Creating value from the buyer perspective. So you get to think, oh, let's let's, we're talking about the buyer perspective, we're not talking about we're not talking about your perspective. They are often sales reps, go to customers and tell them, Hey, I have a very nice value proposition for you. And they don't tackle the name issues and main concerns of the buyer, how can that be a value proposition? So a value proposition that the eyes of the buyer is the one that covers any of these four points. That's a good value proposition.

Don't come up just with a nice chat and I have a good value proposition. Just be honest look. If it's a simple offer, if you don't have any Anything, anything else to offer, just put it straight. This is a very standard offer is a very standard conditions and this is the best we can do. Put, don't come up with here, buyers are not stupid. As I told you in the previous chapters buyers are very educated very well important people and their time is very limited.

So don't waste their time with just some kind of a very light chitchat, diplomatic. These four points is how you can create value at the eyes of the buyer. Things that you have to avoid when you try to create value. As I told you, one of them is indeed coming up with with the idea that you're Making a value proposition when in the end there is no value no added value, no new value to the customer. So avoid that they hate it. The other things that you have to bear in mind is of course by one hand when you come up with it with the creation of value, you want to tie it up the customer you want to get in federalizing to your products, you want to have it for a long term relation, you want to increase your prices of course, because you are heading value.

So, you want the different level of relation and the different level of your position as a supplier. buyers are not stupid, they they see it coming and even if your value proposition is a very attractive one, they know the risk that then they will be tied up then they will be tied up for a long time then They will have less options they will have less suppliers, they will have less flexibility to go and find out another another supplier. So, they will challenge you on course they will challenge you on transparency How far are you willing to do that balance all that be aware of all that value creation is excellent should be used when properly backed up and properly explained and accepted by the buyers you cannot impose you cannot think that Okay, now we've got it. I got him in my hand. I have here a value proposition that I know that he wants in that case, okay.

Force it a little bit. But do it always on a kind of cooperative way. Because we sure if he is forced to take your your offer The very next occasion that he has to jump out he will do it. But if it's done on a cooperative way, if it's done on a given take, then he will take much longer will remain much longer in the relation and we will not be looking for for the first occasion to jump out. Okay, it's crucial. It's also pretty much based on the relation and it's pretty much based on knowing the buyer and knowing what drives him all this is linked.

So, as a wrap up, you have here a few things that you need to bear in mind and that you should consider in your role of sales rep. How do you position yourself in terms of pricing? What is value in the eyes of the buyer? How can you make a value creation proposition and things to avoid during that value creation offer? Go through these no rush, understand it embedded. It's important. And of course, we are talking here about potential for already strategic accounts.

You don't spend all your energy with accounts that don't have potential for growth or they're not big enough. You have to be aware that your energy and your time is limited and you need to segregate it to all that matters. Hope it makes sense. I see you in the next chapter.