The point being once the floodgates had opened the the tide started to flow one way the conclusion was inevitable. These days VHS is all but a grave stone from the non digital era and goes to show despite epic battles of technology, things just don’t stay the same. Sony would be nowhere today if they will still championing the Betamax cassette!

So while utilities companies battle it out with their various so called smart meters, that work to the benefit of the energy provider not the user, the future lies in the next technology age, that of much more advanced and ‘intelligent’ systems and mobile measuring.

Eniscope’s latest incarnation is on the cutting edge of energy management. It gives Real-time information on your energy usage and demand, it also give this information remotely through a mobile app. This beautifully crafted app allows you a unique insight into your business energy demand 24 hours a day, not only that it can display your business predicted costings for the month abut also how much can be saved by implementing load-side energy saving products.

Energy saving is fast becoming a vital part of all serious businesses, a way of increasing profitability and being ethical. As the technology world around us changes looking forward is essential. Utility companies will no doubt compete in the last moments of their tired battle, only to leave room for the next generation of energy saving technologies like Eniscope.

Here is an unsolicited response from a new Enigin Distributor which we have posted un-edited so that, in his words… “Use this as you will, or not at all…or better yet, tell me how I can “post” it to benefit other new distributors”

Here is Jimmy’s story – warts and all:-

” As a rookie brand new distributor with my first hard core week of sales effort behind me the following points are now blatantly clear to me: First and foremost, you might think you know it all, but you certainly don’t. You may be a hot shot entrepreneur in your given field, you may be a start up or anything else in between, but the single most powerful thing I can share is that Enigin have tools, resources and training par excellence…the rest is up to you.

What Enigin teaches during training is ALL true. They have forgotten things about energy saving that we have yet to learn and, collectively, they have more experience than it would take one to accumulate in a lifetime.

Ian makes the point of taking off your “earmuffs” of “filters” during training. JUST DO IT. When you operate from a base of ignorance, prejudice and other forms of pre-conceived notion have no place…and no matter what your current knowledge base may be, you more than likely are ignorant of the task that lays ahead, however, if you remove your “filters” you will end up well equipped. I, for one and without really realising it, suffered in this area (despite being gently cautioned) and it has been a very sudden and real wake up call to me that there was no place for prejudice.

RTFM!!! (Read The Freakin’ Manual). It never ceases to amaze me how few will take this most vital yet basic step in most situations in life, never mind in the critical learning phase that entry into this market requires. In my case, it was Tim Mc Mahon doing the telling, but when you are told to focus on SME markets to start out with…LISTEN. Today I walked into an industrial giant by any world standard with what I considered a “warm” market with long standing and pre-existing solid relationships only to find I was “handed over” with my “5 minutes of experience” to be pitted against 3 electrical and 1 electro-mechanical engineers who had questions on subjects that I had no idea existed.

To say that I was outgunned would be an understatement, and ONLY my pre-existing relationships with non-technical, management type people saved me from utter failure. On the upside Knowledge Base provided me with most of the answers within hours of my “defeat”, however, had I put my pre- conceived notions aside and applied what I learned in training I would never have found myself in this potentially embarrassing situation. I, fortunately, will live to fight another day with this giant, but without pre-existing and high level relationships, I WOULD HAVE BLOWN IT. (Sidenote: Tim, from now on, I am all ears!)

Knowledge Base: There are not enough ways to extol her virtues. She is your very best friend and you should spend hours and hours doting upon her. Mindshare training is awesome, but Knowledge Base will fill out the solid training skeleton and add meat to the bones at body builder proportions…and best of all, she is at your beck and call 24/7.

Knowledge Base: I was somewhat hesitant at the prospect of using the “unique question” function in Knowledge Base as opposed to the (customary) pick up the phone and ask a question approach, but my fears were put to rest in 10 seconds flat (metaphorically). In my short existence I have had the need to post a few questions already and the answers have always been prompt, knowledgeable and are stored forever in a database thatI can access 24/7. I have found that some of my answers have even come with graphics, pictures, analogies or technical specs that have painted a picture in my mind that no telephone conversation ever could have.

Application: Enigin are going to provide training in a unique, experienced and intelligent way. It is up to you to make the most of it all, educate yourself (post Mindshare) through Knowledge Base, and then APPLY the knowledge and take practical steps. Mindshare is great, Knowledge Base is a masterpiece,but application is up to you. Forget what you think you know and USE the knowledge Enigin provides. I figured I would take a bit of what Enigin knows and couple it with all that I know and I will be unstoppable…wrong!!! In this last week, I have applied my knowledge from a highly successful sales and business ownership career and drew blanks.

The twice, this week, that I applied what I was taught (putting my personal knowledge, feelings etc aside), I closed two sales. The TWELVE other appointments that I didn’t and went with my way, attracted a whole lot of product based questions that ended in the dreaded ” I will need to investigate this further” response…and Enigin gives us BRILLIANT tools to cope with this response, but if your “foundation” is weak, there is little or nothing convincing that you can say. 2/14 I applied what I had learned, and 2/14 I struck gold…coincidence? I think not.

Bottom line… listen without prejudice, use the tools at your disposal and APPLY.”

In Summary:

I figured this, or something like it, might be an “impartial” insight for new delegates planning to attend the first day’s training… something to read and ponder in advance… it may well engender a spirit of “listen very VERY carefully and “take action on” what you learn”. BenW, BenF and Tim… what can I say? Each of you has gone out of your way for me in an “above the call of duty” manner, both professionally and personally, and each of you set a solid example in his own way. With the likes of yourselves “at the helm”, Enigin can only prosper.

Thank you… it is and will always be well remembered.

Kind Regards

J. McGill

Here at Enigin we have some suggestions for you to not only save your money, but save the planet at the same time. We work hard helping people and businesses to recognise how they can save money, save energy and generally work to be more efficient. Something that is becoming very much needed today.

So when at home why not try these ideas:

• Did you know - if you adjust for household thermostat to below 70 degrees in winter and raise it above 72 in summer, and lower your hot-water temperature from the standard 140 degrees to 120 degrees, you could be saving 200 pounds of carbon a year. Your heating represents 41% of the energy bill of the home!
• Replacement of light bulbs and appliances with Energy Star approved models. Lighting takes up 15% of a home’s energy use. By replacing just 5 bulbs you can save yourself around £50 a year.
• Have electronics plugged into power strips and turn them off when not in use. By breaking the connection, which still used energy even when TVs/DVDs etc are not on directly, can save the average household £90 on its electricity bill ad well as reduce carbon output.

However, as Enigin always teach their Distributors that the deal isn’t really closed until the final contract is signed, and it’s that final contract that comes out of the negotiation process.

These posts, with the help of bnet.com, provides a step by step formula for negotiating a final deal.

This is a skill that every sales professional must absolutely master, but beyond that, it’s a crucial skill for anybody who wants to be successful in the business world.

6: Stonewall Last Minute Demands

The purpose of the negotiating process is to reach a contract or a written agreement, and the negotiation isn’t over until it is signed.

Even so, there’s a point in every negotiation where the deal is pretty much what it’s going to be. If you’ve found that you’ve gotten pretty much what you wanted, don’t sweat the stuff that you didn’t get. When you’ve reached that point, it’s time to stop.

Sometimes last-minute demands magically appear after a negotiation has been completed. They’re usually positioned as “deal breakers” but most of the time they’re something else altogether-a simple test to ensure that the negotiated deal is the best possible agreement.

Unfortunately, many sales pros simply give in to such demands, because it seems as if the prospect-the person with the money-holds all the power.

Giving in to any last-minute demand is a huge mistake, because here’s what’s going to happen:

1. Your prospect makes a last-minute demand.
2. You don’t want to lose the sale, so you run back to your management to see whether you can get that demand met.
3. After a lot of extra work, you get internal agreement, and then you run back to the prospect with the good news, expecting to close the deal.
4. Surprise! Your prospect now has another, even bigger demand.
5. You run back, and after even more hard work, get agreement.
6. You go back to the prospect, hoping to close the deal.
7. Surprise! Another demand!
8. Etc.

This process continues until your prospect makes a demand that your management can’t stomach, in which case one of two things happens. Either the deal falls through, turning your hard work into a complete waste of time and money, or the deal gets signed but is a headache for your firm.

If last-minute demands crop up, hold firm to your position. In most cases, the customer will be relieved at this confirmation of your legitimacy and will take the demands off the table.  Here’s an example:

• You: Well, I think we’re done here. We’ve got the basic terms in place and we have a start date.
• CFO: I’ll need to check with the CEO to make sure we can go forward. I’ll give him a call. [Leaves the room]
• CFO: [Returns] He says we’ll need you to go 20 percent lower or the deal is off.
• You: Gosh, that’s too bad, because I’ve already given you the best price that I can. I’m really sorry that we can’t make this happen. [Get up to leave]
• CFO: Just a second. [Leaves to make another call]
• CFO: [Returns] Let’s go forward. The CEO says he just wanted to make sure he was getting the best deal.

Is it that simple?

Yes, indeed.  In almost every case, the other party will be visibly relieved that you refused to give in, because it proves that you were being honest from the start, which is what is really being tested.

However, as Enigin always teach their Distributors that the deal isn’t really closed until the final contract is signed, and it’s that final contract that comes out of the negotiation process.

These posts, with the help of bnet.com, provides a step by step formula for negotiating a final deal.

This is a skill that every sales professional must absolutely master, but beyond that, it’s a crucial skill for anybody who wants to be successful in the business world.

5: Don’t Let It Get Personal

Once you’re clear on the deal you’d like to forge, and know where you’ve got wiggle room, sit down with the the other party and talk about the issues.

As you negotiate, do not allow the prospect to feel as if he can simply dictate terms. That’s a recipe for a win-lose outcome, with you on the losing end of the deal. Whenever you take a position, be sure you can buttress it with appropriate rationales. Be specific about your facts and don’t let the negotiation process become emotional. Remain detached and objective.

Here’s an example:

• CFO: We’ll need you to offer this at 35 percent below your asking price in order for this deal to go through.
  You: I’m sorry, but if we sold it to you at that rate, we’d be losing money on the deal.
• CFO: What kind of idiot do you take me for? I know for a fact that you gave Acme a 35 percent discount.
  You: That was a one-time situation because we needed a reference account in that industry.
• CFO: Why can’t we be a reference account?
• You: Of course, but you’d be a lousy reference account if we gave you a 35 percent discount, because then we’d have to give everyone else the same discount, which would put us out of business.
• CFO: Why should I care?
• You: Let’s just be practical here. I’ve already offered the largest discount that’s possible. If you’re short on money, maybe there’s a way we can scale down the deal, or come up with long-term financing, so that it becomes more affordable.In the above conversation, the CFO keeps attempting to make the situation personal.  These attempts fail, however, because you stick to the facts and explains the reasoning behind your position.

Next Step in the Next Post

However, as Enigin always teach their Distributors that the deal isn’t really closed until the final contract is signed, and it’s that final contract that comes out of the negotiation process.

These posts, with the help of bnet.com, provides a step by step formula for negotiating a final deal.

This is a skill that every sales professional must absolutely master, but beyond that, it’s a crucial skill for anybody who wants to be successful in the business world.

4: Beware of Mind Games

If you’re negotiating with a top executive, there’s a good possibility you’ll be the recipient of a mind-game — negotiating tactics intended to throw you off-balance, so that you’ll make more concessions than you’d normally consider.  Here are the six most popular:

• Mind Game #1: The Palatial Environment. Some execs have impressive offices, or invite you to a ridiculously luxurious venue, because they want you to be awed and grateful even to be there.  If you are, you’re as stupid as teenage girl who’s impressed by a neat car.
• Mind Game #2: The “He’s Too Busy” Routine. Execs sometimes make you wait to see them, even if you have an appointment, in order to make you feel that the exec and his desires, are more important that you time and your desires.
• Mind Game #3: The Underling Gauntlet. Execs often use underlings to make you feel like an underling.  If you’re not careful, you end up feeling “socially” bonded to the underlings and thus in a subservient position while meeting the exec.
• Mind Game #4: The Way-Too-Sexy Assistant. This is old-school stuff, but it’s still practiced in some industries.  The idea is to dangle a sex object in front of you, so that you’ll focus on the possibility of having sex rather than cutting the best deal
• Mind Game #5: The Meeting Extension. Execs often set low expectations of the amount of time they’ll be spending, so that people feel complimented if they spend more than that amount.  Don’t be complimented; the exec probably had a whole hour blocked off anyway.
• Mind Game #6: The Big Wait. Execs sometimes delay negotiations hoping that you’ll get all antsy and want to close the deal just to get it closed.

How to deal with this nonsense?  First, realize that the only reason the exec is pulling this crap is because they want to cut a deal.  Second, realize that you don’t have to react as expected.  The rule of thumb in negotiations is that you must treat the prospect as if you were his or her equal.

For example, if you’re negotiating with a billionaire — guess what? — you’re the kind of person who negotiates with billionaires.  That makes you as important as the billionaire because otherwise you wouldn’t be involved. Get it?

Next Step in the Next Post

However, as Enigin always teach their Distributors that the deal isn’t really closed until the final contract is signed, and it’s that final contract that comes out of the negotiation process.

These posts, with the help of bnet.com, provides a step by step formula for negotiating a final deal.

This is a skill that every sales professional must absolutely master, but beyond that, it’s a crucial skill for anybody who wants to be successful in the business world.

3: Have the Right Attitude

Before getting involved in any negotiation, you need to understand that there are three basic “styles” of business negotiating. According to Murphy, these are:

• Style #1: Competitive. The negotiation seen as a win-lose proposition. Concessions by one side are viewed as a victory for the opposite site and the emphasis is on having your side win at all costs. Such negotiations generally damage customer relationships, because one side ends up feeling as if they got screwed.
• Style #2: Cooperative. The negotiation is seen as a give-and-take proposition. Both sides are trying to be fair to one another, and see the need for a long term relationship and thus the negotiation is all about compromise and on not losing too much. Such negotiations seldom damage relationships, but they don’t improve them either.
• Style #3: Collaborative. The negotiation is seen as a win-win proposition. Both sides see their goals as aligned and work together to forge an arrangement that moves both agendas forward. The emphasis is on finding a way for both sides to win, big time. Such negotiations are the building blocks of strong customer relationships.

Needless to say, collaborative negotiations are ALWAYS in your best interest, and in the best interest of the prospect.

However, you can’t be collaborative unless the other party sees the negotiation that way, too. If a prospect is convinced that the negotiation is a competition, you’ll sometimes need to play that game, even as as you gradually lead the prospect into a more cooperative attitude.

The next step will help you manage this delicate balance act.

Next Step in the Next Post

However, as Enigin always teach their Distributors that the deal isn’t really closed until the final contract is signed, and it’s that final contract that comes out of the negotiation process.

These posts, with the help of bnet.com, provides a step by step formula for negotiating a final deal.

This is a skill that every sales professional must absolutely master, but beyond that, it’s a crucial skill for anybody who wants to be successful in the business world.

2: Prepare for the Negotiation

Before actually sitting down to negotiate final terms, ask yourself four questions (in your own mind if not on paper) that will help you understand where you are now, and where you’ll need to get, in order for the negotiation to be successful:

• Question 1: What are the parameters that need to be negotiated? Collect and evaluate information on leverage, values, sale prices, competition, and other factors that will affect the negotiation. Example: You know that the CFO greatly desires a three-month ROI, rather than the six-month ROI you’ve proposed. You are therefore aware that you may either need to adjust the price in order to produce that ROI, or come up with some form of alternative financing, like rent to own.
  Question 2: What are my realistic expectations for the results? Temper your aspirations with feasibility based on what your counterpart has in mind, and reassess your expectations as the negotiating progresses. Example: You know that your counterpart expects to pay only marginally more than they paid ten years ago for the same service. You’re not going to get double the old price, no matter what. But you might get a 33 percent increase.
  Question 3: What are my all-important pricing parameters? When it comes to price, know the deal you want to forge, and be able to justify it as being realistic. Example: You know that the largest discount you can possibly offer to still remain profitable is 15 percent. Because of that, a discount larger than 15 percent is not acceptable under any circumstances.
  Question 4: Where do I have room to maneuver? Leave yourself some bargaining room, but make sure you have a plausible rationale for the positions that you take. Example: You know that your installation team is idle right now, so you can realistically offer the customer an immediate installation, if they’re willing to pay full price.

Next Step in the Next Post

However, as Enigin always teach their Distributors that the deal isn’t really closed until the final contract is signed, and it’s that final contract that comes out of the negotiation process.

These posts, with the help of bnet.com, provides a step by step formula for negotiating a final deal.

2: Prepare for the Negotiation

Before actually sitting down to negotiate final terms, ask yourself four questions (in your own mind if not on paper) that will help you understand where you are now, and where you’ll need to get, in order for the negotiation to be successful:

• Question 1: What are the parameters that need to be negotiated? Collect and evaluate information on leverage, values, sale prices, competition, and other factors that will affect the negotiation. Example: You know that the CFO greatly desires a three-month ROI, rather than the six-month ROI you’ve proposed. You are therefore aware that you may either need to adjust the price in order to produce that ROI, or come up with some form of alternative financing, like rent to own.
• Question 2: What are my realistic expectations for the results? Temper your aspirations with feasibility based on what your counterpart has in mind, and reassess your expectations as the negotiating progresses. Example: You know that your counterpart expects to pay only marginally more than they paid ten years ago for the same service. You’re not going to get double the old price, no matter what. But you might get a 33 percent increase.
• Question 3: What are my all-important pricing parameters? When it comes to price, know the deal you want to forge, and be able to justify it as being realistic. Example: You know that the largest discount you can possibly offer to still remain profitable is 15 percent. Because of that, a discount larger than 15 percent is not acceptable under any circumstances.
• Question 4: Where do I have room to maneuver? Leave yourself some bargaining room, but make sure you have a plausible rationale for the positions that you take. Example: You know that your installation team is idle right now, so you can realistically offer the customer an immediate installation, if they’re willing to pay full price.

Next Step in the Next Post

However, as Enigin always teach their Distributors that the deal isn’t really closed until the final contract is signed, and it’s that final contract that comes out of the negotiation process.

These posts, with the help of bnet.com, provides a step by step formula for negotiating a final deal.

This is a skill that every sales professional must absolutely master, but beyond that, it’s a crucial skill for anybody who wants to be successful in the business world.

I strongly recommend that you bookmark this post and the following posts, because it contains the kind of information that you’ll use throughout your career.  When you want it, you’ll want to get at it quickly.

1: Lay The Groundwork

As soon you’re certain that there’s a deal in the offing, immediately begin to strengthen your negotiating position by laying the groundwork for the eventual discussion.  Here’s how:

• Eliminate competitive threats by avoiding situations where a competitor already has a “lock” on the deal and by constantly positioning your offering or idea as something unique and valuable. This puts you in a solid negotiating position because, ideally, the other party will lack a viable alternative to hold over your head.
• Develop multiple contacts in the organization with which you’re working, and use those contacts to gather and provide a deeper perspective. This help you understand the motivations and politics behind the deal, will make it easier for you to understand why somebody may take a particular position during the negotiation.
• Generate legitimacy through the consistency of your approach. Take a gradual approach to getting everyone on board, and working through the issues logically as a series of “closes”.  This creates the impression that you’re a thorough businessperson who can be trusted. Because of that, you’ll be believed when you make statements during the negotiation.
• Create a theme of mutual success that matches the needs of the various decision makers and stakeholders. To do this, you crystallize needs and help everyone visualize a viable approach, so that everyone involved sees you as a valuable resource and thus more likely to defer on negotiating points that you see as being important.If you do all of the above, you’ll find that your negotiations will go more smoothly, because you’ll be negotiating from a position of power rather than a position of weakness.Next Step in the Next Post