Closing big deals for Procurement

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Lewis asks how do you handle price projections when attempting to close a sale I assume price objections mean that you're asking for too much money and they and they don't uh they don't uh want to pay that what's your take on that you know it's not an easy show you don't just come and like get to like read and like check out are you sure yes I'm very sure um I guess I would say if you give them a dollar value and they kind of like how we do here when we give statements to work to clients before they approve it they come back with you know requests to take down or yeah get higher do they ever do they ever request to like charge them more sometimes I ask for more things then we do change orders and you do get more money that way love it uh I look I think I think it's moments in time early on when I was building Vayner and I needed a leverage of clients and logos to tell people like yes it's not just I did it for myself and my family business I do it for at the time Campbell the NHL Pepsi that mattered and so I was willing to uh take less we've talked about spec work at nausea if you watched a show the drock story so I think it's a leverage game right like who has the leverage and so I think that um every transaction has its own Cadence there is no blanket statement here you have to understand what your product is worth but you also have to think and this is where people get again this is where romance kills people you say that you're worth $150 an hour and you don't quantify that you need this client right now because there isn't good deal flow or you want to buy some you want to buy a ring for your girl or you need more lo you need to do different things besides just shoot weddings because you want to show a better portfolio to get other business people are not using other variables and they go well I'm worth a buck 50 [ __ ] you you're worth a buck 50 in your head the market decides what you're worth you're worth a buck 50 if people pay you a buck 50 consistently always always and forever you're not worth that look there was two years ago where I prematurely tried to raise my speaking fee higher and the market was like that's great Gary and you're the best speaker ever and this and that but that is just not where your price is at and so you're not entitled to anything other than what the people that are buying your stuff agree to what you need to be smart about is understanding when's the right time to negotiate down because it's in your best interest or when are you negotiating down for no reason at all and you're declining your value that's on you that's being a good salesperson that's being a good operator so I think everybody here needs to have a balance of both you have to pull from opposite directions when is it in your vested interest and then you deploy humili you know humility Kool-Aid at scale right the amount of times I will deploy humility in a world where my ego is on fire is of you know what step on I want fire here ego fire give me ego fire I've got nothing but ego and bravado but there's plenty of times I deploy humility because that's what that moment's game needs to be successful and so I would tell you to not deploy uh romance this is this and that deploy practicality of the moment [Music] [Applause] [Music] [Applause] [Music] oh