Negotiation Skills Between Small And Medium Entrepreneurs And Big Customers

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When bidding, some enterprises often throw out some "hidden" project requirements, thus shifting the attention of some manufacturers.

Through a variety of information channels, I understand that a major client we are seeking is external.

Three enterprises were selected for the first bid. Apart from our company, two other enterprises in the province were represented by SIEMENS and ABB products respectively.

They have both the advantages of local companies and the technological superiority of multinational companies.

But our advantage is also very obvious, that is, the integration advantages of the system.

It was just when SIEMENS's product had a bit of software failure that led to the failure of the customer's production line to function properly, and when foreign engineers arrived at the scene, at least twenty days later.

At this time, we immediately dispatched an expert team from Beijing headquarters to solve this problem without compensation.

This event not only won a very valuable trust vote for the company, but also made SIEMENS win the championship.

After several rounds of competition, all of our competitors have been eliminated. Our company will soon become a winning bidder.

However, a company that has already been out of business is a long-term business partner of a client company. It is closely related to the top level of a client company. Even if it is out, it will have an impact on our company.

One day, a deputy general of the customer company informed us that, in view of our excellent performance in several rounds of bidding, we should give us the order form of $about one million, and express our desire for a long time in the industrial automation project.

After studying the company, we immediately abandoned the instrument project, focused on doing the best automation projects, and urged the other side to confirm the order.

At the time, some managers were puzzled. The instrument project was also a piece of fat. Why should we give up? Our attitude is: first, the meter is not our strength, it will distract our energy and the risk of failure is greater. Secondly, the promotion of the instrument project may give the competitors the truth, so that they can make a comeback and even take away the key items of this tender.

In this process, it is the key to success or failure of projects to not be confused by small profits and to adhere to established line policies.

After our insistence, the client side finally agreed to hand over the automation project to us.

When reviewing the quotation, we found that we had overpriced some non key supporting materials, and the other side made a request to cut thirty percent of the total price.

We immediately conducted an investigation and found that the price of some of the supporting materials was too high because the front-line marketers felt that the cost of the project was too high and that they hoped to raise some unimportant non key products.

The company immediately lowered the price of all the matching products, and promised that the other side could supervise the matching products. Finally, on the basis of the price adjustment of more than $20 million, the order with a total value of more than 3 million yuan was obtained.

Therefore, in the final stage of rush, enterprises must pay attention to details, adjust themselves in time, find problems immediately resolved, and finally ensure a successful signing.