In B2B sales, deals are rarely closed at the first touchpoint. Relationships take time, trust needs to be built, and the best partnerships are created through conversation—not pressure. That’s why negotiation is a must-have skill for any producer, especially in today’s competitive, fast-moving global trade environment. BestFoodImporters created a guide that will help you manage discussions with a potential wine importer, covering the most important questions and problems.
When an offer isn’t signed after the first contact, negotiation becomes your bridge from “interest” to “agreement.” Done well, it helps you:
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clarify the partner’s priorities,
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position the real strengths of your product/service,
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handle objections with confidence,
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and reach a win-win outcome for both sides.
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Below are practical steps you can apply immediately.
Identify the right decision-maker
Negotiation only works if you’re speaking with someone who can actually say “yes.”
If your message goes through multiple intermediaries, you risk:
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delays,
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misunderstandings
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and your proposal being watered down or lost.
Your success rate increases dramatically when you reach the person with decision authority (or direct influence) in purchasing, portfolio selection, or supplier onboarding.
How BestFoodmporters helps: the platform is designed to help you quickly identify relevant business contacts inside importer and distributor companies, so you can focus on what matters—building the right relationship and closing the deal.
Tip:
If you’re unsure, ask directly:
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“Who is the best person to discuss new supplier partnerships with?”
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“Who makes the final decision on new product listings?”
Ask the right questions to uncover real needs
You can’t negotiate effectively if you don’t understand what the partner truly values. Your goal is to discover:
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their current priorities (growth, margin, reliability, differentiation),
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what’s missing in their portfolio,
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what problem they want solved,
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what “success” looks like for them.
A simple truth: the person asking questions is leading the conversation. Asking smart, open questions positions you as a professional partner—not just another producer pitching a product. Use open questions that invite detail.
Good negotiation questions do two things:
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reveal priorities and pain points
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make the partner describe the impact on their business
Examples you can adapt:
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“How do you currently choose new suppliers for your portfolio?”
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“What’s your biggest challenge with your current suppliers?”
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“What are your commercial goals for the next 3–6 months?”
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“What would make a new supplier partnership successful for you?”
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“Which product attributes matter most in your market—price point, style, awards, consistency, marketing support?”
Add “future-focused” questions. These help the client picture the value of working with you:
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“If you solved this supply issue, what would it change for your team?”
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“What would a reliable long-term supplier allow you to do differently?”
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“If you could improve one part of your current portfolio performance, what would it be?”
Prepare for objections—and welcome them
Objections aren’t rejection. They’re information. Most objections come down to a few predictable themes:
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price / margin expectations
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volumes and logistics
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payment terms
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exclusivity
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marketing support
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portfolio fit
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timing (“not now”)
Start by clarifying what the objection really means. If a partner says, “It’s too expensive,” don’t rush to discount. First, define the problem.
Ask:
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“When you say ‘too expensive,’ compared to what?”
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“Is price the only thing preventing us from moving forward?”
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“If we solve the pricing structure, are there any other concerns before we proceed?”
This approach helps you avoid negotiating against yourself and pinpoints the real barrier. Shift the conversation from price to value. If price is truly the issue, connect your offer to outcomes:
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consistency and reliability,
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quality-to-price ratio,
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brand story and differentiation,
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market fit and sell-through potential,
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support you provide (materials, activations, responsiveness)
Instead of “defending” your price, explain what the partner gets and why it matters commercially.
Know your negotiation levers before you enter the discussion
Great negotiators don’t improvise under pressure. They prepare boundaries. Before negotiating, define:
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your minimum acceptable price/margin,
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discount levels tied to volume,
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payment terms you can accept,
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delivery and logistics conditions,
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contract duration or trial period,
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exclusivity terms (if any)
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what you can add without reducing price (value-add options).
Practical tip: Create a one-page “negotiation menu” for yourself:
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What I can adjust
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My limits
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What I need in return
Example:
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“I can offer a better unit price at X volume.”
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“I can offer marketing support if you commit to Y placements.”
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“I can offer a trial listing if we agree on clear re-order targets.”
This keeps negotiation professional—and protects your profitability.
Build your “objection playbook”
Every producer hears the same objections repeatedly. Turn that into an advantage.
Make a list of the top 10 objections you’ve encountered and write:
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the best clarifying question,
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your strongest response,
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and one alternative offer structure.
Example:
Objection: “We already have a similar olive oil.”
Clarify: “What do you like most about your current supplier—and what would you improve?”
Response: Position your differentiation (style, stability, story, support, margin structure).
Over time, you’ll sound more confident and consistent—and negotiations will become faster and easier.
Final takeaway
Negotiation is not about “winning.” It’s about aligning interests. Take time to:
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understand your ideal partner,
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communicate your value clearly,
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ask better questions,
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and enter discussions with prepared options
When you know what you’re selling, who you’re selling to, and why your offer makes commercial sense, negotiation becomes less stressful—and far more successful.
