Sales Negotiation

The case describes a schedule sales negotiation between an apparel manufacturing

company and a potential corporate client, SmartLook. An experienced salesperson is expected to

seal a deal with an executive group to place large orders for their apparel products. The case

reveals that the Apparel Company cannot deliver huge orders as likely to be the case for

SmartLook, which prefers placing large orders unless investment is made in the facilities.

Further to that, SmartLook prefers to “buy low” while ‘selling high’ is preferred by my company

but in small quantities. SmartLook teams is seeking to have bulk buying in the trial period of

two weeks after the terms have been agreed but the company capacity can deliver in a month’s

time and trial quantity is far below what the company is willing to accept. Given the case,

flexibility from both parties is vital in closing a sales deal.

The paper explores various ways for resolving the issues in order to strike a sales deal

with SmartLook team. The key components covered include the application of adaptive selling,

relevant negotiation principles, creation of value-added presentation, the contributions of various

departments in the company to build and sustain long term partnership, and relevant opportunity

management techniques.

Question 1: Adaptive selling in dealing with issues

In this strategy, the sales approach is customized to various factors such as including

customer needs and prevailing sales situation. In this case, research on customer and their needs

is essential guidelines to aid negotiation with SmartLook team. The issues mentioned in the case

can be addressed using adaptive selling strategy by customizing sales style to suit the nature and

behaviors of SmartLook team (Manning, Ahearne, Reece, & MacKenzie, 2015). The strategy

will require careful listening to their needs to form the basis of my customized presentation.