Pricing as an Investment

When you lead your pricing discussions with a restatement of the buyer’s value and ROI case, you remind the buyer that they are investing in something they really care about and not just adding another budget expenditure.

Your should offer strategic price discounts or non-price concession only the when buyer has confirmed the value they see but identified friction to a close.

Strategic price discounts should be linked to something the buyer highly values. Examples could include a product bundle, a high volume purchase, a multi-year contract, early payments, or a premium customer brand.

Hear more about how this Play can be implemented.

Sales teams are often finding themselves on the defensive when it comes to pricing negotiations. Brent talks to Deric Peterson at Versk about shifting to a value-driven negotiation strategy, so when it comes to pricing it’s not just a bottom-line conversation or about product capabilities. It’s about identifying a specific goal and target improvement that your products can help advance and building the business case to justify a financial investment versus a cost.

Hear how this Play helps build revenue velocity

Brent and John Asher discuss how many sales teams are leaving money on the table when it comes to pricing because they’re not positioning their value effectively. Brent argues you need to get your buyer to their success statement early and often in the sales process in order build your business case. You can then shape the whole arc of the sales conversation continually around their success statement and change the whole nature of the negotiation.