How can you negotiate with prospects who focus on features?

Understanding a client's needs goes beyond feature comparison. When a prospect is fixated on the details, it's often a sign they want the best solution for their problem. A good step to shift the focus is by asking questions that address their needs directly, like, “How could this solution reduce your worries or pain points?” This question urges them to envision how the solution fits into their scenario. As seasoned advisors, guiding clients to see the broader picture helps in aligning the features of our offerings to their actual needs, making the negotiation smoother and more fruitful.

For the first 10-15 minutes of every conversation, ask your users what they need. Once you understand that, sell them the result first and they will stop asking about features. People want results at the end of the day.

Some things to consider - You need to determine their wants vs their NEEDS - You need to understand why do they need something. What outcomes do they expect the features that they are interested to deliver?

Prospects that are focused on features are generally already fixated on justifying the solution they want to buy. Prospects that are focused on solving a problem think about features in terms of an overall solution and the value it delivers.

The key is asking questions to understand why certain features matter to them. What business goals or pain points do these features address? How will they impact their team and company's success? By listening closely to learn the thinking behind their feature focus, we can then highlight how our solution delivers the outcomes they truly care about. Rather than getting pulled into a feature-by-feature comparison, we guide them to see our offering through the lens of their needs. This consultative approach builds trust and positions us as invested in their success. Even if they remain feature-focused, we can negotiate effectively by tying capabilities back to the value they create, not just technical specs.

The first step is to understand what is VALUE from the Clients perspective. Some actions that could help to educate them on value. Recommending trial periods and pilots let prospects experience your product. Takes resources but it provides a client with a better sense of the value they can expect Get references and success stories from current customers with similar needs. Social proof is more convincing than then discussing features.

Selling value is critical and completely necessary but too many salespeople (and leaders) confuse VALUE with ROI all the time, to their detriment. They are NOT the same thing! When we say VALUE in sales we often mean ROI; an objective statistic describing a rate of return on our customer's investment in our product or service. But true VALUE is a subjective feeling and the real motivator behind how people make purchasing decisions. It's why even the best companies fail to win deals even though their solutions are great! If the buyer doesn't feel or align with the emotional motivators behind the purchase, it won't happen. If you want to do better in your negotiations, learn to focus more on these feelings and less on product features.

In addition, to the already mentioned elements of a successful negotiation with prospects. Effectively deploying soft skills to communicate shared long-term interest in the relationship may underpin success. For instance, let your prospects know that beyond sales and profit making, you care about their continued success. Also, in educating prospects be open to be educated on what the prospect perceives as value, then tweak your offering, and re-negotiate. Its important to stay open minded to criticisms. Take it with a smile .. therein may just be the Goldmine. Finally, avoid the sales error of 'value monopoly' because instances abound where shared feedback resulted in new values which inadvertently became more profitable than the former.

Addressing your product value is good however ever person has a different perspective on value. Understanding what your customers values and what they perceive as value is what you need to demonstrate !!

"Beauty is in the eye of the beholder" As salespeople we need to stop telling people what our value is based on other companies experiences of working with us. Just because others found our solution valuable, doesn't mean they will, and the assumption it will just frustrates customers. A value based discussion is needed, but you first need to understand them, the business, and their challenges, the needs they present are rarely the full picture. Educating them about the potential of missed opportunity as "they don't know, what they don't know", is a great way to open a deeper conversation.

The best you can do is to make a thorough discover of the customer's needs and helping the customer to deeply understand what will really help. Understanding the value of the customer's problem or task and helping the customer to understand the value of your solution. Understanding the motives of the customer's decision (why buy, why now, why you, why are you trust-worthy). And then, when you'll make your offer, no objections will have to be raised. The research shows that any outspoken objection of the customer is a mistake of the seller.

Objection handling is a key sales skill. Tease out objections before they become too ingrained and harder to challenge. I developed a LASER strategy: Listen - absorb, don't argue or contradict Acknowledge - show empathy of why it is a concern Substantiate - check that it isn't a smokescreen Explore - collaborate to find a solution together Ratify - confirm that their objection is quashed

If you handling objections with features you didn't go deep enough in discovery. You should only be showcasing the features that can help them solve their pressing business issues. Objections suggest you haven't understood their initial use case.

The discovery and qualification phase are absolutely essential to a great negotiation. the more you have attached to problems your prospects has opened up about, the more these problems have a financial impact, the more you are differentiating in solving these problems the more the negotiation will be constructive and dettached from features/price. I always insist on saying that the discovery phase never stops, including once the deal is signed, it is very healthy for the delivery and customer success team - not to restart!- but to continue on the detective work, who else is involved: more champions!, how are we going to measure success/ value? etc

You need to listen attentively to all their objections without any interruptions. Acknowledge their frustrations to build rapport with them. Clarify the objection’s they have to pin point the specific issue. Ensure you address their objections to the point and offer alternative solutions to make up the negative points they had. Emphasizing on your benefits and services to ensure you address the objections they have. Share success stories personal and from other customers that were happy to build credibility. Make sure your customers are satisfied with your solutions. You also need to make sure you’re always patient and friendly with your customers.

Its essential that you develop insight on how a client values a particular element of an offer, and to what extent. Only then can you effectively trade and ensure both parties receive value. If you don't do this early in the negotiation process, you chances of success rapidly diminish.

Negotiating with feature-focused prospects is essential to customise the deal to their specific needs. By understanding their budget, timeline, and decision-making process, you can tailor a solution that aligns with their criteria. Employing negotiation tactics like anchoring, trading, or bundling allows you to create a mutually beneficial arrangement, enhancing the value of your offer. Successful negotiation of terms is the key to closing the deal and ensuring a successful sale.

Em todo processo de negocia??o é fator crítico de sucesso, compreender quais s?o as métricas mais importantes de seu lead. é pouco provável que uma das op??es seja superior aos seus concorrentes em todos os aspectos. é difícil de imaginar uma alternativa que seja a de menor custo e de melhor performance, concomitantemente. E se essa alternativa existir para esse negócio, é pouco provável que você possa vencê-la. Considerando que haverá lideran?a de múltiplas alternativas para cada aspecto, identificar quais os critérios s?o os prioritários e ter?o papel decisivo no processo de tomada de decis?o, permite que você concentre seus esfor?os no que realmente tem valor para seus leads e o coloque em posi??o de destaque frente seus concorrentes.

This step of deal negociation with feature focused prospects is the reason why the two first steps (understand needs and link value to this needs) are very important. If you didn't went deep enough in the needs and pain discovery phase, then you couldn't efficiently link value to their needs and pain and you can easily be stuck in the systematic price comparaison trap (evenmore true if the solution you sell is more expansive than the competitors). Once you are stuck in their, it will be almost impossible to position your solution and link the value of your solution to the price you offer and to make your offer acceptable.

If preliminary stages of interaction are meticulously executed, the negotiation of terms can indeed become somewhat nominal. Ideally, the prospect should be profoundly ingrained in the substantial benefits by this stage. When offering high-end, high-value packages that are extensive and unequivocally aimed at providing significant results, the ground is fertile for smooth negotiations. The emphasis on colossal results and comprehensive solutions transforms negotiation into a mere formality, as the inherent value perceived supersedes the logistical arrangements, making the path to consensus relatively straightforward and uncomplicated.

Never follow up. During the conversation set the plan and confirm it with the customer! Who does what and when, what is the quality and quantity criteria of what's done. Then this will not be "following up" but following the PLAN. Try this, you're going to like it!

The follow-up... where so many Sales professionals fail. In sales, follow-up is absolutely critical. It's the bridge between initial interest and a successful deal. It demonstrates commitment, builds trust, and keeps your offering top-of-mind for potential clients. Without effective follow-up, opportunities can slip through the cracks, and competitors might swoop in. It's not just about closing a sale; it's about nurturing relationships and turning prospects into loyal customers.

Follow up proactively rather than reactively. At the end of your call, book the next call. During the call, if tasks are set, add those tasks to whatever software or app you use to monitor progress. Make sure those tasks are assigned and that reminders are set accordingly. Don't wait for days, a week, or more to pass before sending a generic follow-up. Create a sense of purpose for the sale. Make the prospect part of the team from the start. This adds the value and trust necessary to take the prospect's mind off features.

the adage 'the fortune is in the follow-up' stands unequivocally true in business networking. It’s really important to check in and make sure customers are happy and using what they bought. Sending cards during the holiday season or on other special occasions is a nice touch too. I remember a story Zig Ziglar shared about a car salesman who would do this. He’d send cards on every holiday and even on the anniversary of when the customer bought a car. This way, whenever those families thought about cars, they only thought about that one salesman. This, in my opinion, is what elite selling is all about! I call this the art of selling without selling

Follow up shouldn't be aimless. It should be relevant, add context, and elicit a response one way or another. For example if you've been ghosted, "Hey Steve, the last time we talked you mentioned that you wanted to do ABC to accomplish DEF. I've reached out a handful of times since then and I haven't heard from you. Where should we go from here?"

We often find ourselves on autopilot, adhering to tried-and-tested methods. But every client is unique, and so should our approach be. Regular self-reflection is paramount. After a meeting with a client, take a moment to assess: “Was there a moment I could’ve engaged more effectively?” or “Did I truly address their concerns or just deliver my pitch?” Feedback, both internal and from peers, is invaluable. It unveils blind spots, offering a fresh perspective. Additionally, it’s wise to routinely enrol in courses, even outside one's expertise, for a broader view. This isn't about mere skill enhancement; it's about evolving as a consultant, ensuring every negotiation is more insightful than the last.

The number one skill in sales is Emotional Intelligence. The ability to read the room and adjust your approach is critical in sales. Understanding the way you turn up and interact is the most significant determining factor in the outcome of that relationship. As the saying goes, "people will forget what you did, they will forget what you said but the will never forget how you made them feel".

Absolutely, investing in yourself is vital. Brian Tracy recommends allocating 3%-10% of your annual income to personal development and skill enhancement, a practice I firmly believe in and adhere to. Continually upgrading your skills and knowledge not only makes serving your customers feel more seamless and natural but also elevates the value you bring to every interaction, fostering ease, flow, and grace in your service delivery. The perpetual pursuit of knowledge empowers us to meet the evolving needs of our customers more effectively.

To improve your skills. Practice active listening. Roleplay Expose yourself to different negotiation techniques and use it to develop your own style

O processo de desenvolvimento das suas próprias habilidades de venda ou negocia??o deve ser sempre prioridade. A revis?o da sua performance por todo o processo de vendas e cada um de suas etapas vai trazer os subsídios necessários para você identificar suas necessidades de desenvolvimento. é fundamental que sua revis?o seja baseada em fatos e que tenha um caráter eminentemente objetivo.

You need to redefine winning to mean that the negotiation outcome adds value to both parties. That you both leave the negotiation feeling that the relationship was strengthened and not strained. Depending on the situation it may be a difficult goal to achieve. But that needs to be the objective.

If you can build trust with the customer and approach the subject differently than usual, you stand out. One customer really wanted an extra - so I offered it to him. And then I calculated that the ROI was greater than 30 years. After that, I had the customer's trust. Ask them why they need the feature. What problem is your product supposed to solve? What are the advantages of your product? If you can explain this to the customer, you are in a personal relationship and no longer in a 1:1 comparison.

In enterprise sales, a laundry list of features seldom gets the job done. It is mainly about the enterprise solution and how you integrate it with their current ecosystem. You must be prepared to whiteboard with the prospect on their needs and demonstrate to them how you are covering their overall goals without getting hung up on a single feature .

Find out the why. Depending on what/who they were using earlier, it is entirely possible that these features are a deal breaker for them. Find out the why. The feature race is never ending. Most companies in this day and age have similar features that are branded differently. Perhaps you cover the same features that they need but don't market them as such? We had a hosted application deployment where the CISO, CDO and CTO wanted us to meet on prem implementation standards, which all sounded amazing on paper and were completely irrelevant. Got them to talk. Showed them how we had little to nothing to do with what they had in mind, and won the contract. We are humans, interacting with humans. Put them first. Get them to talk.

I think we can practice the "ART" first: - Acknowlege & agree - Relate - Turn One should knowledge and agree with the client his/her concerns first about focusing on features, agreeing that it is a normal that customer want the best instead of trying to objection handle Then sales people can relate to client by asking questions about their real need and concern, and find out the real reason behind them wanting to focus on feature Finally, sales people can turn it around by sharing the client on the bigger picture instead of just features. One can share with client that is no perfect or best plan with all the best feature, but more importantly is to be comfortable and understand how the solution work to solve their needs