Welcome to Chapter number five, the seller response to the modern buyer, how can sellers uphold themselves in order to overcome these well prepared and professional buyers? Let's take a look. So the seller response, these are the three lessons that I have to cover this topic. The lesson number one is the portfolio classification. How do you segregate your accounts? And where do you spend your energy and time?

Lesson number two, the steps of negotiation. And finally, in step number three, we'll go through who has the power and how can you gain more power in order to be on favorable position. Okay. So portfolio the portfolio segregation or account management, you have to define when you have your accounts. If that's not done in internally or by your sales director, you need to cigarette your accounts in order to define who are the opportunistic accounts, those that you just send the price and don't spend too much time on the development accounts, the accounts that have that have potential and that you still can grow and want to grow, what are your strategic accounts those that you get the most returns and that are more important for your portfolio and all this has to be done on a structured way. All these has to be done on a structured way.

And all this has all these has to be done in a structured way. And you have to eat to define Okay, in this for groups, opportunistic, current accounts development strategic, you have to define what approach really you have, what energy, what time will you dedicate to each of these groups. So it's you cannot, you cannot dedicate the same amount of time to all kinds of customers, they have different needs they have, they provide your different returns. So, you have to make this work. And even if you don't have a structured key account management approach, or a management account management approach, you need to do it by yourself on the basics. Okay.

These are the accounts that I will target and you have to target three, four. As key accounts you have maximum who have to target three, four, as the local accounts that target the probably the vast majority of your accounts, ongoing relations that you don't need so much time and then you have the opportunistic accounts, but it's important in order to to respond to very well professed prepared sellers or buyers, sorry. You need to know what are your ambitions towards these customers. The second step you also need to know what are their ambitions towards you? So it's, it's it's a two way street, but it starts with you. Okay.

Define which accounts will target which accounts will you spend time that can bring you higher and more returns or a better a longer a longer relationship? Okay. So It's important to where, when, when you when you are on this. So when you are on this on this classification, it's and you're probably some accounts where you're not sure where you are, first of all you need to know at least from from the account itself if it has potential if you want to grow with them. And if that's the case, if they have potential if they have they, if you want to grow with them, and if your position currently is very low, then it's a gun control target. And then you need to find out what are their intentions?

And how do you know their intentions very simple. The time that they spend with you the feedback that they give you the attention that they give you. You also need to bear in mind which kind of supplier for them are you? Are you selling them strategic items, or just any item that they can buy at anytime, anywhere. If it's an item that they can buy anytime, anywhere, they will never spend too much time on it. Buyers they spend time with the items that are strategic for them.

They spend the most time with but with the items that are strategic for them. And so do you have to do the same? You have to spend your time with the accounts that are most suited for you. So when you from your hands, you know where you focus, then you have to think about the other hand. How much time is the buyer spending with me? How well does he know the costs?

How well do I know his costs or exchange all these think about these four questions that I have here. Try to answer them and if you're not sure, try to have a meeting with your customer and try to find out. Even if he doesn't tell you straight From the scope of the of the meeting from the weights going in from what he tells you, you can understand what are their ambitions it's important to understand and even if currently You are a minor supplier, but you know that they have a huge potential then you need to unveil what is blocking you from being a bigger supplier? Do they have long term contracts with the other suppliers so they do not cannot change now, but then when can they change? Do the other suppliers have any cost advantage that you don't have? Do they have any special quality or feature that your products don't have?

Find this out? find this out because it's only finding these that you will be able to aim to a higher position at the customer. Okay. Think about it. Take notes whenever whenever you're going through these courses, take notes, put your thoughts on the paper, write down things that you hear that you think it's more important, or any sentence that you read. Because taking notes just reinforces that message on your brain.

Next, we have this situation that I just told you if you're not in a position that you would like to be, why not? Are you there? Why aren't you there? So start with your portfolio segregation. Go through these questions. Read this.

Take your time to read this. Take the time to understand this and goes on to read this take your time to understand it. Take your time to make a plan to make a plan, how can I grow my position and discussed starting from the basics okay