white papers
research and strategies
Changing the Conversation from the Price of Your Products to the Value of Your Solutions
Marie Dudek - October 15th, 2010
diagnosing the root causes of negotiating problems
Developed over the last ten years, the Think! proprietary diagnostic process provides the data needed to reach a deep understanding of the root causes of negotiating symptoms and success metrics before prescribing solutions. These solutions go beyond training to drive and integrate corporate negotiation competencies upstream into selling, systems, deal portals, contracts management and more, removing all the barriers to consistent, sustainable negotiating success.
“I can get the same thing cheaper” (and other negotiating myths…)
Brian Dietmeyer - October 7th, 2008
How to Anticipate and Prepare for 97% of Verbal Tactics
Think negotiation is random and unpredictable? What if I told you 97% of verbal tactics globally follow a very, very predictable pattern? That’s what this research over the past three years just showed us. Actually, it astounded us! Read it and pass it on to your co-workers…
Groundbreaking Whitepaper reveals companies don’t know if billions spent on sales training pays off
Marie Dudek - February 13th, 2008
Chicago, Ill. American companies spend $7.2 billion a year on sales training – that’s an average of $347,000 per company according to Selling Power magazine. Yet, most organizations are clueless about whether that investment is paying off, says a just-released whitepaper developed by Think! Inc. in conjuction with Selling Power magazine and the Professional Society for Sales and Marketing Training.
Enable Your Growth Strategy
Achieving ROI on a $7.2B Sales Training Investment
Enable Your Growth Strategy: How to Achieve ROI on Sales Training
Brian Dietmeyer - February 6th, 2008
Achieving ROI on a $7.2B Sales Training Investment
Senior executives know that, beyond mergers and acquisitions, a company’s growth is driven one deal at a time by the way direct and indirect sales people sell and negotiate. Why is it that some sales training initiatives are deeply imbedded into the DNA of an orgainization, while others become the “flavor of the month?”
Think! Inc. wondered the same thing and in conjuction with SellingPower and the Professional Society for Sales and Marketing Training just released the details of their research study on this question.
Negotiation: Organizational Alignment of Strategy and Execution Process
Brian Dietmeyer - June 14th, 2006
A Tactical Approach To Negotiation
A global data management supplier with 30 account managers was negotiating an average of 3 deals per year in 7 countries with one of their largest customers. The buyer in Germany had pushed harder on negotiation and finalized a better deal than buyers in the other six countries. Buyers for that same customer began sourcing in Germany as they could get the same product cheaper. Other account managers matched the German price. The buyers lost trust in their respective account managers but at least began buying in their respective countries again, until local competitors beat the new, lower price and ignited even deeper global give-away wars.
This example could have happened just as easily with New York and California divisions of the same U.S. based customer organization. Organizational agreement on the guidelines for negotiation or, a negotiation strategy reduces the probability of this common event happening. This article will review the emergence of negotiation strategy and process, why they are a necessity for today’s sales force, an overview of how to build them into your organization and their benefits…….
Successful Price Negotiation with Professional Supply Managers
Brian Dietmeyer - June 14th, 2006
The Problem
You have flawlessly executed your sales process at multiple levels within your customer’s organization and now you sit across the desk from the supply manager who states “your competition is 25% cheaper, you have to go back and sharpen your pencil!”? You have a choice; go back to HQ and ask for a lower price, or take an analytical approach to dissecting this problem…..
Negotiating Intelligently:
Brian Dietmeyer - June 14th, 2006
Strategic Marketplace Influence vs. Tactical Reactions
It’s the end of the quarter and you really need a strong fi nish to make your numbers. You ask your Eastern region sales rep to move a bit lower than usual on price for this client, perhaps be a bit more fl exible on payment terms, waive the fees for a few value-adds and beef up the service a bit at low cost. It’s just this one deal, after all, and you really need those numbers. What harm can there be in biting the bullet… just this once?
The problem is that your sales force of 400 is located in the U.S., Asia, Europe, and Latin America. Each sales rep closes about 25 deals annually for a total of 10,000 deals per year. Transactions average $10K for a total of $100 million. This bullet biting is happening up to 10,000 times per year, sending inconsistent and confl icting messages to your customers, and equally as important, to your…………..
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