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BINGO! This is the reality. Customers simply Do Not Trust a one-price system (Oldsmobile, Saturn, anyone?). We see it now with Scion -- soon to go the way of the dodo. It's a deeply-rooted, ingrained notion that you have to get a "deal," and a big part of that is not paying what you see on that sticker. I agree with Ed that conflict reduction is important -- but that's always been the case -- build value and rapport to hopefully make price negotiations secondary or tertiary in the hierarchy of "the deal." (back to the "talent" discussion).If you are going to stick with the "Internet Price" as "The Price," you do need an added level of "talent," (or culture -- semantics), because you've built-in a "No" to your process -- as in, "No, we will not negotiate that price." And as Joe said, the vast majority of buyers DO want to negotiate that price. Whatever side you take, that is the built-in reality on the floor.
BINGO! This is the reality. Customers simply Do Not Trust a one-price system (Oldsmobile, Saturn, anyone?). We see it now with Scion -- soon to go the way of the dodo. It's a deeply-rooted, ingrained notion that you have to get a "deal," and a big part of that is not paying what you see on that sticker. I agree with Ed that conflict reduction is important -- but that's always been the case -- build value and rapport to hopefully make price negotiations secondary or tertiary in the hierarchy of "the deal." (back to the "talent" discussion).
If you are going to stick with the "Internet Price" as "The Price," you do need an added level of "talent," (or culture -- semantics), because you've built-in a "No" to your process -- as in, "No, we will not negotiate that price." And as Joe said, the vast majority of buyers DO want to negotiate that price. Whatever side you take, that is the built-in reality on the floor.
