Sales Training & Coaching in Zaanstad
Why here
Estimating is not negotiating, and in Zaanstad industry the same person has done both for years. A plant manager who can put a sharp price together is not therefore someone who holds their ground against a buyer who does this full time and arrives with a benchmark. We train exactly that difference, with role-plays on the tactics that genuinely appear here: a comparison with a cheaper supplier, a volume promise that turns out smaller later, and the suggestion of one more round. The second part covers behaviour between negotiations. Building a second contact at a customer feels awkward inside an old relationship, and that behaviour is precisely what protects your position. Coaching fits the production rhythm: short, fixed sessions in which real conversations are reviewed.
No list of offices — just honesty: we work remote-first and come on-site where it truly matters, by plane if that is what it takes. Travel costs are charged on.
Our approach
The most recent contract conversations and the price agreements that followed them get read back: where was room given away, and on which argument. That becomes the training plan. The first blocks practise negotiating with a professional buyer, using objections from your own conversations. We then capture it in a playbook and start coaching in short, fixed sessions that fit alongside production planning, with the director or plant manager sitting in.
Frequently asked questions
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Our relationship with this customer is thirty years old. Do we really need to negotiate differently?
The relationship is valuable and for that reason vulnerable. A long history means you hold these conversations on trust while the other side has turned them into a process with fixed steps and comparisons. We do not train a hard tone but preparation: knowing what the last agreement produced, knowing what an interruption does to them, and knowing what you will not give away before you sit down.
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How do you teach someone to build a second contact without going over the buyer's head?
By keeping it about substance rather than influence. Speaking to a quality manager or production lead about specifications, rejects or lead times is normal and useful, as long as the buyer knows it happens and it is not about price. We train that opening line and the way it is announced. In a Zaanstad family business that is often the most nerve-racking step of the whole engagement and at the same time the most protective.
What you invest depends on what we build. The homepage says where it starts.
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And then?
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One free Sales Diagnose per company. If you do not show up, that free slot is gone.
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