A revista Harvard Business Review deste mês traz o artigo "Tiebreaker Selling" de James C. Anderson, James A. Narus, e Marc Wouters. Não estou de acordo com tudo o que está lá escrito. No entanto, julgo que o artigo é útil para chamar a atenção para um ponto muito interessante, relevante quer para fornecedores não-estratégicos, quer para fornecedores estratégicos.
"We found that suppliers of nonstrategic products and services don’t fully appreciate this purchasing task. So when they try to land a deal, they make two common mistakes.
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They focus doggedly on their offerings’ distinctive features even when customers don’t want or need them. The hope is that features that go beyond the specifications will win over the customer and get him or her to pay a premium.
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During initial requests for quotes for nonstrategic oferings, purchasing managers vet potential suppliers on basic requirements and price. As long as suppliers meet the former and their price
quotes fall within a reasonable range—plus or minus 3% to 5% of the other fnalists’ prices is common— the purchasers let them stay in the competition and then ask them what else they can ofer. Many suppliers’ refex reaction is to lower the price."
Era importante que muitos comerciais lessem este texto, para perceber o que podem fazer para cativar o cliente no momento-chave. O truque não é o baixar o preço nem concentrar-se no produto. O truque é:
"If the salesperson takes the time to listen and devise a solution, the purchasing manager has his or her justifer and can then make the deal and move on to other business."
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