May 7, 2012 By Andrew Sobel and Jerry Panas
May 7, 2012 — Though the economy has experienced a slight uptick since
the harried days of the Great Recession, many businesses, big and small,
are still operating in penny-pinching mode.
The pressure to do more with less has not subsided. If you’re a business
owner, you probably already know where this drive to cut costs and
squeeze suppliers is going and it’s nowhere that benefits you. More and
more of your customers are uttering those four dreaded words: “I need a
Andrew Sobel, who co-authored the new book Power Questions: Build Relationships, Win New Business and Influence Others
with Jerold Panas, suggests that rather than respond with a yes or no,
you should transform the conversation—and possibly the relationship—by
asking a few power questions.
“Clients ask for discounts for different reasons,” says Sobel. “If you
can find out why your customer wants a discount by asking the right
questions, you may discover that you can give them what they need
without having to undercut your own bottom line.”
Sobel says he has observed at least four types of discount-seeking clients. They are:
- "Red ink clients" who are in genuine financial trouble. If this is the case, you need to know the full story.
- "RFP czars" who want to bid every project out and will seek out the lowest possible price. They believe you are a commodity.
- "Bargain hunters" who always wants to feel you’ve given them a deal, even if it’s just a small concession.
- "Chicken Littles" who just like to complain about how much
everything costs and don’t actually need a discount to be satisfied.
They want to be heard and understood.
“If your past response has been to timidly reduce your price to keep the
client happy or to fire back a resounding ‘No!’ there is a better way,”
explains Sobel. “When you instead opt to deepen the interaction by
asking the right questions, you can achieve three important things.
“First, you’ll find out what kind of discount seeker your client is,” he
explains. “Second, you’ll force your client to reflect on the value you
bring to the table and how your business is different from other
businesses. Finally, you’ll illuminate what the client really values,
allowing you to potentially renegotiate the engagement in a way that
preserves your profitability.”
Here are nine key questions that will help you through the conversation:
- To kick start the conversation: “Before I respond, would you mind
if I asked you a couple of questions so I can better understand your
- To dig deeper: “Occasionally a client requests a discount, and I
find I am able to be more helpful if I understand why they’re asking for
one. Can you say something about why you think my fee is too high and
would like a reduction?”
- To size up your competition: “I know you are talking to other
service providers about this project. Do you feel my price is
dramatically out of line with the market?”
- To say “no” while identifying possible terms for a positive
negotiation: “I am able to reduce the price when the scope and breadth
of the proposal are also cut back. Would you like me to prepare an
option for you that would do that?” Or you might also say, “We are able
to reduce price in exchange for terms and conditions that help lower our
risk and long-term cost of doing business with you. Would you like me
to develop a proposal for a long-term supply arrangement with built-in
discounts for guaranteed volume levels?”
- To learn more about your client’s buying process: “Where will the budget come from for this? Who can give this final approval?”
- To accentuate the value you are offering and clarify what is most
important to the client: “I’m not sure we had a thorough discussion
about the benefits you expect from this. Can we review those, as you see
them?” Or you might ask, “What parts of this proposal are most
important to you? Which aspects of it do you find less valuable?”
- To differentiate yourself from the competition: “Would you mind if
I briefly reviewed several aspects of my proposal that I think
represent value above and beyond what our competitors offer? I’m not
sure I articulated these very well.”
- To tie your proposal to your client’s higher-level goals: “Can we
review one more time what your goals are here? What are you hoping to
- To go toe to toe: “Do you give your own customers discounts?” If
they say “Yes,” you respond, “That’s why you need me.” If they say “No,”
you respond, “So why should I?”
“The goal here, of course, is to preserve and strengthen the client
relationship—assuming it’s a client you’d like to keep,” says Sobel. “If
you’ve priced your services properly, you cannot afford to discount.
But if you simply say ‘No,’ he might head for the door and never come
back. By using power questions, you can delve deeper into his situation
and his needs. You might find another way you can show him the value he
wants. In the long term that will be viewed much more positively than a
one-time discount and is a much better option than turning him down
Andrew Sobel is an author writing on client loyalty and building trusted business relationships. His first book, Clients for Life, defined an entire genre of business literature about client loyalty. His other books include Making Rain and the award-winning All for One: 10 Strategies for Building Trusted Client Partnerships.
He is an acclaimed keynote speaker who delivers idea-rich, high-energy
speeches and seminars. His topics include Developing Clients for Life;
Creating a Rainmaking Organization; Collaborating to Grow Revenue; The
Beatles Principles; and Power Questions That Win New Business. He can be
reached at http://andrewsobel.com .
Jerry Panas is executive partner of Jerold Panas, Linzy & Partners, a
highly regarded firm in the field of fundraising services and financial
resource development. His firm has served over 2,500
client-institutions since its founding in 1968. Jerry is the author of
13 popular books, including Power Questions and the bestsellers Asking and Mega Gifts. He can be reached at http://panaslinzy.com .
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