Finding a sore spot: detecting a problem
The negotiation model for the Kiln system is a departure from traditional sales systems. Some sales agents willingly adopt it and are happy to use it in their work. Others believe that it is too radical – for many people, it is not easy to get rid of old habits.
At first, my students always carry a piece of paper in their pockets with a list of six stages of negotiations on the Kiln system. But very soon, this model firmly settles in the memory of sales agents, and they do not have to look into their cheat sheet. However, no matter how the sellers perceive this model, they all have one thing in common – work efficiency.
Unlike traditional sales systems, Kiln is designed taking into account the fact that at each stage of communication with a client, a sales agent must not forget about the factor of competition. From conducting research to signing a contract, a sales agent should not lose sight of its competitors. In addition, the Kiln system is based on effective differentiation, thanks to which a sales agent can contrast its advantages to competitors’ disadvantages.
The Kiln system assumes that the task of the sales agent is not to offer the client his solution but to help him express his own wishes regarding overcoming his difficulties. This approach to selling teaches a sales agent to prevent potential customer protests, not overcome them. “Wedge” is not just a sales system; it is a system of education for sales agents. Its purpose is not to train the seller to make a presentation but to nurture the ability to help his client. By helping a customer identify weaknesses in their business, a sales agent increases their chances of signing a profitable contract.
The Kiln system has proven its effectiveness in practice. Since my students began to use it in their work, they have finally been able to realize their professional goals.
Here are Seven Laws of the Kiln system for Marketing Skills
The negotiation model for the Kiln system was developed taking into account the characteristics of human psychology. As we have already said, the Kiln system was created based on the experience of sales agents. “Wedge” does not talk about the theoretical rules of behavior of the buyer and seller, but offers sales techniques developed taking into account the characteristics of real human behavior. The Kiln negotiating model is designed to help the sales agent direct the negotiations in the right direction so that the potential client feels comfortable and can control the situation. Unlike traditional approaches to selling, offering a sales agent to memorize a few commonplace and well-known phrases, “Wedge” teaches a manager to conduct a relaxed and pleasant conversation with a potential client.
In order to effectively use the model of negotiating the Kiln system, the sales agent must know the features of human behavior. Therefore, the “Wedge” system offers you to remember the seven basic laws that govern the behavior of a potential client.
Two physical bodies cannot simultaneously occupy the same unit of space.
If the potential customer already has a supplier, then before building partnerships with the buyer, you will have to get rid of the competitor. But even if the supplier’s place is free, you should make sure that other market participants do not take it.
All that is bad and good is known by comparison.
This is the law of market differentiation. In order for your potential customer to see the flaws of his supplier, you must show him a picture of impeccable service. Only after learning about perfect cooperation, a potential customer will notice the shortcomings of their relationship with the current supplier. So the client will be able to discover his own sore spot. That is why the presence of differences between you and your competitors is so important – it is you who will sell it.
It is easier for a person to accept that the situation is not perfect than to admit difficulties have arisen
When communicating with a potential customer, it is better to show him the advantages of an ideal service that he does not have, than to directly indicate his problems with the supplier. Having outlined a picture of an ideal service to a client, you will make him really want such services. And vice versa, by pointing out the shortcomings of the work of the current supplier, you only force potential clients to protect the effectiveness of their decisions and the right choice. Hearing about the shortcomings of your supplier, the potential customer will feel uncomfortable and will begin to resist your pressure.
The best way to get a person to take a defensive position is to criticize his decisions.
Direct criticism of the actions of the supplier is not the best way to establish contact with a potential customer. A potential buyer himself hired his supplier, and hearing about the shortcomings of his service, he will begin to defend his choice. A sales agent should not openly criticize its competitors – by doing this you will only put your interlocutor in an awkward position.
The more you press on a person, the more resistance he exerts.
Nobody likes to feel cornered. The natural reaction of a person who feels pressure from the interlocutor is at least to maintain their positions, and possibly to show decisive resistance to the attacker.
The best ideas that a person has ever heard are his own thoughts.
If a potential client will be directly involved in the development of decisions regarding his business, he will be very committed to these decisions. Instead of telling the client what he needs to do, let him make his own suggestions. Remember how you, as a teenager, reacted to your parents’ stories about what you should do. If a potential client takes part in the development of the solution, he will feel ownership of it. He will be much more pleased to ask you to help him implement his decision than blindly follow your instructions.
In order to maintain control over the situation, never ask the client to sign an agreement with you. Have him ask you about it?
When you ask a potential client to conclude a contract with you, you put your fate in his hands. From this moment, he can say “No,” and you will not influence his decision in any way. When a potential client asks you to conclude a deal with him, you reserve the right to manage the situation.
The most effective negotiations are negotiations, reminiscent of a casual conversation between two old friends. They should not wear a standard phrase exchange form between seller and buyer. Remembering the seven laws of human behavior and having mastered the model of negotiating the Klin system, you can communicate with potential customers as easily and naturally as with your friends.