

Just for the fun of it, review the following list of things that are probably more important than price to buyers.

  • The conviction that they are getting the best deal you’re willing to offer.
  • The quality of the product or service. This is an interesting one because I frequently hear from salespeople that they sell an item that has become a commodity, and it doesn’t matter which source the buyer uses and that the buyer wants only the lowest price. Baloney. If that were true 90 percent of companies supplying such products or services would be out of business. If that were true, the only company that could exist in the market place would be the one offering the lowest price, and that’s a nonsensical proposition.
  • The terms that you offer. Many companies make more on the financing of their product than they do the sale of the product. I recently leased a top-of-the-line luxury automobile and became convinced that making the car was only a small part of what this company did. The real money was in financing the lease or the purchase.
  • The delivery schedule that you offer. Can you get it to them when they need it and be counted upon to keep on doing that? Do you offer a just-in-time delivery system?
  • The guarantees that you offer and, in general, how well you stand behind what you do. I once paid several hundred dollars to buy a product from a Sharper Image store. After a few months, a part on it broke, and I called their 800 number to see if they would take care of the problem. After listening to me only long enough to understand what the problem was, the operator said, “If you’ll give me your address, I’ll FedEx a replacement part to you.” No other questions were asked. When a company stands behind what it does to that extent, am I really going to worry about whether they have the lowest price or not? Of course not.
  • Building a working partnership with you and your company. The old adversarial relationship between vendor and customers is disappearing as astute companies realize the value of developing a mutually beneficial partnership with their suppliers.
  • Credit. A line of credit with your company may be more important than price, especially to new builders where cash flow is cyclical, and you could take up the slack during the lean months.
  • Your staff. When the contract calls for something to be made or a service to be performed, other factors may be more important than price: The quality of the workers that you will assign to the job. The level of management that you will assign to oversee the work. The ability and willingness to tailor your product and installation to their needs.
  • The respect that you will give them. Many times, a company will move from a large vendor to a smaller one because they want to be a substantial part of the vendor’s business to have more leverage.
  • Peace of mind. AT&T keeps my telephone business although they are more expensive than Sprint and MCI and have never pretended that they aren’t. I stay with them because the service has been trouble-free and simple to use for many years, and I have more important things concerning me than switching long distance companies to save a few pennies a call.
  • Reliability. Can they trust that the quality of your product and service will stay high?

Finding Out How Much a Seller Will Take

Now let’s look at some techniques to find out the seller’s lowest price. When you are buying, the negotiating range of the seller ranges from the wish price (what they’re hoping you’ll pay) all the way down to the walk-away price (at anything less that this they will not sell at all). The same is true in reverse with the buyer. How do we uncover the seller’s walk-away price? Let’s say that your neighbor is asking $15,000 for his pick-up truck. Here are some techniques you can use to uncover his lowest price.

  • Ask. That may seem incredibly naive, but if the buyer is not a good negotiator, he or she may just tell you what’s on their mind.
  • Drop out of contention, but say you have a friend who might be interested. You might say, “Thanks for showing it to me but it’s really not what I’m looking for. However, I do have a friend who’s looking for something like this, but he doesn’t have much money. What’s the very least you’d take?”
  • Nibble for a finder’s fee. “If my friend did buy it from you, would you give me a $500 finder’s fee?”
  • Have other people make super-low offers to lower the expectation of the seller. This is unethical of course, but I’ll tell you about it so that you will recognize it when it’s used against you. If the seller has high hopes of getting $15,000 for his truck, your offer of $10,000 may sound like an insult. However if he’s had only two offers so far, one for $7,000 and the other for $8,000, when you come along and offer him $10,000, he may jump at it.
  • Make a low offer subject to the approval of a higher authority. “My buddy and I are going in on this so I’ll have to run this by him, but would you take $10,000?”

Now let’s look at some techniques that a seller could use to find out how much a buyer is willing to pay. Let’s say that you sell switches to computer manufacturers. Here are some techniques you could use:

  • Raise their top offer by hypothesizing what your higher authority might be willing to do. Perhaps they buy similar switches now for $1.50 and you’re asking $2.00. You might say, “We both agree we have a better quality product. If I could get my boss down to $1.75, would that work for you?”
  • Determine their quality standards by offering a stripped down version. “We may be able to get down below $1.50 if you don’t care about copper contacts. Would that work for you?” In this way, you probably get them to acknowledge that price isn’t their only concern. They do care about quality.
  • Establish the most they can afford by offering a higher quality version. “We can add an exciting new feature to the switch, but it would put the cost in the $2.50 range.” If the buyer shows some interest in the feature, you know that they could pay more. If he or she says, “I don’t care if it’s diamond plated. We can’t go over $1.75,” you know that fitting the product to a price bracket is a critical issue.
  • Remove yourself as a possible vendor. This disarms the buyer and may cause him to reveal some information that he wouldn’t if they thought you were still in the game. You say, “Joe, we love doing business with you, but this item is just not for us. Let’s get together on something else later.” Having disarmed Joe in this way, a little later, you can say, “I’m sorry we couldn’t work with on the switches, but just between you and me what do you realistically think you can buy them for?”

As you can see from all we’ve talked about here, there’s a lot to be said about the subject of price. Power Negotiators know not to exacerbate the price problem by assuming that price is uppermost in the other person’s mind. Also it is ludicrous to say that what you sell is a commodity, and you have to sell for less than your competitor’s price for you to get the sale.

About the Author

Roger Dawson, CSP, CPAE is one of North America’s top negotiating experts and a leading sales and management speaker. He is the author of “Secrets of Power Negotiating,” which is one of the biggest selling audio programs ever published. His latest book, Secrets of Power Persuasion for Salespeople, is now in bookstores and is a must read for all salespeople.

Copyright© 2015, Roger Dawson. All rights reserved. For information, contact FrogPond at [email protected].