You need to bear in mind as well that's okay this is this is a very well known chart but you're not alone You're not sold supply for sure you don't have the monopoly monopoly of your products. So, there are other forces around other competitors yeah new competitors coming along there are other forces in the market that make this a competitive world. So look at the chart is very self explanatory. Then also a chart that is very popular amongst key account managers is the credit metrics and these charts is just to explain your this it's important for you to find out your products. What do they represent to your customer they just leverage items, routine items, strategic items, what are they because depending on what they are, depending on what they are, the value that you can have that you can extract from your customers will vary a lot.

If we're talking about routine items, of course the buyers will not spend a lot of time about it. But if you're talking about bottleneck items, even if they don't buy a lot, they will be very worried not to have them so you can leverage that. So, go around this try to for each customer, try to find out what your products are present for your customers. Because probably you're leaving money on the table, or probably you're trying to price something that your customers don't need at all and that's why your sales are going down. Take a look at it. Make your money Think of your customers the levels of perceived value.

That's another important point. Because what are you for your customers? Or how do you approach your sales? The it doesn't have to be one or the other can be can be both. How do we approach our sales, we would just send out prices. Without not finding out further not not.

Not having a very good interaction not knowing very well your customers, then you're just a vendor. It's like having a price list on your on your internet page and customer don't need to talk to anyone. But that's not the optimal situation. In the optimal situation. You should have interactions with your customers. You should know their businesses.

You should know their issues. worries and problems. And you should try to tackle and to provide solutions to all that and that's where your value goes up in the chain. If you have a lot of customers that just want to know price or don't want to share anything else, well, that's not a very comfortable position to be and then you know that you are on the kind of a vendor mode, where you always struggle with pricing because that's what they want nothing else. Try to step away from that position, try to or with your existing portfolio to try to develop further the relation to find out about the business and to how can you help them better or find new customers. Because as a vendor, you will always be struggling with prices, nothing else.

As a business resource or strategic partner, that's where you add value because you have something that customers really want from you If you are a vendor they can have from you or from anyone else. If you are a business resource or sophistic partner, then you have something that they want from you because in the meantime, you've built up something. And even if it was the relation, it's something that they want they want to note or they want to have stable suppliers, good relationships with understanding of the business, etc, etc. They want a headache free solution. And the vendor is not a headache free solution vendor is somebody that can be replaced just like this. So move up, move up in the in the perception of value from your, okay.

It's very important. This was it. I hope it makes sense all these tools, awareness tricks, and that you can make good use of them in your negotiations. Okay, this was the last of our lessons. In our chapters, we'll just make the wrap up in the next one. So see you soon bye bye