And in the second case

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Demonstration of possibilities. The seller shows how the buyer's problems can be solved by means of his goods or services. Handling objections. Client commitment. When the meeting is successful, the client confirms certain commitments. This is not necessarily the purchase of goods (remember that in large transactions and expensive sales, the matter is not always decided during the first meeting). This may be first dataset extensive testing, a demonstration in real conditions, access to the decision maker ( DM ), etc. Secondly, N. Rackham understood why techniques that are effective in small sales do not work on expensive goods. In the first case (classic scheme), the manager pays more attention to the stages of demonstrating opportunities, working through objections and closing the deal.

, the main thing is to study the client's needs. And working through objections and closing the agreement turned out to be not so necessary. Why? N. Rackham explains that: The different lengths of the "life cycles" of negotiations matter. Small sales can be made during one meeting with the buyer, and this is usually the case. The seller can "press" the client by negotiating in an aggressive style. A large deal requires several meetings, it can last for months. In such circumstances, "crazy pressure" does not work. The more serious the decision the buyer has to make, the more cautious he is. The higher the cost of the product, the more he is afraid of making a mistake.