Issue #131

The Narrative That Wins Deals

Here’s a simple narrative you can use to create your own deal playbook.

It’s the one I used to run in my head when I was selling supply chain solutions to big pharma and med device companies.

That means it has been proven in the field and it has delivered many times.

I still use it now with clients, but simplified because I am dealing in thousands not millions these days.

It is important you use it to create your own way of engaging with your customers because we can spot a template approach from a mile off.

The Deal Narrative

Don’t be afraid of price discussions. Customers want to know about price twice in a conversation.

The first time is just to check they are in the right shop - no one wants to be embarrassed by realising that they are in the Rolls Royce showroom when they were looking for a new bike.

So be prepared to give a range that will reassure them (25-50% apart).

BTW, the second time they want to know about price is when you will be setting the real figure they will be writing on the cheque.

1. Start High

I don’t mean go in with a spliff, I mean quote a high price to anchor the conversation, but not too high to scare them off.

For example, anchor the number at $1m. But then charge $732k.

The odd figure has to be calculated and feel real. The discount must feel earned.

Give reasons that flatters the buyer. Frame it around their strategic importance to your company, their timing, or the way they operate.

We defend decisions that make us look sharp. They will defend the purchase because it makes them look good.

2. Offer Stacking

Stack the offer so the most useful element lands first.

Let the rest sit quietly behind it and quickly ignore the parts they show no interest in.

When buyers feel overloaded, they slow down. When they see something immediately relevant, they lean forward.

3. Introduce Scarcity

Make it believable by expressing it in terms the market uses (legislation, Brexit, insurance, recruitment).

The standards are capacity, timing, and access to senior people. Anything that sounds operational rather than theatrical.

Buyers can spot made up BS, but we all respect constraints, our lives are full of them.

Then introduce urgency as the escape route.

Scarcity creates tension. Urgency offers relief. The buyer moves to remove discomfort.

4. Reduce Risk

Address the fear that will get mentioned internally. If you don’t know what that is then just ask them.

It is usually delivery risk, reputation risk, political risk.

Then reduce it again. Guarantees might feel excessive until we imagine explaining a failed decision to our boss.

Sales drives business growth and survival. Liabilities like guarantees can be sorted out by accountants and lawyers, but you need a business in the first place.

5. Add More Value

Add service elements that cost you very little but matter to them:

• Access
• Responsiveness
• Priority.

Buyers value attention because it signals status. Status lowers perceived risk.

Extend those services for a bit longer or lower the price on them. The buyer sees generosity.

Internally, the decision starts to look safer and harder to criticise.

By this point, the decision already feels made.

6. Close The Deal

Just ask for the order and shut up.

Set an appointment to take the necessary next step, usually a presentation to the wider team and a contract negotiation meeting.

This narrative can (and always did) take multiple meetings because enterprise selling has multiple stakeholders and is complex.

Use it to map out an approach as a set of objectives to achieve in a plan. That makes you feel in control and boosts your confidence straight away.

Let me know who you get on.

Enterprise sales succeeds when it is run like a project, you need a plan. Using a narrative structure like the one above to form your plan makes your prospect feel like you are a professional.

If you want more help with this or your sales strategy, get in touch by email or on LinkedIn.

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