We should begin by defining manipulation. It is a concealed psychological technique intended to make another person take an action against their own interests or intention.
Both parties in a commercial negotiation may use manipulation: the salesperson against the customer and the customer against the salesperson. Here, however, the focus is the second situation, in which the salesperson closes the deal but leaves both the economics and the contractual terms unfavourable to their own company.
Manipulation has become an integral part of selling and negotiation. An experienced salesperson understands that even a loyal customer may use it. The customer's desire to obtain more value and better terms is natural, and subtle pressure often appears more effective than open bargaining.
Why, then, do salespeople so often become followers in this game? Why do they fail to recognise the customer's strategy even though they encounter similar behaviour every day?
Several recurring pressures make it harder for a salesperson to think clearly and retain control of the commercial situation.
The first is the sales target. It can push employees to close as many deals as possible, sometimes on poor terms. They try to compensate for a lower average order value with a larger number of contracts, but may still fail to achieve the required volume and leave the company with reduced profit.
The second is fear of losing the customer, because target attainment appears to depend on that particular deal.
The third is a reluctance to offend the customer, a vulnerability that many experienced negotiators know how to exploit.
The answer is to build the relationship from the outset on rational commercial judgement. The customer deserves respect, but the company's need to earn a profit remains equally real.
Every commercial relationship contains potential leverage and pressure. The salesperson should be prepared for it and respond calmly rather than emotionally.
Prevention is usually more effective than fighting a manipulation after it has begun. From the first seconds of the conversation, act as an equal professional partner. Take the position of a respected counterpart and remember that the customer needs you just as you need the customer.
There is also a basic human factor: people tend to buy from those with whom they enjoy communicating and whom they respect. Make sure that neither your voice nor your expression suggests ingratiation or a willingness to concede anything merely to secure the sale. That behaviour devalues you, your company and the product you represent.
If you find it psychologically difficult to feel equal when negotiating with a very senior executive or wealthy customer, a simple mental technique can help: reduce the other person's imagined size and increase your own. The purpose is not arrogance but a more balanced internal state. Even a naturally timid salesperson can use the technique to regain composure and approach the customer as an equal commercial partner.
Lower the emotional importance you attach to closing this particular deal. The sale is still the objective, but you should be able to move towards it without tension and take professional satisfaction in the process itself. A calm, positive state often transfers to the customer. When both parties experience the negotiation constructively, the customer is less likely to resort to manipulation and the salesperson is more likely to close on commercially sound terms.
Expert comment
Mikhail Koltsov, Head of Sales at Praktik
Whether we like it or not, very few negotiations are completely free of manipulation. The salesperson may be its target as well as its source.
Salespeople often allow themselves to be manipulated while pretending not to notice. Some believe that exposing the customer's tactic would cause offence. Others fear losing the account and missing their target. They therefore overlook the pressure and make concessions that produce contracts on unfavourable terms.
The head of sales must teach employees not only how influencing techniques work, but also how to recognise and respond to manipulative attacks. Every customer wants the best price and the most favourable terms. The salesperson's task is to sell, not only once but in a way that can make the customer a continuing account.
The effort to build loyalty can itself become a trap. A salesperson works hard to make the customer feel valued by both the company and the individual account manager. The salesperson keeps making accommodations because the customer is important and should be looked after, and may not notice the moment at which the customer begins controlling the relationship.
Avoiding manipulation is not easy, particularly for a new salesperson. The employee must remain alert and should never allow the other party to dictate the process.
Concessions can be appropriate, especially for a long-standing customer, but every discount or improved term should have a price. If the supplier grants an additional discount, for example, the customer might agree to pay the full invoice within three days rather than in two instalments.
Maintain professional distance from customers or you risk becoming vulnerable to their pressure. Know in advance which concessions are commercially acceptable and which you will never make. Even the discounts, bonuses and terms you can offer should not all be given at once or without receiving something in return. Be consistent in what you say and do not allow the customer to manage you.
Some customers try to turn a business relationship into a friendship, and many salespeople welcome the change. Over time, however, the customer may begin asking the salesperson, now treated as a friend, for a larger discount or more favourable conditions. The salesperson feels uncomfortable: refusing a friend seems difficult, but agreeing would harm the company.
Salespeople must learn to separate the personal from the commercial. A genuine friend should understand that an employee cannot make concessions that are not in the company's interests.
Preparation is the best protection. Skilled customer negotiators can manipulate a poorly prepared counterpart with ease. Preparation keeps the salesperson focused on the objective and provides a deliberate path towards it. Acceptable concessions should be defined in advance so that the customer cannot take control of the negotiation.
Salespeople should also avoid relying heavily on manipulative techniques themselves. A tactic may secure a contract in the short term, but the customer may later recognise that the method was not entirely honest and that the salesperson was interested only in their own objective.
Customers rarely want a long-term relationship on that basis. Negotiate professionally, protect your company's interests and remain equally attentive to the customer's business problem. That is how a one-time buyer becomes a continuing customer.
