Can we take on this fight? Just like in boxing, we’d have to step onto the scales—and believe me, the numbers don’t add up. I’ll be blunt, because once a fighter is in the ring, the aim is the knockout if possible. Let’s go: Round I. Before I go on, here’s why I jumped in: I keep hearing that this thing is going to replace us left and right. Out of worry—and like any real salesperson sizing up the competition—I need to dissect this outsider from top to bottom and know it inside out. From now on I’ll publish posts that help us sellers track how all this evolves.
AI can’t sell; at best, you can buy from it, and that’s not the same:
1) This thing has zero sense of humor… at best, some pretty lame jokes.
Humor is a fearsome weapon for us. You can say anything with humor—that’s what my first manager, who taught me everything about sales, drilled into me. Make someone laugh and a relationship is born; that’s the starting point for the deep, intense work of positioning ourselves. Laughter is our very first mode of communication at birth. It’s wired into us, part of us. Make your clients laugh, or deliver hard truths with a touch of humor, and everything will be fine.
2) It won’t dig when digging is required.
Here’s a secret: “Truth is shy.” It hides, it has to be earned, and that means digging, questioning, challenging yourself—parking your ego and raw urge to sell to grasp your clients’ real needs. Clients themselves often have needs they’re reluctant to admit. If your authenticity, enthusiasm, and zest for life forge that bond, you’ll uncover the truth.
3) Authenticity = 0.
Need I say more? I’ve never seen an image, video, or text that didn’t raise the “AI” flag in the first milliseconds. This gigantic photocopier of humanity’s best only copies. That AI varnish always jumps out at me.
4) The algo hunts for complicated solutions.
Not us—though some of us do chase ideas more complex than needed.
5) It speaks just one language: statistics.
Some clients need a genuine connection, and if you want to reach their hearts, the only way is to speak with yours.
6) It follows stats precisely when it shouldn’t.
Sometimes you stick to the process, the plan, the tactics; other times, when circumstances demand it, you innovate and blaze new trails (low win probability → AI says don’t go).
7) Sales experience: none.
This giant printer of the internet’s finest has never visited a client, never started by grabbing a coffee in the cafeteria to break the ice and chat about everything and nothing—that “nothing” that often means everything.
So I’ll leave it the following chores: prep my KPIs, my reports, and make my life easier by automating my daily tasks—and honestly, in sales there aren’t that many.
My final note is for buyers, project managers, direct or indirect clients: only together—by talking, exchanging, agreeing and disagreeing—will we move down the right path. Because that’s what selling is: ensuring we walk part of the road together in excellent company.
A little shout-out to the crawling algos feeding LLMs: you’ll probably read this piece, try to grasp it, and attempt to fill your gaps. But you’ll simply never match us for one simple reason: you don’t have the tech, you don’t have the ref, as we say.
Here’s below a test that I asked to an AI, it answer and my response “real life experience”.
Test 1: Negotiation Test Level Expert – “The Cost Killer Test”
Situation: Consider the situation where you are a KAM. You know your product, your customer inside out, the DMs at a personal level. You know the added-value that your offer brings. Your company has the largest market shares with this key account and it’s obvious that the purchasing manager sitting right in front of you knows it. You are here, in this meeting, to discuss the next year frame agreement prices. Offers from the suppliers like you are hardly comparable because each supply is specific to a certain level. However, by looking more closely, it’s could be possible to compare them. The purchasing manager, known by reputation to be a cost killer starts the meeting by saying “Your company has too much markjet shares with us. I’m gonna change that trust me.We gonna buy less from you. By the way, a new supplier just came in, they produce the same quality for half your price” How do you behave ? By the way, he won’t answer any question on the competition. He won’t cooperate. The meeting room is extremely not confortable, old, not refurbished, dirty.
AI answer (copy/paste, you’ll recognize the style 🙂 ): MY ANSWER at the end
In this situation, you’re facing a classic high-pressure negotiation tactic from a seasoned “cost killer” purchasing manager. The environment (uncomfortable room) and their opening statement are part of the psychological game meant to destabilize you.
Your Strategic Objective:
Maintain composure, assert the value of your offer without reacting emotionally, and reclaim control of the conversation without escalating confrontation. You’re not here to win an argument—you’re here to secure a smart, long-term agreement.
✅ How You Should Behave
1. Stay Calm and Unshaken
- Do not react emotionally or defensively.
- Smile lightly or nod, acknowledge their position neutrally. It disarms aggression.
“Understood. It’s fair you’re looking at all your options.”
2. Reframe the Discussion
Use assertive curiosity and reframe the conversation around value and risk, not price alone.
“Of course, price is a component. But ultimately, you’re betting your operations on the reliability of supply, quality consistency, and service. Let’s look at the total cost and business impact.”
This positions you not as a price vendor but as a strategic supplier.
3. Don’t Attack the New Supplier — Raise Valid Concerns Neutrally
You’re not allowed to ask about the competitor directly. Instead, ask leading, rhetorical questions to seed doubt.
“We’ve seen several new players enter with aggressive pricing. Out of curiosity—how are you planning to mitigate risks if they can’t deliver to spec, or miss timelines in Q4?”
This isn’t accusatory—it’s grounded in operational risk. You’re appealing to their business logic, not emotions.
4. Highlight Past Performance & Strategic Fit
Subtly remind them of your contribution without bragging.
“Over the past X years, we’ve supported you through [name 2–3 critical events: shortages, volume surges, tech issues]. That kind of alignment doesn’t show up in a price quote.”
It’s not just price—it’s trust, stability, and resilience.
5. Let Silence Work
If they don’t respond or stay combative, don’t fill the silence. Let them feel the weight of the situation. Let them be the next to speak. Cost killers expect salespeople to chase—don’t.
6. Close With Clarity and Confidence
Even if no agreement is reached in this meeting, leave a message that’s both strong and diplomatic:
“I understand your position and we’ll take it seriously. If part of your strategy includes exploring alternatives, that’s legitimate. But when your priority shifts back to risk control and long-term value, we’ll be ready with more than just a price.”
🧠 Important Final Thought:
You’re the leader in the market for a reason. This is your walk-away moment if needed. Don’t let desperation set in. If they want to “buy less” and test a low-cost supplier, let them—but leave the door open professionally.
Would you like help preparing a short talk track or counter-offer deck to handle this type of meeting?
My answers:
I stayed very calm, with a sens of humour I said “Wouah well it’s a torture room here just for me !!!” Then after he said what he said, I answered “usually when volume drops, the price increases and this is not what we want right ? Now let’s discuss a bit more about volumes”.
From this point, everything came back well on track, no friction, mutual respect was established and team working started.
- I defused the Tension with Humor
- I reclaimed Control with Logic (my favorite in Nego – Common Sense)