The ability to communicate with people is necessary not only for those who "work as a psychologist." Everyone seems to agree on this truth. But not everyone understands by the expression "the ability to communicate with people" what is, in my opinion, the most important thing here.

Namely: the result of your "ability to communicate with people" should always be a psychotherapeutic benefit that you bring to these people. That's it.

And you should know: in order for communication with you to have a psychotherapeutic effect on people, you do not have to be this same psychotherapist!

But for this, after all, you need to learn some worked out, almost brought to the point of technology, methods, so to speak, of “interpersonal interaction”.

One of them, which I present to you today, is called "Sandwich Technique". It is as simple as a sandwich with butter, but not everyone knows that a lot depends on observing the simple conditions for its preparation.

According to the principle of a sandwich, communication is built as follows: the beginning and end of it must be worn positive character, and the middle include everything negative moments (which are really necessary).

BUT. Start with the good.

AT. Continue difficult and unpleasant.

WITH. Finish well.

It would seem that there is something incomprehensible? In theory, everything is clear. However, practice is more difficult. In practice, we often do not think about the fact that communication is an art and therefore it should be built according to its own clear laws.

In practice, we are used to this. We follow two rigid schemes. Or:

1. we arrange an evening of "unpleasant conversations", saving up all the "unpleasant moments" for this evening for a year or a month.
2. We arrange a boring unbearable duty “evening of compliments”, not allowing the “bad word” to break from our lips, and thereby further setting the stage for the subsequent unpleasant conversation that is inevitable.

Sandwich technique it just allows us not to keep a stone in our bosom so that later, at the most unexpected moment, we do not dump a mountain of accumulated stones on the head of an unsuspecting interlocutor.

This technique comes from the axiom: a person always has something to say to another person: both pleasant and unpleasant. Moreover, “pleasant” must be said in double volume. It is then that the “unpleasant” is normally assimilated, digested and realized.

If you choose a strategy “I don’t scold anyone, I’m on good terms with everyone” , then this strategy will work for you only for the time being. And then you will break loose and earn a reputation as an unpredictable and unbalanced, or even two-faced person who “lay softly”, but then you had to sleep hard ...

If, on the contrary, you choose the strategy “My task is to point out shortcomings, let the flatterers praise” , then your negative will soon simply stop listening, you will broadcast into the void. This is how people dampen unpleasant noise for themselves - they stop hearing it at all. In the end, your criticism will also achieve nothing.

Each act of communication should be built on the principle of a sandwich - a piece of butter between two pieces of bread - so as not to stain anything, not to plant an annoying greasy stain, but in the end to be nutritious and healthy.

At first, your attempts to always act on this principle will look somewhat artificial. But then you will get used to the sandwich rule, which will immediately affect the quality of your communication.

Moreover, people will listen to your advice and criticism, while not ceasing to consider you the most sincere person in their entire environment.

GENERAL PHARMACOPEIAN AUTHORIZATION

Introduced for the first time

This General Pharmacopoeia Monograph covers the method of enzyme immunoassay (ELISA). The ELISA method is a highly sensitive and highly specific immunodiagnostic method, which is used for the qualitative and quantitative determination of various substances that have the properties of an antigen, hapten (incomplete antigen) or antibody. The ELISA method is widely used for the diagnosis of infectious and non-infectious diseases in humans and animals and can also be used to confirm the quality of immunobiological drugs (IBMs).

The principle of the method consists in the reaction of the specific interaction of the antigen with the antibody with the formation of an immune complex and the subsequent detection of the resulting complex using spectrophotometry, chemiluminescence and other adequate methods. Detection can be both direct (when the test substance itself has enzymatic activity, or it is labeled with an enzyme label), and indirect or indirect (when the test substance bound to antibodies immobilized on the solid phase is incubated with antibodies labeled with the enzyme). Qualitative Analysis allows you to obtain information about the content of an antigen or antibody in the test material according to the “yes/no” principle. When performing a quantitative analysis, the concentration of the antigen or antibody in the test material is determined using a calibration curve.

GENERAL PROVISIONS

The ELISA method includes 3 main stages: 1) the formation of an immune complex "antigen (test substance) - an antibody specific to it" or vice versa; 2) formation of a conjugate bond with the immune complex formed at the previous stage or with free binding sites (determinants); 3) transformation of the substrate under the action of an enzyme label into a recorded signal as a result of a biochemical reaction.

All methods for performing enzyme immunoassay are classified as homogeneous or heterogeneous.

Techniques in which all 3 stages of ELISA take place in solution, and between the main stages there are no additional steps for separating the formed immune complexes from unreacted components, belong to the group of homogeneous ELISA methods. The basis of homogeneous ELISA, which is usually used to determine low molecular weight substances, is the process of inhibiting the activity of the enzyme when it is combined with an antigen or antibody. As a result of the antigen–antibody reaction, the activity of the enzyme is restored. When an antigen–antibody immune complex containing an enzyme label is formed, enzyme activity is inhibited by 95% with respect to a high molecular weight substrate, which is due to the steric exclusion of the substrate from the active center of the enzyme. As the concentration of the antigen increases, more and more antibodies bind, and more and more free antigen-enzyme conjugates are retained that can hydrolyze the high molecular weight substrate. The homogeneous ELISA method is very fast. It takes 1 min to analyze one definition. The sensitivity of the method is quite high. With it, you can determine the substance at the level of picomoles.

For heterogeneous methods, it is typical to carry out analysis in a two-phase system with the participation of a solid phase - the carrier and the stage of separation of immune complexes from unreacted components (washing) that are in different phases (the resulting immune complexes are in the solid phase, and unreacted complexes are in solution) is mandatory. Heterogeneous methods, in which the formation of immune complexes at the first stage proceeds on the solid phase, are called solid-phase methods.

Methods are classified as homogeneous-heterogeneous if the 1st stage - the formation of specific complexes - occurs in solution, and then a solid phase with an immobilized reagent is used to separate the components.

The heterogeneous ELISA method consists of 3 main steps:

• immobilization of an antigen or antibody on a solid phase, the resulting complex is called an immunosorbent;
• removing the unbound reagent and blocking the binding sites on the solid support with blocking proteins such as, for example, albumin, casein; incubation of the analyzed preparation with immunosorbent in order for their binding to occur;

3) detection due to the enzymatic activity of the test substance itself or due to the enzymatic label associated with the analyzed preparation (direct variant). In some cases, an additional incubation of the "immunosorbent-test substance" complex with secondary antibodies conjugated with an enzymatic label is performed (indirect variant).

Quantitative determination of the analyte is carried out by adding a substrate suitable for the detector used and comparing the signal of the analyte with a standard sample.

The method of heterogeneous ELISA is divided into non-competitive ELISA and competitive ELISA. Assay schemes can be modified during the development of a medicinal product in accordance with the necessary requirements. Changes must be indicated in the monograph or normative documentation. The choice of ELISA method depends on the nature of the test substance and its amount, since different types ELISAs have different sensitivities. To assess the quality of substances containing antibodies, it is possible to use specific anti-idiotypic antibodies.

Non-competitive ELISA method

The non-competitive ELISA method is divided into several types according to the type of detection (direct competitive, indirect (indirect) competitive) and the type of substance immobilized on the solid phase (antigen or antibody).

Direct ELISA

Can be done in 2 ways. In the first case, the test substance (antigen) is directly immobilized on the solid phase; then the labeled antibody bound to the antigen is the detector. When performing the test in a different way, antibodies immobilized on the solid phase are used. In this case, the detector is the test substance labeled with the enzyme.

Indirect (indirect) ELISA variant

When performing an indirect variant of ELISA, the antigen is immobilized on the solid phase. After blocking, a solution of antibodies specific to it is added to the antigen. After incubation, the resulting antigen-antibody complex is washed away from unbound antibodies and enzyme-labeled anti-immunoglobulin (anti-Ig) is added, which acts as a detector. Anti-Ig detectors are commercially available for specific Ig classes and subclasses, making this assay format convenient for antibody isotyping. In addition, the use of labeled anti-Ig enhances the signal compared to direct ELISA, thereby increasing the sensitivity of the assay.

Sandwich method as a variant of ELISA

The most common non-competitive method is the "sandwich" method. When it is performed on the solid phase, primary antibodies are immobilized with their subsequent blocking. Then, the test substance containing the antigen is added to them and incubated. After incubation, the antigen–antibody complex is washed away from the unbound antigen, secondary antibodies labeled with the enzyme are added, and detection is carried out.

Competitive ELISA method

The competitive ELISA method is divided into several types: according to the type of detection (direct competitive, indirect (indirect) competitive) and according to the type of substance immobilized on the solid phase (antigen or antibody).

Direct competitive ELISA

To detect or quantify soluble antigens, a direct competitive ELISA with an antigen immobilized on the solid phase is used. To do this, use antigen-specific antibodies conjugated with an appropriate detector (for example, horseradish peroxidase, alkaline phosphatase, ruthenium or fluorescein). The standard antigen is immobilized onto the solid phase, followed by blocking. The enzyme-labeled antibody is incubated with the test substance (soluble antigen). Then this mixture is added to the immobilized antigen, incubated, and then washed from the unbound antigen–antibody complex. The next step is to add the appropriate substrate for the labeled enzyme. The inhibition of the reaction due to the presence of 2 antigens in the system, compared with a control sample without a competitive soluble antigen, is inversely proportional to the value of the amount of the test substance.

Performing a direct competitive ELISA with a solid-immobilized antibody is similar to a direct competitive ELISA with an antigen immobilized on a solid phase, but is used to detect or quantify antibodies.

Indirect (indirect) competitive ELISA

This method of ELISA is similar to the direct competitive variant, however, instead of a labeled antibody or antigen, a labeled anti-Ig reagent or labeled secondary antibodies are used for detection, respectively.

General conditions for the methodELISA

Various materials are used as a solid phase for enzyme immunoassay: silicone, nitrocellulose, polyamides, polystyrene, polyvinyl chloride, polypropylene, acrylic and others. The solid phase can be the walls of a test tube, 96-well and other plates, balls, beads, as well as nitrocellulose and other membranes that actively absorb proteins. The principle of immobilization (hydrophobic, hydrophilic, covalent interaction) depends on the choice of the solid phase. The most commonly used solid phase is 96-well plastic microtiter plates. The number of wells in a plate may vary. The plate can be transparent (colorimetric detection) and opaque (chemiluminescent detection, fluorimetry).

Immobilization must be carried out without air bubbles in the well, as their presence changes the optical density reading. It is possible to use biotinylated immobilized reagents. In this case, streptavidin and a biotinylated enzyme label are used in the reaction. This method used to amplify the signal. The time and temperature of immobilization, depending on the kinetic nature, stability and concentration of the reagent, should be indicated in the monograph and normative documentation.

All stages of enzyme immunoassay, washing and blocking solutions, time intervals and temperature conditions for each stage, the number of revolutions per minute for incubation on a shaker, detection conditions should also be indicated in the monograph and regulatory documentation.

Examples of methods for some types of ELISA

Indirect non-competitive ELISA method

1. Sorption of the antigen. 0.1-0.5 μg of antigen and 100 μl of 0.05 M carbonate-bicarbonate are added to each well of a 96-well plate. buffer solution(pH 9.6), unless otherwise indicated in the monograph or normative documentation, and then sorption is carried out at a temperature of 4 ° C for 16 hours. Other buffer solutions with high pH values ​​can be used. Incubation is carried out by shaking on a horizontal plate shaker.

Washing (double) of unbound antigen molecules is carried out with a phosphate-buffered saline solution (pH 9.0) containing 0.1% tween-20 (300 µl per well), unless otherwise indicated in the pharmacopoeial monograph or regulatory documentation.

1. Blocking. To block the sites of non-specific binding of antigens or antibodies, the wells of the plate are filled with a phosphate-buffered saline solution (pH 9.0) or another buffer solution specified in the pharmacopoeial monograph or in the regulatory documentation containing 1% solution of bovine serum albumin or other proteins (casein, gelatin , powdered milk, etc.), and incubated for 10-15 minutes at room temperature (unless otherwise indicated in the monograph or normative documentation).

III. Titration of specific antibodies. If necessary quantification the test substance (antigen or antibody) is titrated in serial dilutions in parallel with the standard sample (RS).

Titration can be carried out in both horizontal and vertical rows of the plate. It should be noted that antibody titration is carried out if it is necessary to select the optimal concentration of antibodies or determine their titer. In the event that the optimal concentration and / or titer of antibodies is determined, then the dilution recommended for these antibodies (serum) is used.

When titrating, add to the first well of the row ready breeding antibodies - an average of 1-10 µg per well, then a serial dilution of antibodies in the wells is performed. Incubation with specific antibodies is carried out for 30 minutes at room temperature with shaking on a horizontal plate shaker.

Washing is carried out at least 3–4 times using a phosphate-buffered saline solution pH 9.0 containing 0.1% tween-20.

1. Addition of antispecies (antiglobulin) antibodies conjugated with an enzyme label. Anti-species polyclonal antibodies conjugated with an enzymatic label are used as detector (secondary) antibodies. Most often, goat or rabbit antibodies are used, specific for the whole molecule or for Fc fragments of specific antibodies. The concentration of detector antibodies is usually indicated by the manufacturer as a dilution of the stock solution (for example, 1:1000).

Incubation with secondary labeled antibodies is carried out for 30 minutes at room temperature with shaking on a horizontal plate shaker.

Washing is carried out at least 3–4 times using a phosphate-buffered saline solution (pH 9.0) containing 0.1% tween-20.

Incubation is carried out for 10 minutes at room temperature and shaking on a horizontal plate shaker.

1. 100 μl of the substrate solution are added to the wells and incubated for 10 min at room temperature with constant stirring. To stop the enzymatic reaction, a “stop reagent” is used, which is added to all test and control samples in equal amounts. Most often, sulfuric acid is used as a "stop reagent".

Direct non-competitive ELISA method

The method of direct ELISA has only minor differences from the method of indirect non-competitive ELISA. Thus, stages I and II are the same in both types of analysis. The difference lies in the fact that in the direct version of the ELISA at stage III, antibodies specific to the test antigen are used, conjugated with an enzyme label, and they directly interact with the test substance. If necessary, it is also possible to titrate the conjugates in the same way as previously described for non-conjugated antibodies. Stage IV in the framework of direct non-competitive ELISA is not carried out.

"Sandwich" method ELISA

This variant of ELISA uses a pair of antibodies (primary and secondary) specific to spatially distant epitopes of the antigen under study.

1. Sorption of antibodies on the solid phase. The method of antigen sorption is similar to the method of sorption of antibodies in the section "Indirect non-competitive ELISA".
2. Blocking. The technique for blocking non-specific binding sites on the substrate (solid phase) is similar to the blocking technique described in the section "Indirect non-competitive ELISA".

III. Incubation with antigen. 50 µl of the test substance and standard dilutions of the antigen are added to the wells of the tablet with preadsorbed antibodies, unless otherwise indicated in the monograph or normative documentation. Antigen dilutions should be prepared with phosphate buffered saline (pH 9.0) containing 0.1% Tween-20, as Tween-20 reduces non-specific binding of protein molecules to each other and to the surface of the plate. Both the test substance and standard antigen dilutions are added in pairs to adjacent wells in a horizontal row (or 3 replicates), using 2 (3) wells for each protein dilution.

Incubation is carried out at room temperature for 30 min with constant stirring. Washing is carried out at least 3-4 times with a phosphate-buffered saline solution (pH 9.0) containing 0.1% tween-20, or another buffer solution specified in the monograph or regulatory documentation.

1. Incubation with enzyme-labeled antibodies. 100 μl of a solution of specific antibodies conjugated with an enzyme label are added to the wells of the tablet. The optimal concentration of conjugated antibodies, as a rule, is indicated in the monograph or regulatory documentation (usually a concentration of 2–4 µg/ml is used).

Incubation with enzyme-labeled antibodies is carried out for 30 minutes at room temperature with shaking on a horizontal plate shaker.

Washing is carried out at least 3–4 times using a phosphate-buffered saline solution (pH 9.0) containing 0.1% tween-20, or another buffer solution specified in the monograph or regulatory documentation.

1. Carrying out an enzymatic reaction, accompanied by the appearance of a colored product. The procedure for carrying out an enzymatic reaction is similar to the procedure described in the section: “Indirect non-competitive ELISA method”.

detection

As mentioned above, antibodies labeled with an enzyme label or other reagent are used for detection. The enzyme label can be, for example, horseradish peroxidase, alkaline phosphatase or galactosidase. Antibodies or antigens with other labels can be used as a detector. The choice of a detection reagent depends on the type of label conjugated to the antibody or antigen and the detection method.

As detection methods, spectrophotometry, chemiluminescence, fluorimetry, and other methods can be used, based on the choice of label.

Results of the quantitative ELISA method

The results of the quantitative ELISA method are calculated from a linear calibration curve with inverse regression or using a complex method using a non-linear calibration curve with inverse regression. The method of interpreting the results depends on the method used for setting the ELISA. For example, from the results of the test using a calibration curve, you can evaluate the concentration of an unknown sample, evaluate the half-maximal concentration of inhibition or effective concentration. This allows you to determine the amount of the test substance or its activity in comparison with the reference/calibration standard (RS). Usually, the form of the calibration curve when performing a quantitative ELISA method, which characterizes the concentration of the analyzed drug, depends on the calculated average value non-linearly. In this regard, it is recommended to use various mathematical models to analyze the resulting curve. In other cases, the ELISA method is used as a qualitative method to assess the presence of a particular test substance in the sample within the sensitivity of the method.

Note.

Preparation of carbonate-bicarbonate buffer solution (pH 9,6). 1.59 g of sodium carbonate (anhydrous) or 4.29 g of sodium carbonate 10-aqueous and 2.93 g of sodium bicarbonate are added to a measuring cylinder with a capacity of 1000 ml, dissolved in 800 ml of purified water, the pH is adjusted to 9.6, stirred, then bring the volume of the solution to the mark with purified water and mix again.

So, attention! Let's say you go to the store to buy a new TV. (Well, they quarreled, the TV was smashed, with whom it doesn’t happen.)

Look at the counter and ask the seller: "How much does this TV cost?"

Seller: $1,000. (Pause, turning into grief over the lost money).

What is on your mind as a client right now? Different thoughts, different but similar.

"Expensive", "A thousand dollars, a thousand, you-sya-cha." Take 2

You: How much does a TV cost?

Seller: TV company SONY, diagonal - meter. 1000 dollars. Flat screen. Design term of use - 15 years.

What's on your mind right now?

SONY, warranty, diagonal ~ 1 meter.

There are two global effects - the effect of primacy and the effect of recentness.

We are most impressed by what comes first, the primacy effect.

We are most impressed by what follows last - the effect of recentness. (And Stirlitz knew about these two effects when he asked either Bormann, or Goering, or neither one nor the other, but I don’t remember who had headache pills.)

If we wrap the price, if we wrap it up and down like the buns in a hamburger wrap around a patty, the price itself is no longer felt so sharply. The client begins to be affected by what was before the price, and what followed after. A simple, reliable rule, like American jeans or boiled potatoes. The Russian man loves both.

So, when you say the price, do not forget that before and after it you need to place some advantages of your product, company.

The general principle of the sandwich rule is formulated by the sequence of arithmetic signs - *-+. Plus, minus, plus. Here's a sandwich for you: two positive buns and one negative cutlet. (Based on the last phrase, this rule can be called the rule of a vegetarian: a roll is good, meat is bad.)

Of course, it is necessary to measure the quality and size of rolls and cutlets. That is, the pluses that you place around the price should be commensurate with the minus.

Oh, by the way, I forgot to say that the sandwich rule applies not only when pronouncing the price, but also in the case of demonstrating any minus, negative feature that is inherent in your product. Any working business has something negative.

I'll give you a bad example.

Client: How much does the TV cost?

Seller: TV company SONY. SONY was founded in 1903, during which time it has come a long way of development, in 1924 ... (for another half an hour).

What is your reaction? Naturally, no one likes to eat hamburgers with huge buns and thin cutlets. Measure things.

This stratagem essentially has two meanings.

Behind outwardly friendly and even amiable behavior to hide their true selfish, and sometimes malicious motives.

Make yourself look like a fool. Behind external simplicity and naivety to hide far-reaching plans.

Let's give an example for the first value first.

Prince Wu of the Zheng Kingdom was thinking about capturing the Hu State. Realizing that a direct military confrontation is unlikely to bring him good luck, Prince Wu decided to use cunning. He betrothed his daughter to Prince Hu. Family ties already gave some guarantee of peacefulness to the principality of Hu.

But that is not all. Once, having gathered all his ministers, Prince Wu told about his plans to seize foreign lands and invited them to express their opinion on which kingdom to attack. One of the advisers suggested that he start a war with the principality of Hu. Wu feigned righteous anger. He shouted: "How could you even think of attacking the kingdom with which I am related?" - And then Prince Wu executed this minister to enhance the effect.

Rumors of the execution and its cause quickly reached the state of Hu. Prince Hu finally became convinced of the exclusivity of the good intentions of Prince Wu and significantly weakened the protection of the borders with this principality.

Well, that's what was required. Prince Wu immediately went on the attack and overthrew Prince Hu, adding his lands to his kingdom.

What happened to the daughter of the victorious prince, I could not find out.

So here the smile was:

give a daughter in marriage;

execute the minister.

The dagger was a surprise attack.

Although we have dealt with price negotiation in the chapter on client financial resistance, I believe this topic deserves special attention. There are companies on the market whose only argument for the client is the low price. We understand that such price policy may be done for several reasons. The first is to make profits through huge turnover. The low price stimulates the consumer to purchase, there are more and more consumers, as a result, despite the low margin, the high turnover provides sufficient income. If such a pricing policy is a deliberate and deliberate undertaking, hardly anyone can accuse the company of unprofessionalism.

But there may be another reason for low prices - the lack of other means to encourage the customer to buy the product. It is quite likely that the company does not have significant advantages of the product, or such advantages, although they exist, are not recognized by either the company's management or ordinary employees. The last option is interesting: there are advantages in essence, but they are not in the awareness (in a conscious policy) of the company offering the product, and, therefore, in the eyes of the client, the product also looks extremely faded. If it seems to you that this does not apply to you in any way, I ask you, do not rush to conclusions, try to take a closer look at your product, service.

Are you really using the entire set of arguments that the product itself provides you with? Do you include in sales the entire service package that can be provided to the client and that your company is able to create? This is not an idle question, but one of the most important for sales. Think about it. It's all about positioning your product.

Price negotiation is inseparable from positioning. Just about what positioning is, we will talk right now. Positioning - highlighting the sustainable advantages of your product or service in the eyes of your customers that are different from the competitor's products. By positioning a product, you place it in a range of similar products, giving the customer the opportunity to pay attention to the advantages that distinguish your product from the products sold by your competitors. On the other hand, by positioning your product, you separate its image from the image of competing products in the minds of customers.

Price negotiation is the negotiation of what the customer is paying for.

Price negotiation is the negotiation of what the customer is paying for.

You know my attitude towards repetition, which greatly contributes to the memorization of material. Thought is clear as day. When you start talking about price, you shouldn't really be talking about money, but about what you give to the customer and what your product provides. Only in this case, you can really negotiate professionally and get the client to pay as much as you see fit.

Try to install in your mind one toggle switch, a switch that will work every time your client asks you: "How much does it cost? .." The internal toggle switch should immediately translate, like a translator, this question into another: "Why I will pay money." This switch will do you an invaluable service, you will earn more than one thousand, and maybe more than one tens of thousands only through the use of this internal toggle switch. By the way, we have several such switches in our company. So, if you want to install them, please contact us.

Positioning is a marketing concept. Marketing is the science and practice of how to make sure that, by satisfying the needs of the client, to earn as much as possible more money. Marketing is everywhere. One day, my client, the distribution director of a large manufacturing company, told me that marketing is not only market segmentation and building optimal distribution channels, but also order on the table, and good asphalt inside the warehouse complex where customers call in.

Why do you think I talk to you about anything but price in the price negotiation section? Yes, because this is the basic principle of money negotiations - to talk not about money, but about what surrounds them. Talk about value, not price.

Let us, following Schnapauff, imagine a drawing in our imagination. The figure shows scales, the left half indicates the price, the right half indicates the value of the product. Price negotiation formula: Value = Benefit - Price. On the left side of the scale are the costs that are expected in connection with the acquisition of such a product. On the right side of the scale, the seller must put all the benefits and benefits of owning a product or service; the more of them, the better. Then this scale will be so heavy that the costs will not outweigh. "Our furniture is made in Germany, and you know how the Germans feel about quality. We have both classic sets and trendy furnishings - we will satisfy the taste of many. In addition to this, individual items can be made to your order. We have designers from special education - we meet the highest standards."

Each argument weighs down the right bowl. At some point, it becomes so significant that the costs are not able to outweigh. The only thing that can happen is that the scales will balance.

But what happens if we immediately say the price without emphasizing the benefits for the client? The left bowl falls sharply down, because the right one is empty. Now it is very difficult to change the state of the scales, they are extremely reluctant to add benefits to the right bowl, and only by titanic efforts can one shift the scales towards the predominance of the right bowl. What we're talking about right now is general rules negotiating a price. These rules are very important, without them, their inner awareness - in any way.

How does the price-value scale relate to product positioning? Of course, you remember that positioning is the allocation in the mind of the consumer of the sustainable advantages of a product or service, the advantages that distinguish your product from a number of similar ones on the market. Positioning is carried out for several reasons, at least four; product, service, personnel, image. Highlighting sustainable benefits is called differentiation. It seems to me that it is clear where the word "differentiation" comes from. Differentiation is separation. So, what is the differentiation of goods, services, personnel and image?

There is a set of criteria by which you are able to characterize your product, related services, the personnel who serve this product, and the image of the company.

Choose the criteria by which you are significantly different from your competitors, and try to get the benefits imprinted in the mind of the client. Then price negotiations will not be difficult!

So, when you hear the question “How much does your product cost?”, turn on your toggle switch and answer the question “What am I paying for?”, And in order to answer this question, you need to clearly position your product according to all criteria: the product itself, services, personnel and image. Naturally, not everything can be told to the client. Something, for example, the level of service, he must feel himself. It is impossible to tell someone about how good the image of my company is if the image is bad. Positioning is not just words sales representative, sales manager and CEO but also concrete actions. "What is the client paying for?" synonymous with "How do we position our company?".

There are many rules to follow in price negotiations.

Rule 1. Never justify your price

If the client only for a moment feels that you are making excuses, he will see your weak point and begin to put pressure on him. And this is the most the best way, at worst, the client will think that the product is not worth discussing. Don't make excuses. The price is an inherent quality of the product, I would say its characteristic, the same as the weight or time of use. There is no product without a price, it is impossible. Know the value of yourself, your company and your product. Justification for the price often appears in the words of the seller.

Client: How much is it?

P: Our system costs $5,000, but it is very high quality and is designed for 10 years.

What is wrong with the seller? The word "but". "But" suggests opposition, think about the meaning of "but". We say "but" when we oppose something. So $5,000 is against quality. And what does the contrast between $5,000 and quality mean? From such words of the seller, only one thing can follow: "We understand that $ 5,000 is too high a price, unjustified, but we sell a quality product, so please pay." This is the inner conversation. Let's consider another option.

K: How much does it cost?

A.P.: Our system costs $5,000, it is very high quality and is designed for 10 years.

Quite another matter!!! Say this and that. Compare, feel the difference! In our words, justification for the price can manifest itself in another way.

Rule 2. Be confident in the price quoted

This rule is related to the first. More to the point, excuses come from insecurity. But in the context of our presentation of this material, I would like to share these rules. The following manifestations speak of our uncertainty.

A sharp change in the non-verbal characteristics of speech that is noticeable to the client. The price can suddenly be pronounced in a tongue twister or, conversely, extremely slowly and viscous. Both options prompt the client that something is wrong.

Unreasonable for the client refusal of the seller to talk about the price when the client wants to hear about it. This refers to a situation in which the seller gives an extremely evasive answer to a direct question from the client about the price, ineptly trying to avoid this topic. I have already said that if you do not know how to apply any rules, but only know about their existence, it is better not to apply them. "Practice on cats." A client who senses manipulation on the part of his partner ceases to consider the latter as such. The contact is instantly terminated. The client's only impulse now is to unravel the manipulation completely and counteract it. Yes, you cannot name a price until you are sure that you have presented to the client all the advantages of the product. But also it is impossible to abuse the patience of the client. And sometimes it's better to name a price at the expense of technology. I will not tire of repeating that we, as sellers, must be very flexible in our behavior.

In any case, show your confidence when talking about money. And to increase confidence, you must turn on the same toggle switch that we mentioned.

Rule 3: Use the Sandwich Method

So, attention! Let's say you go to the store to buy a new TV. (Well, they quarreled, the TV was smashed, with whom it doesn’t happen.)

Look at the counter and ask the seller: "How much does this TV cost?"

Seller: $1,000. (Pause, turning into grief over the lost money).

What is on your mind as a client right now? Different thoughts, different but similar.

"Expensive", "A thousand dollars, a thousand, you-sya-cha." Take 2

You: How much does a TV cost?

Seller: TV company SONY, diagonal - meter. 1000 dollars. Flat screen. Design term of use - 15 years.

What's on your mind right now?

SONY, warranty, diagonal ~ 1 meter.

There are two global effects - the effect of primacy and the effect of recentness.

We are most impressed by what comes first, the primacy effect.

We are most impressed by what follows last - the effect of recentness. (And Stirlitz knew about these two effects when he asked either Bormann, or Goering, or neither one nor the other, but I don’t remember who had headache pills.)

If we wrap the price, if we wrap it up and down like the buns in a hamburger wrap around a patty, the price itself is no longer felt so sharply. The client begins to be affected by what was before the price, and what followed after. A simple, reliable rule, like American jeans or boiled potatoes. The Russian man loves both.

So, when you say the price, do not forget that before and after it you need to place some advantages of your product, company.

The general principle of the sandwich rule is formulated by the sequence of arithmetic signs - *-+. Plus, minus, plus. Here's a sandwich for you: two positive buns and one negative cutlet. (Based on the last phrase, this rule can be called the rule of a vegetarian: a roll is good, meat is bad.)

Of course, it is necessary to measure the quality and size of rolls and cutlets. That is, the pluses that you place around the price should be commensurate with the minus.

Oh, by the way, I forgot to say that the sandwich rule applies not only when pronouncing the price, but also in the case of demonstrating any minus, negative feature that is inherent in your product. Any working business has something negative.

I'll give you a bad example.

Client: How much does the TV cost?

Seller: TV company SONY. SONY was founded in 1903, during which time it has come a long way of development, in 1924 ... (for another half an hour).

What is your reaction? Naturally, no one likes to eat hamburgers with huge buns and thin cutlets. Measure things.

Rule 4. Apply the method "I see - I think - I want"

Talking about price can be very stressful, especially when the client is asking for numbers and you haven't had time to talk about the benefits of working with you. This is where the "I see - I think - I want" method can help you. The method is as follows. First, you declare to your interlocutor what is undeniable, what is under the control of your senses, what you can see, hear, hold in your hands. When you emphasize irrefutable things with words, you are taking the first step towards agreement. I'll tell you: "This book is called Active Selling", "you are holding it in your hands" or "the book is on the table", "the ceiling is white", "you are reading a book", "you are touching the paper". It's impossible to argue with what I'm saying, I'm talking about what really is. Why am I doing this? To find at least one point on which we do not need to argue, since we both know that this is the case. That is, I pronounce the truth that is common both for me and for the client. I am setting up a further agreement, because what I have said cannot be in doubt. And that's not it.

There are special trance techniques in which a similar technique is used. First, a person who is put into a trance is called several indisputable things: “You are sitting in a chair, your hands are touching the armrests, you hear the ticking of the clock and ...”, and then they say what they want to suggest: “... the ticking of the clock, and you become completely calm." A fairly strong technology for introducing into a trance. But we are not talking about trance now, but about creating maximum contact with the client. So, it is to create contact that both hypnologists and the seller say obvious things.

The second step is the pronunciation by the seller of already subjective characteristics. The first was completely objective, the second - your subjective feelings about it. “I see the contract in your hands, and I understand how important it is for you,” I say to my partner at the time of the discussion of the penalties that he demands to pay. “I hear you and I feel that we can agree.”

Third step - expression own desire, a demonstration of the impulse you want to fulfill. In the third step, it's time to tell the client what you really need to say. If you did this right away, you would most likely evoke aggressive emotions in the client.

Seller: I would like to talk about the benefits of our product.

K: But I'm asking you about something else!!!

And now my option.

Client: How much does your product cost?

Seller: I hear your question and I understand that it is important for you, because you want to evaluate our product, and therefore I would like to say about what we offer.

So, simply and smoothly, we are able to transfer the conversation from price to value, which is required in active sales.

I will especially note that the "hear - feel - want" method is applicable not only in price discussion situations, but also in any other cases where there is a certain disagreement between you and your partner about what should be discussed now. In this case, you apply this method and talk about what you think is needed. And then move on to the topic of interest to the client.

I summarize the method. The first step is to speak about facts, about objective things. The second step is to talk about feelings or thoughts about it. That is, first the objective, then the subjective. The third step is your intentions that you want to realize.

(We came up with this method in this particular version with my old friend, with whom, alas, we quarreled later. Why? I think that he is to blame.Destructive conflict.God forbid.)

Rule 5. Talk about price amplitude

If the client insists that you say the price at the very beginning of the contact, talk about the range of prices.

Client: How much does a ticket to Antarctica cost?

Seller: The price is made up of many components that determine the total amount. Rest time, rest period, hotel type, additional service, charter or regular flight ... Therefore, a ticket can cost from 100 to 1500 dollars. K: I understand.

P: With that in mind, let me ask you a few questions. K: Let's go.

Don't be afraid to talk about price, love this topic. But speak professionally!

For effective work and development, employees need information about what their actions are successful and what needs to be changed. Therefore, on management training leaders learn methods of feedback from subordinates. One of the most common is the sandwich method. Leaders are taught to first note the positive aspects of the employee's work (praise #1), then express criticisms, and then praise again, ending the conversation on a positive note (praise #2). The "stuffing" - a critical remark - is nested between two "buns" of praise. Initial praise is needed in order to build contact, gain trust, and reduce the employee's wariness and resistance. The criticism that follows helps improve the results. And the praise at the end should smooth out the unpleasant aftertaste from criticism. So this "fast food" should work in theory.

Research results disprove the effectiveness of the sandwich method and, worse, point to negative side effects. The researchers asked employees how they prefer to receive feedback. And people unanimously spoke out for the fact that criticism and praise should not be mixed in one conversation, but sounded separately. Employees who regularly receive "sandwiches" begin to consider any positive comments of the manager as insincere. After all, they know that after praise, what the leader really wanted to say is sure to sound - criticism. But the effect of criticism is also reduced, and often completely disappears due to praise No. 2. Everyone thinks that the leader did not seriously mean that, for example, being late was unacceptable, because he praised the employee at the end of the conversation. People are known to remember ideas best at the beginning and end of a conversation.

Many managers use the sandwich method not because it is effective. It’s just easier to start a difficult conversation not with unpleasant words, but with a positive one. But the longer the laudatory introductory speeches, the more difficult it is for the leader to move on to criticism.

For feedback to be effective, the manager needs to consistently solve two problems.

Build relationships in which the employee will be indifferent to feedback from superiors. Such relationships are based either on trust or fear. An employee will trust the manager's feedback if he believes that the manager sincerely wants to help subordinates, and not just asserts himself, and if he considers the manager to be informed and competent in the matter under discussion.

Or relationships can be built on fear, when an employee is afraid to deceive the manager's expectations. But for this, the employee must know that the leader has real power to reward or punish. Subordinates must make sure that it is impossible to hide poorly done work from superiors and that punishment (or, more rarely, reward) will be inevitable.

However, such a relationship between an employee and a manager can be built (or destroyed) throughout the entire time of joint work, and not in one specific conversation. And trying to instantly build trust with Praise #1 is quite naive.

Influence employee actions through feedback. How to do it right from the point of view of science? Feedback time, the minimum interval between the event and the subsequent feedback (conversation) is one of the main success factors. Therefore, annual review procedures are rarely useful in improving results. Frequent feedback, almost online, will have a much greater effect.

If the employee is already behaving correctly, he can be supported by praise. But advances and promises that encourage employees to respond correctly do not work. Suppose a manager notices that an employee is taking a break from work. The promised bonus for hard work will only strengthen the employee in the desire to continue doing nothing. Therefore, first you need to achieve conscientious work and only then praise his real successes.

Unwanted behavior can be corrected with constructive criticism, but it must be tied to the moment of the event being discussed. Punishing an employee after the fact, when he has already missed all the deadlines, will not help to correct the situation. And don't confuse criticism with threats. For example, a promise to fire an employee if they continue to shirk from work will only lead to the fact that the employee will avoid contact with the manager, but will not start to work better.

If the leader has already built a relationship of trust and praises and criticizes subordinates with a sincere desire to help, he should do this without pauses, as quickly as possible, and also express his thoughts specifically and constructively.

The problem is that there will always be employees who are not ready to hear the comments of the manager and correct their actions. The reason is that their experiences with people in power—parents, teachers, previous bosses—have been negative and sometimes traumatic. And that skepticism can extend to you as well. A simple way out is to get rid of the problem employee. But it will be more useful if you take the time to build trusting relationships and praise the employee in those seemingly insignificant situations where he heard and took into account your wishes. And then even an employee who seemed incorrigible can pleasantly surprise you.