Negotiation Tecniques

10 Commandments of Negotiations

By Daniel Adams, Principal and Founder, Adams & Associates

In my twenty-five years of selling, I’ve honed my theory of successful negotiations into ten best practices or ‘Commandments’. The Commandments are easy to comprehend; following them requires sales discipline!

  1. Know Who You are Dealing with
    Do your homework, know your customer, and know your competition. Make sure you investigate the personalities of all the players. Learn who your customers and competitors are as professionals. What is their negotiation history? What has been your competitor’s sales strategy? What solutions have they offered? Where? At what price? And with what terms?

 

  1. Negotiate Only with Decision Makers
    Sometimes an apparent decision maker is merely a ‘gate keeper’ in disguise. Ask probing questions to discover who is really in charge. One such question to ask is: “Who has sign-off authority for an investment of this size?” Refuse to negotiate with people who do not have the ultimate decision-making authority.

 

  1. Timing is Everything
    Do not negotiate if your customer is not ready to buy. Make sure your deal is fully baked! If you negotiate too early you will end up negotiating two, three, four, or more times. If you drop the price any time before the final negotiation, you will end up competing against yourself – a major mistake.

 

  1. Preparation – Review All Possible Scenarios
    Know all possible moves that the customer may make. Plan your move in advance in each instance. Be prepared to eliminate yourself from the negotiation, if necessary. Review the circumstances under which it would be necessary to walk away from the situation in order to secure long-term relationships and to protect your company’s resources. One great way to prepare is by completing a ’Trade Matrix’. A trade matrix ensures that you have planned ahead for a successful negotiation. In private – the customer never sees this matrix – you anticipate what might happen during the negotiations and what your responses will be.A completed matrix may look like this:

The Negotiation Trade Matrix

 

Give Value Get Can’t Touch this!
Extended Warranty $30,000 THE ORDER! Access to software code
Fast Delivery $50,000 Long term support agreement approved at time of purchase License Agreements
Extended Payment Terms $20,000 Multiple orders rather than a single order Deep price discount
Fast Installation $10,000 Sole Source agreement on next purchase Two week delivery
Training $12,000 Positive reference Three day installation
Accessories $20,000 Improved payment terms
Options $10,000 Access to senior executives
Consumables $12,000 Financing business

In column 1, ‘Give’ – you list all the items on which you could give a little, such as price, warranty terms, delivery timing, training, education, options, software, upgrades, and so on.

In column 2, ‘Value’ – you assign a dollar value to each of the ‘Give’ items. Remember, nothing is free. If you decide to give something to your customer, you must first make sure that he or she is well aware of its value. What if something – a quick delivery, for instance – has no price? The superstar finds a way to calculate the cost (to the superstar) and the value (to the customer) of providing quick delivery.

In column 3, ‘Get’, you list the items you would like the customer to give to you. At the top would be a formal, contingency-free purchase order accompanied by a down payment. Other items in the ‘Get’ column could include a long-term support agreement, accelerated payment terms, executive access, reference site status (many customers want to be a positive reference for other potential customers), and financing.

In the last column you list the items that the customer might request of you, but that are strictly nonnegotiable, such as software license agreements, the software code, and any request that could be deemed an integrity violation (for example, kickbacks, illegal requests, lying, and side letters).

The Lone Ranger is Dead
After you compile the trade matrix, review it in detail with your manager long before the negotiations begin. A superstar never conducts a major final negotiation alone. There are many reasons for this:

Customers do not believe that a sales rep has the authority to produce a great deal. Whatever the actual truth might be, they think that unless a manager is involved they will not get a bottom-line deal.

Two sets of eyes and ears can better pick up the all-important nonverbal cues coming from the customer.

The negotiations can get heated. By allowing the manager, at times, to take on the bad-guy role, the superstar can keep his relationship with the customer untarnished (“I wish I could give that to you, but my management won’t allow it”).

Throughout the buying process, the superstar has told the customer that the pricing provided is the very best she can do. If the superstar, in response to the “your price is too high” objection, suddenly indicates that she now has the flexibility to lower the price, this calls into question her integrity. The manager is there to quietly make any necessary concessions and close the deal. When faced with a customer who demands a price too early, the superstar can say: “At the appropriate time, my manager will assist us in reaching a mutually agreeable total investment that is tailored to your needs.”

 

Understand Your Contribution Margin – Don’t Drop Price
As a superstar you should never drop the price; instead, offer additional products or services that equal or exceed the requested discount. The impact of a price drop on your net income would be substantial, whereas providing a product or service decreases your net income only by the wholesale or internal cost (not the retail price) of that extra product or service. When choosing which products or services to offer in a negotiation, choose those with high contribution margins such as software, maintenance, and warranty.

Give Slowly and Reluctantly
During final negotiations, whenever you offer a price concession, do not make major reductions. Any major shift in price or position signals to customers that much greater concessions could be had for the asking. And believe me, they will ask. During my final negotiations for a software solution at one of the largest food companies in the world, the customer asked my manager and me for a price concession on our $18 million quotation. When my manager responded with a price of $8 million, I almost died. A drop of $10 million in the selling price after I had fought hard for more than a year to sell the value of our offering! What happened here? We lost credibility in the eyes of our customer. After all, what was the value of our offering if we could reduce the price by $10 million in three seconds? Who is to blame for the errors? I am, of course. As a sales superstar, I would have reviewed and rehearsed our pricing strategy to ensure that there were no surprises.

Never Negotiate Piecemeal
Have you met ‘Chip’ during your negotiations? Chip is an expert at piecemeal negotiations. Chip is the purchasing director who continues to ‘chip’ away at your negotiations, asking for one thing at a time rather than getting all issues on the table for review. Maybe it’s “Oh, I forgot, I need more warranty,” or “I’m assuming that you will be including five years of accessories and supplies.” This has the psychological effect of wearing the seller down. She never knows when the negotiations have reached a conclusion; she never knows what’s coming next. It puts the buyer in a much more powerful position.

To handle Chip, a superstar will insist that Chip put all his issues onto the table before addressing any of them. That way, one can assess what’s at stake and fashion an offer, which balances the totality of Chip’s requests with what the seller is able to concede. If Chip presses, an effective reply is, “I may be able to ask my manager to make some small concessions, but until I can entertain all of your outstanding issues, I will be forced to say ‘No’ to each of your requests. Certainly you can understand my position.”

Be Humble – Be an Advocate
Avoid flaunting your superstar status during the negotiations. If you let slip the fact that you are a veteran negotiator who has been through this a million times, you will feel a brick wall rising up between you and the customer. I like to say, at least in my head, “I’m just a caveman.” Present yourself as a non-expert (only with regard to the negotiation process, not to your product or service expertise). You will be astonished at how much the customer wants to help you. The negotiation instantly takes on a win-win feel when the customer does not feel vulnerable. Remind him that you are in this process together, working towards a mutually beneficial solution. Assure him that you will advocate for the best solution your company can offer.

Finalizing the Agreement
It would be a major mistake to make an offer to your customer and let him ’think about it’ for an indefinite amount of time. Each offer must have a mutually determined expiration date. Further, your offer must be all-inclusive. You must specify that any additional items not included in the offer will be available only at an additional investment. This way, you avoid piecemeal negotiation mentioned above, as well as negotiation after the fact. A good way to encapsulate these issues is to provide a Negotiation Follow Up Letter (see below).

Negotiation Follow-up Letter
The terms of any agreement along with the expiration date must be committed to writing in a negotiation follow-up letter. Have you ever heard this complaint from sales reps? “My customer let the expiration date pass, but still expects the same deal!” The fix for this problem is simple. You anticipate its occurrence and announce to the customer certain quid pro quo consequences: a price increase goes into effect as soon as the expiration date passes.

Let’s say that you convince the customer to provide a purchase order on or before December 31 as a condition of your concessions. The moment you agree to these concessions, you also explain that your company is depending on this business and that the concessions are dependent upon your receiving a contingency-free purchase order on or before December 31. If, for any reason, you do not receive the purchase order by that date, the price increases from X dollars to Y dollars.

You may be in a position to explain, “Our manufacturing floor has been loaded based on our agreement. With any change, we would be facing high inventory carrying costs. As a result, I need to make our commitment terms clear.” Or you might say, “Our special offer has been provided because your business is critical to our corporation’s ability to meet its financial targets for this quarter.”

Here is an example of a negotiation follow-up letter.

Adams & Associates
Mr. Lee Gannon,
Senior Vice President,
ABC Corporation,
18 Thorndike Road,
Wakefield, MA 01880.Dear Lee:This is a follow-up to our recent discussion regarding your new Imaging System project. Adams & Associates agrees to lower our price for the Imaging System to $1.5M.

As part of this price concession, ABC Corporation has agreed to the following: Contingency-free purchase order to be received on or before August 3, 2008.

Signed financing documents on or before August 10, 2008.

Delivery and installation of the XXX on or before September 8, 2008.

The special pricing and terms of this agreement are to be held in the strictest confidence.

We also agree that the price becomes $1.7M if the contingency-free purchase order is not received on or before August 3, 2008.

Thank you for working with us to construct an understanding that allows us to deliver an incredible overall deal to ABC Corporation. We are excited about the opportunity and appreciate your business.

Sincerely,

Ben

Benjamin Edwards
Cell: 630-555-1212

Does this letter stop the customer from calling to say he will not have the purchase order by the agreed-upon date? No, but it makes it very hard for him to do so. If he does call to delay, you are in the driver’s seat and can decide exactly how you want to handle the situation. The customer might say, “It was unavoidable. We tried as hard as we could. I’m sure you aren’t really going to raise the price on us, right?”  You can respond in a number of ways:

Review with the customer the letter containing the agreed-upon terms and remind him how much the delay will damage his company – for instance, “A two-week delay in signing the purchase order will cost you $50,000 in lost revenue, because the installation will also be delayed.” Use the higher authority close. Tell the customer you will check with your manager before responding to the request to keep the price the same.

Would you stand hard on the price increase outlined in your negotiation follow-up letter? Maybe, but I believe the more prudent move for a superstar interested in nurturing a long term relationship with her customer is to not increase the price. I would however use quid pro quo to get something of value from the customer, such as a commitment for future business, the purchase of additional options, an opportunity to meet with senior customer executives, financing, the purchase of additional support and maintenance, or a customer testimonial. “I understand the difficulties you are having. I wonder if you would be willing to provide certain concessions to offset the difficulties the delay will cause our company to suffer.”

Conclusion
Having condensed the art of negotiation into 10 best practice steps, this aspect of your selling will hopefully progress more smoothly and easily for you. If you follow these concrete suggestions, you will be on your way to superstardom in your sales career! Good luck to you, and remember, “Close ‘Em”!

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Success Negotiating: How to Leave with More Than You Asked for

By Anne Warfield, President, Impression Management Professionals

Do you ever feel as though you have to put on your armor when you’re negotiating with a prospect or client? Have you ever wished you could find a way to negotiate that was strong and firm – yet creative and consultative at the same time?

Do negotiations naturally need to be difficult?

Actually, the negotiation phase can be a time to build a relationship and speak honestly and directly with the other party. Even with a one-time negotiation, you don’t need to use tricky ‘lines’ or manipulative tricks to get what you want. Most people are willing to be flexible during a negotiation if they believe the other party perceives them as knowledgeable, honest, and able to make a deal.

Three key strategies to keep in mind when negotiating:

1. Have a Game Plan or Strategy
Your game plan or strategy is a starting point – a brief outline of what you’d like to accomplish and how. It is not a rigid rulebook to be applied throughout the negotiation. It is instead a guideline that allows you a place to start.

Remember, you are working with another human being, someone who doesn’t appreciate being backed into a corner any more than you would.

Set a strategy with clear goals and possible tactics but be willing to revise it as circumstances and interests warrant.

2. Begin with the Right Mindset
Most people go into negotiations thinking one of two things:

“I have to win at all cost. I don’t want to look stupid. I have done my homework and, by gosh, I know what X, Y, and Z cost. I am not going to be taken advantage of!”

Or

“Please, please, just be reasonable and give me X, Y, and Z without a hassle. I really don’t want to fight with you over this.”

Do you see any problem with these approaches? Each one has faith in you but not the other party.

That immediately makes negotiation difficult. If you believe the other party will try to take advantage of you, then you lose your biggest edge – the perception that the other person will do anything they can do to help you.

That’s the mindset you have to start with. And trust me, people can tell whether you believe in the best or worst of them. They will try to live up to either expectation.

3. Know What Kind of Person You’re Dealing with

This is your most important step…

Most people make the mistake of assuming there is a single list of ‘tough negotiating tactics’ that works with everyone. When I first started negotiating multi-million dollar deals, I really felt I had to have all these ‘hardball tactics’ in place. I practiced saying, “Is that the best you can do?” in a mirror with a serious face. Hardball was my style. I liked to negotiate fast – and I liked to win!

But there was something missing. I noticed that every time I went to negotiate, I had to roll up my sleeves and out-think my opponent again. The process got combative, it wasn’t fun, and I don’t believe I always got the best deal I could.

I was leaving out the human equation – what makes different people tick? What is it that they want not what is it that I want? This small shift will actually make a major difference in how you negotiate.

What I am about to share with you works whether you love to negotiate or you hate it with a passion. It works whether you know whom you are negotiating with ahead of time, or you are surprised on the spot. It often results in your leaving the table with more than you came to ask for! Clients are continually amazed by how much more they get and how much stronger the relationship is when they use the ‘Outcome Focus Approach’.

Not every person negotiates from the same point of view. Each person has a different stake in a negotiation and you need to know what concerns the other party the most. You also need to know what your own style is. Most people negotiate in the style they are the most comfortable with, and they try to bring the other party around to their way of thinking.

Let me walk you through a brief example so you can see how all the different styles might negotiate the same situation:

    • The Connector

 

      This person usually hates to negotiate and often walks in wanting to do what gives the least amount of friction in a negotiation. This means they may often give up too much. They often become uncomfortable in the negotiation.

 

    • The Networker
      This person tends to be funny, energetic, and may seem to be very easy-going during the negotiation, but if it doesn’t work their way they quickly flip to being a barracuda. This style likes to generalize key things, is easy going, may seem light and fluffy, and prefers not to put anything in writing.
    • The Analyzer
      This person tends to want all facts, figures, and everything laid out in a slow methodical manner. They want to make sure you go through everything in a precise order and they often may not want to give in on a point they feel is critical to them. Sometimes, a style just wears you out because they go item by item by item.
    • The Producer

 

    This is the one style that loves to negotiate. If you give them your very best deal right off the bat they will actually feel disappointed. They will actually leave the table feeling they could’ve gotten more. So with this style you don’t want to offer your very best upfront, you want to go back and forth until you come to a solution that you both feel is agreeable.

Now each of these styles approaches negotiations very differently because they each try to protect something different for themselves. You need to figure out what it is that they’re protecting and how to make it easy for them to actually reach the negotiation with you.

Always remember that people are not trying to do something to you but they are instead trying to protect themselves. This is so true during a negotiation. No one likes to feel like they are being taken advantage of, so it is your job to show why each point is beneficial to the other party as well as yourself.

I once had a client call and say they wanted to book me for a speaking engagement but they could only pay 1/3 of my fee. Now, I had been working with this prospect for almost 2 years so I knew she knew our pricing and value, yet she was insistent. Instead of being angry or trying to justify my pricing, I said, “Look, I know you realize the value of our programs, because you have been working with me for two years. I also realize you might be working with budget constraints. I want to work with you, and I also want to be fair to my clients across the country. Quite frankly you have stumped me. I am having a hard time rationalizing how to do this event at the pricing we are talking about. Can you brainstorm with me on how we can make this work?”

By using that approach, she never had to defend her offer and I never had to defend my pricing. You see – I realized that it was not me she was trying to attack or my pricing, it was actually that she is trying to protect herself. So we took our energy and focused it on how to get the event done. We ended up finding some creative budgeting ideas that made the deal work!

Putting It All Together
Once you start noticing and looking for the personality styles, you will be able to spot them easily. And once you stop worrying about you and focusing on what the other person is trying to do, negotiations become less about winning and more about connecting.

The Bottom Line
Make sure you add value to the other person. This is why it is so important to be able to read the other person’s personality style and speak from his or her perspective. If you ignore someone’s hot button or try to pull him or her over to your style of communication, you will lose. Have a game plan and be flexible with it, read the other person effectively, and add value by speaking from their perspective. If you do this, you will find that negotiations are really ‘brainstorming sessions’ with another party.

The “Real Truth” About Negotiations

By Marsha Lindquist

Everyone negotiates. Negotiations are an integral part of our jobs, our lives, and our relationships. We even negotiate with ourselves when we work out the relative value of things. Few people understand the negotiation process and the effect attitude, people skills and dealing with conflict have in a win-win negotiation. Negotiation is a life skill and an art. As a life skill, you negotiate every day whether you are aware of it or not. As an art, it has to be cultivated and developed over time. Developing a negotiation talent requires turning our thinking around. Learn the secrets and enjoy the process instead of dreading what you might perceive as a conflict.

Today, negative comments and antagonistic attitudes abound about negotiations. Most people look at the negotiation process as “war”. Negative experiences and pessimistic attitudes lead to negativity and destructive behavior in negotiations. The potential for a positive outcome and the development of long-standing affable relationships is tremendous. Let’s delve into the myths and truths.

What Are The Myths And Truths?

Myths

  • We need to take a position and stick to it since the opposing negotiator’s position will be unmovable.
  • There can only be one winner and one loser.
  • If we propose a price that is too low, we will leave money on the table.
  • Our opponent always has an extra 15% to play with.
  • The challenger has the upper hand and they will take advantage of us.

Truths

  • Viewing the opposition as unmovable will lead to argument and a “no win” for both.
  • When both parties approach the negotiation anticipating compromise, both win.
  • When you focus on getting and giving good value, there is no loss.
  • Greedy people get nothing. If you try to get every last dollar, you often end up without anything.
  • Everyone negotiating has equal interest in getting what they need. No one dominates.

3 Keys To Getting to a Win-Win Negotiation
In achieving a fair and reasonable price or situation, it’s important to believe you can achieve it. Feeling like you’ve won or lost something only leads to dissatisfaction and poor relationships. There are three keys to achieve that positive desired end state.

#1 Key – Create A Non-Defensive Strategy Early
If you establish your main objectives early for price and the conditions, it is more likely you will get the results you desire. If a team of people are involved in the outcome, make sure all members of the team agree on those objectives and that you are clear about what they are. Remember, negotiation is about the situation and price. The conditions of the arrangement are those musical notes that can certainly make your other important objectives agreeable and workable. If you know what you want you can prioritize your requirements.

Maintain a flexible posture and realize your game plan may need to be revised from time to time. Stays focused on the desired positive end and allow changes that need to happen during the process happen. It’s dangerous to get so entrenched in your plan that you lose sight of the goals. Your objectives must help rather than a hinder.

Key #2 “Connect And Communicate
Many negotiations collapse because people fail to connect and communicate. These two essential elements of connecting and communicating are so basic and we often overlook them. Communication requires listening and patience. Connecting means you work to find common ground and have the same overarching goal – to come to a mutually agreeable conclusion. These two things involve you and your organization and the other players in the negotiation. When you take a position which closes you to the opposing viewpoint or leave little room for changes to your position, you may win a point but it will likely lead to a less desirable conclusion. When you can view the other party as a colleague you gain tremendous ground. It is likely you will meet that person again and need their cooperation. This will put a much different perspective on your communication and connectivity.

Key #3 – Attitude And Consideration
Begin by clearly understanding both your position and your opponent’s position. Do your homework – be prepared. Be open to understanding and internalizing both sides of the situation. You will better understand your opponent’s situation and the process will advance more smoothly. One prescription for losing is to take a position without listening to the other side. Approach the negotiation table with a positive attitude. Your attitude is often conveyed to the other party within the first few minutes of shaking hands. Attitudes are infectious and will permeate everything you say and do with you’re your team and with the other team. Negotiating is about both sides feeling satisfied. Be considerate of the other side’s feelings and the work they did preparing. If you are thoughtful, you will chart a successful outcome. Guaranteed!

Easy to Implement Preparations for the Negotiation
Preparation for negotiation is simple. It’s all about homework, people skills and attitude. Technically, you need to become familiar with the product or service you are negotiating about, how you arrived at your price, potential terms, the anticipated schedule, and the work requirements, products or services you will be expected to deliver. It is even more important to refresh your people skills and prepare your attitude.

The Truth About People Skills and Right Attitude
The truth is all of your technical knowledge is not valuable without the people skills and the right attitude. How do you prepare? Start by refreshing your people skills and renewing your attitude about yourself, your team and the opposition. Practice listening. You can rehearse with a colleague or friend to find out how well you listen. It just a takes a simple exercise. Practices by listening to a colleague recite a simple story first and when you have listened accurately, graduate to listening to your friend restate your opposing viewpoint. Interrupting the other person is not allowed. This is key. Restate what you heard and find out how accurate it is. Find out how well you listened and conveyed their viewpoint.

Dogmatic attitudes about your team or your opponent will get you to a standstill. Check out your attitude with people you trust and who will give you honest feedback. If it’s unbending, then fix it.

What you want and what the other party wants is not all black and white. The gray area is where most misunderstandings happen. Work to understand what the fuzzy areas are and accept that you probably won’t get everything you ask for. Again, engage a friend or colleague to discuss a simple opposing viewpoint. Find the “gray” areas and investigate what the possible positions might be. Separate your possible positions from the real needs. It is much more fruitful to focus on the real needs of all parties. Posturing is a waste of time and energy.

It is extremely important to be respectful of the other person. Strike a balance between overpowering and giving way on all points. Be mindful of their position and the effort they have made to prepare. Afford the other person the same respect you would want afforded you.

Be gracious. You don’t want to be enemies, but you also don’t have to become fast friends. Hostility and rigidity have no place here. When you approach the negotiation with a friendly attitude you do attain good results.

These skills, when learned, give you almost an unfair advantage over your competitors, with whom you will be negotiating. They are simple skills but when cultivated and used wisely, you will be surprised at the results.

The Importance of Your Team
Sometimes, negotiations are large and complex and require a team of experts. On large or important issues, it is more difficult to make negotiations work smoothly, without a team working with you. At other times, negotiations are less complex and the stakes are modest. If it’s just you on an important personal item or issue, engage some trusted friends or colleagues for their advice or to actually accompany you to your negotiation. If it’s a major company project, include the senior organization official, project manager or technical leader, pricing guru, and a member of the technical staff as players. If you are not an experienced negotiator, you should also include an experienced mediator on the team as well. All of these people may not be active participants but you need their advice and counsel to develop your negotiating position and game plan.

Negotiations are not simply about the price or terms. You may encounter issues requiring technical contribution, strategizing, and discussion of specialized points. The technical people are the team members who will provide the merchandise or service. They understand the technical issues.

Remember to designate a key focus person who negotiates the business arrangement. That person must maintain control of the agenda and the progress of the negotiation. Do rehearse your negotiation sessions several times. This will reveal difficult issues and allow players the opportunity to practice their roles. Explore alternatives, discuss merits and weaknesses of your game plan with your team, and assign responsibilities.

Non-Verbal Cues
Nonverbal cues are the little things that help you understand what is not being said. These are body language signals (facial expressions, body posture, breathing, sweating, eye movements), placement of players in the room during negotiations, and other pieces of information that you may have noticed from telephone conversations or E-mail messages. It is almost impossible to monitor all of these. Generally, nonverbal cues are the kinds of things your subconscious mind sees and creates a database of information about before you even know it. Pay attention to them as you assemble your team and commence discussions before negotiations. Also, discuss what you have sensed whenever you take a break during negotiations. It may give you a few clues to adapt to the situation.

Be aware and sensitive. Awareness and sensitivity skills are the most difficult to cultivate. This is a virtual sixth sense about your surroundings and undertones. You can rely on intuition polished from all of your experiences. Being aware and sensitive means seeing other people’s reactions, listening for the volume and intonation messages, and, most significantly, letting your inner voice tell you what to do “that’s the non-verbal conversation. Rely on it.

When to Say “Break Time”
It is important to recognize that some negotiations do not get finalized quickly. Some stretch out over days, weeks, months or even years. When is it time to “take a break”, several indicators will mean you ought to take five. These warning lights will help you keep your cool.

1. When the discussions get overheated. Let the coffee machine do it’s magic or take a walk in the fresh air.

2. When people on either side seem to have some thoughts that would be important to discuss behind closed doors. Remember, you can call a time out when the other team looks like it needs to caucus. It shows you care about their need to take a time out.

3. When 50 minutes have elapsed since the last break. No one is productive without a break at 50 minute intervals. This is not unproductive time. A great deal gets resolved when you just “walk around”.

Have Fun When You Can
I cannot stress the importance of keeping some of the moments easy going. Lighten up. When it is appropriate, sometimes introducing a humorous comment can break tension. You can tell a suitable occasion if you are sensitive both people and proceedings. Negotiations don’t always have to be serious.

Keeping the Relationship Long After Negotiation Are Over
Surprise! You may, and probably will, encounter the same players again in another setting, at another time. It is also possible they may be on your side the next time. When you have a positive attitude during negotiations, you foster cooperation during the project, and, potentially easier negotiation next time. It is vital to continue relationships after negotiations are over. Maintain contact on a regular basis and see how the project is proceeding from their point of view.

The negotiation lyrics are “you can’t always get what you want, but if you try sometimes, you get what you need”. Negotiations are about give and take. It’s about feeling good when you leave the table. The compromises and decisions were agreeable to both parties. Victory is achieving a mutual positive outcome. By understanding the negotiation process and by developing and implementing a plan that works means you will be well-prepared. You will know how to understand your opponent’s position ahead of time and become masterful at considering the options.