■Non-Retail Saleseach, I’ll give you a check now.” You would know immediatelywhe<strong>the</strong>r you could make a profit by selling on those terms, soyou could ei<strong>the</strong>r accept <strong>the</strong>m 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 ei<strong>the</strong>r. Take <strong>the</strong>focus off price and delivery and place it on issues such as thoseoutlined below to find and agree on <strong>the</strong> 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, <strong>the</strong> more likely you are to avoid “takeit or leave it” situations and close <strong>the</strong> deal satisfactorily.Here are <strong>the</strong> steps for understanding your most acceptable BNO.1. Make a list of all <strong>the</strong> 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 <strong>the</strong> 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 close<strong>the</strong> sale, which would it be? For example, you mightagree to add a logo to <strong>the</strong> 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 <strong>the</strong> 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 <strong>the</strong> conversation will revolve around thatunforeseen topic. Although it is impossible to anticipateall diversions in advance, you can think about whe<strong>the</strong>ryou 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 <strong>the</strong> specified date, you can regain momentum for<strong>the</strong> 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 <strong>the</strong> terms ofyour current policy, you can describe <strong>the</strong>m, letting <strong>the</strong> buyersee that <strong>the</strong>y 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 <strong>the</strong> people, <strong>the</strong> process,your costs, and your operations, <strong>the</strong> more able youwill be to discuss terms on <strong>the</strong> spot and achieve <strong>the</strong> bestnegotiated outcome. ■Brian Jud, <strong>the</strong> executive director of SPAN and <strong>the</strong> 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
Step Backto Lead Forwardby Kevin CashmanWhen I signed books at BookExpoAmerica several years ago, I was one of32 authors who stepped out from behinda velvet curtain onto an elevated podiumevery half-hour or so. Attendees linedup in long rows and patiently waited toreceive <strong>the</strong>ir signed copies. While <strong>the</strong>process had a bit too much formality formy taste, it was still a big deal for me.Lining up behind <strong>the</strong> curtain with <strong>the</strong>o<strong>the</strong>r 31 authors, I had noticed that tomy right was George Stephanopoulos,chief political correspondent for ABCNews, formerly White House communicationsdirector and senior advisorfor policy and strategy during PresidentBill Clinton’s administration.Although he looked like a teenager, hewas unfazed by <strong>the</strong> event—cool, calm,and collected, a complete contrast tomy visible enthusiasm.When we took our spots, George’s linewas long. It went on forever, wrappingaround <strong>the</strong> corner beyond our sight. Myline of people numbered a paltry seven.At first, I cycled through reactive embarrassment,insecurity, and disbelief. Ithought, “Am I in <strong>the</strong> correct spot?”Then, I paused. Stepping back for amoment, I caught myself and reflected:“How do I best deal with this situation?”This short moment of reflection gaveme renewed clarity and purpose. “Thisisn’t about me. It’s about those sevenpeople, and I will graciously, generouslygive <strong>the</strong>m my full attention.” Once Imade that shift, I had a great time.All too often, weallow ourselves tobe carried away byour busyness.By connecting deeply, I learned a littleabout each individual; <strong>the</strong>n I signed eachbook. It became a wonderful experience.After a little while, I looked up. Asmall miracle had happened. I nowhad a long line of people awaiting mysignature. I glanced over at George.His line had emptied. Apparently hisbooks had not arrived, and he hadbeen dashing off his signature on photosof himself as substitutes withouttaking much time to talk with people.Evidently, word had gotten out: “Youwant a photo, or a personally signedbook from Cashman?”Even George noticed <strong>the</strong> shift and said,“You must have a great book.” I responded,“Sure is. You want a copy?” Feigningimportance, I signed one for him. Thetruth is I felt bad for him. I wouldn’thave been very happy if my books hadn’tshown up, and clearly his disappointingcircumstances helped turn <strong>the</strong> tide for meand created my surprising book wave.Reflecting on this example and <strong>the</strong>thousands of o<strong>the</strong>r intentional pausesI have had <strong>the</strong> privilege to witnessVisit <strong>the</strong> IBPA Website at www.ibpa-online.org | 33