Increasing order size (volume)

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Seek to understand.
They ask, “When you say that you are shocked by the price, which part is surprising?” You need to know what part of the pricing they feel is out of line, so you can appropriately address it.

Gain clarity on their perspective.
They inquire, “When you say our pricing is high, what is that cambodia telegram data relative to?” Don’t ever guess. Ask! They may be comparing it to something you had not considered. It could be to their budget, to their current solution, to another bidder, or to doing it themselves. To respond effectively, you have to know the basis of the comparison.

Reinforce the position.
They ask, “Since we are rarely the low-price provider, what do you think our one thousand clients see in us, versus the competition, that leads them to pay a little more for our solution?” This question helps them reconsider their perspective on the pricing for your solution.

Here’s a key to healthy negotiation: If you are going to give something, you need to get something.
If you are willing to make a price concession, what are they willing to offer you in return that justifies it? The “get something” should be something of value to you and your company, such as:

Accelerating payment for the order.
Extending length of the purchasing agreement.
Reducing the scope/requirements of the deal.
Taking delivery earlier/later than you proposed.
Facilitating introductions to senior executives in other business units or to colleagues in other companies.
Participating in an interview with your marketing department to develop a case study.
Serving as a reference when needed.
To share a little secret, I use “The Flinch Test” all the time when I make purchases. It’s amazing how quickly salespeople drop their prices. I bet I’ve saved my family 20 percent, across the board, for all of our spending just by having a reaction when a price is presented to me.