In our negotiation sessions, we often get into the discussion of how being so busy saying what you can do it makes you not busy enough saying what your client needs. In an example brought to us for comment, there was a good executive summary (well, not that good, but let’s pretend it was)… on page 18 of a 200-page proposal. If executive summaries show up on page 18, what comes first? Generally speaking, it is stuff about the seller and the seller’s offerings, and not about the client or the client’s needs. An executive would never reach it.
To make it worse, the “seller stuff” is in the wrong form. For example, the seller makes statements which are in concept like these:
• “Our coffee is fair trade.”
• “We roast and deliver daily.”
Instead of statements like these:
• “Your policy is to support reasonable returns for your suppliers. To support that, we offer coffee which we buy under fair trade guidelines.”
• “You told us your clientele is very sensitive to coffee freshness. We roast and deliver daily.”
We just reviewed a client proposal sheet for a multi-multi-million dollar agreement, and every line was about the supplier, not about the client needs.
The shorthand for the first approach is “We have stuff, you should buy it.” For the second, “We understand your needs and our offerings support them.” The first requires the client to make the connection between what you offer and their needs and interests. The second puts the client’s interests first, and then makes the connection for them.
We used coffee in our example, but these errors are all too common in our primary client set, high technology hardware, software, and services providers.
In many cases, the client can make the connection. However, your odds of success will improve if you help them along the way. Don’t say, “We have stuff”. Say, “These are your needs, and our stuff supports them.” You’ll be more successful with your clients. (td)
Got a question? Email a K&R negotiator directly at firstname.lastname@example.org.