A brief case study : My client company had a sales team selling a product X, their only product. Massively undersold in terms of business proposition, sectors, ability to demonstrate value and benefit, plus no use of ROI comparisons during the presentations.
Having addressed all of the above – the average order value is now 4 x what it was for identical product X. Plus the close rate is double what it was.
And the price and the rates are increasing steadily, and will continue to do so.
Pure Luck? Not a chance.
Biggest influences in bringing about the positive change:
- Changing market direction – decision maker level, sector, sales criteria
- Creating and demonstrating value at all stages of the sales process – heavy ROI biased
- Reporting – revising and updating the reporting for meaningful management information
The challenges for this organisation were huge. But, if they can do it – so can you.
- The price charged has to be commensurate with the value delivered
- Too low a price cheapens the product/service
- Too low a price ruins any chance of creating urgency
- Pricing it to close on the day is stupid (harsh but true)
- Thinking that a delay in response from the buyer is a reason to start a price negotiation prematurely is also wrong
- The higher up the company organisational chart your decision maker is – the more valuable their time is, the more valuable any solution that saves them time is – your charging should reflect this
- The price should be a hot button to the buyer – and that’s fine because you will have already demonstrated value
- Your price should be a differentiator – a positive differentiator
- Your price should allow you another opportunity to demonstrate value.
To find out more about how you can get results like this in your organisation, call us for a chat
Carol Griffiths (Director and Lead Consultant) 0779 002 1885, firstname.lastname@example.org
Morton Kyle Limited