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Flinch at proposals; Appear shocked by the other side proposal, the other side is watching for reaction, body language is critical here because most people believe what they see more than what they hear.
Avoid confrontational negotiation; what you say in the first few moments often sets the climate of negotiation ,arguing in the early stage of negotiation lead to early deadlock.
Play the reluctant seller and the reluctant buyer; The reluctant seller is the person who say (I never considered selling this boat), the reluctant buyer is doing the same in reverse. This gambit squeezes the other side negotiating range before the negotiation even starts.
The vise technique; This technique is deployed with the expression (you have to do better than that), the technique is then followed by silence. If this technique is used on you, respond with the counter gambit (how much better do I need to do?).
Don’t worry about Price; Price is a bigger concern to the people selling than it is to those they are selling to. People want to pay more not less. Customer who may be asking you to cut your price may be secretly wishing they could pay more. If you are trying to get someone to spend money, all you have to do is give him a reason and convince him there is no way to get a better deal. Ex. First gulf war “people were buying canned food with quantities although the prices were higher.
Higher Authority; Try to postpone the decision and try to act as if the final say is for the person in a higher authority" BOSS” Your counter part will make more concessions to people they don’t see or know than they will to you only.
Don’t Split Differences; Splitting the difference is perceived as being the fair thing to do, it is not! Remember that a dollar earned in a negotiation is a bottom line dollar.
The set-aside gambit; Use this to handle an impasse, a point at which both sides are in complete disagreement over one issue. Ask the other side to set this issue aside while the negotiations continue on remaining issues.
The longer the better; The longer you can keep the other party involved in the negotiation the more likely he is to move around your point of view, but this works both ways because the longer you stay the more concessions you make.
What is the most dangerous moment in negotiation?
The most vulnerable moment
It is the moment when you Think that the negotiation is over and you are feeling good so you might give a way things you other wise you would not give away.
If I have an offer to sell a car for $100, then my BATNA when dealing with other potential purchasers would be $100, since I can get $100 for my car even without reaching an agreement with such alternative purchaser .
In this example, other offers that illustrate the difficulty of valuing qualitative factors might include :
An offer of $90 by a close relative ( is the goodwill generated worth $10 or more)
An offer of $125 in 45 days ( what are the chances of this future commitment falling through, and would my prior BATNA ( $100 ) still be available if it did?
A young man was interested in cars, he once purchased a new car, after two months the car became so boring to him, and he thought of buying a new one with higher specifications, he decided to resell the old one which was in an excellent condition.
He published an add in local news paper specialized in cars markets, and he received lots of phone calls over two weeks and he did not sell the car waiting for a higher price than the market evaluation of his car!
Finally he decided to sell it for a higher price after long negotiations to a man who works in a critical governmental position and has relationships with cars market decision makers who informed him that the mentioned car price will deteriorate due to a new shape of the same model arriving in two days.
The high authority man holds the deal for couple of days, then the new shape went all over the media.
The deal was dismissed and our guy discovered the truth that he was playing an adversary game without knowing any of its rules.