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Value Merchants
Doing Business on Demonstrably Superior Value
A SUPPLIER OF integrated circuits (ICs) for correcting power input was competing for the business of an electronic device manufacturer, which was projecting a demand of 5 million units for incorporation into its next-generation device. In the course of the negotiation, the supplier’s salesperson learned that he was competing against another firm whose price for the integrated circuits was 10¢ lower per IC—45¢ versus 35¢. The customer asked the salespeople from both firms to explain the source of the superior value for their offering relative to the competing offering. This particular salesperson replied that it was his personal and dedicated servicing of the account.
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