Where the Growth Is

■Non-Retail Saleseach, I’ll give you a check now.” You would know immediatelywhether you could make a profit by selling on those terms, soyou could either accept them or make a counteroffer.Figure out what you are notwilling to sacrifice in return for afavorable outcome.✦ Identify options. Price and delivery are two areas inwhich you may find yourself at odds with your prospect.When conflict arises, do not become argumentative, but donot let your prospect take advantage of you either. Take thefocus off price and delivery and place it on issues such as thoseoutlined below to find and agree on the package of product,terms, and service that increases value for your prospect withoutsacrificing your needs.Consider alternatives for each issue that might arise. Themore options you have, the more likely you are to avoid “takeit or leave it” situations and close the deal satisfactorily.Here are the steps for understanding your most acceptable BNO.1. Make a list of all the options that would be advantageousfor you. Consider, for example:• short discount• no returns• minimal customization• long delivery time• large-quantity orderThe Selling Nonretail Series“For More Profitable Publishing, Compare Two MajorMarketing Strategies,” which appeared in our Januaryissue, explains what’s involved in selling books nonreturnableto professional buyers in companies, associations,schools, and the armed services who buy largequantities. Additional guidance on negotiating suchdeals will appear next month.• opportunities for recurring revenue• payment with order2. Figure out which advantages you would prefer to give upto make a deal. If you must concede one point to closethe sale, which would it be? For example, you mightagree to add a logo to the cover if it is critical for yourprospect but a minimal factor for you, because you knowit entails little marginal cost.3. Figure out what you are not willing to sacrifice in returnfor a favorable outcome. For instance, you might have toinsist on no returns because you do not have the financialresources to print a large quantity of books if copiesmay be returned to you for credit. If you do need toinsist on no returns, you might offer a bigger discount orextended payment terms in exchange.4. Understand what could undercut your BNO. Unanticipatedpossibilities may surface during negotiations. Oneparticipant may get a brainstorm and say, “What if we. . . ?” Then the conversation will revolve around thatunforeseen topic. Although it is impossible to anticipateall diversions in advance, you can think about whetheryou could remove or alter specific constraints.For example, if your prospect suddenly demands that you paya penalty for late delivery and you know that your printer caneasily make the specified date, you can regain momentum forthe deal when you reply, “Actually, I’ll pay you a higher penaltyfor late delivery, if you pay me a bonus for early delivery.”Similarly, if a buyer requests that you purchase a costly product-liabilitypolicy, and you are familiar with the terms ofyour current policy, you can describe them, letting the buyersee that they are adequate and making it unnecessary to purchaseadditional coverage.5. Determine your final BNO. Focus on your bottom-lineobjective and keep your best interests in mind. Themore you know beforehand about the people, the process,your costs, and your operations, the more able youwill be to discuss terms on the spot and achieve the bestnegotiated outcome. ■Brian Jud, the executive director of SPAN and the author of How to Make Real MoneySelling Books, offers commission-based sales of books to buyers in special markets. Formore information: P. O. Box 715, Avon, CT 06001-0715; 860/675-1344; fax 860/673-7650;brianjud@bookmarketing.com; premiumbookcompany.com.32 | IBPA Independent | February 2013