comprehensive and global approach to get the best possible outcome for the whole company by investing in negotiation qualification

1. Negotiation
...beyond Harvard...
An interactive training program for
sales, purchasing and customer
contact-management
Personal&Entwicklung, 2009-2019

2. Content basic training
l The way of negotiation has changed in the last decades: was it still some win-win-encounter
before, we face more and more customers (especially in Automotive after Lopez), that face
us with an I-win-position
l So, all employees facing customers, suppliers, and internal staff and engaged in negotiations
on a daily basis, should be trained to hold these negotiations more effectively and
purposefully
l We use knowledge from experienced colleagues, negotiation professionals (e.g. Schranner,
Scotwork, The Gap Partnership), from personal experience during negotiations, and from
best practices and recent University research on the ‘Psychology of Negotiation’
l The employees will realize the complex psychological processes during negotiations. They
will learn how to use this insight for their advantage, and finally for the benefit of their
company
l At least, it should be avoided that potentially well-trained negotiation partners can use this
advantages and tactics towards our company
l At least 50% of the time for practical exercise and personal negotiations
l Including “learning from Hollywood”: Analyzing movie negotiations
l Additional excursions on subjects like chairmanship, self-organization, conflict resolution etc.
happen occasionally
l Personal negotiation cases are discussed, and each participant receives personal feedback
about his/her negotiation skills

3. Agenda Basic Training
l The Harvard model and its limitations: „beyond Harvard“
– Change towards more toughness in the automotive industry since the ‘90s: the legacy of Mr. Ignacio Lopez
– Basic concepts in negotiations as ZOPA, Reservation Point, BATNA
– 7 steps of negotiations after complexity and interdependence
– Classification of participants’ typical negotiations in the 7-step-model
l Psychological principles of negotiations
– Talking, thinking, and listening at the same time is not possible
– Appropriate planning of offers and demands: extreme but realistic!
– Plan and place anchors, and systematic preparation of negotiations
– Actual psychological research on the subject ‘human decision-making during negotiations’
l Tactics during negotiations
– "good guy - bad guy". . . or can it be a little more?
– 83 practice-proven tactics
– estimate or find the other party’s (real!) reservation point
l Dyads, triads and group exercises
– with rising degree of complexity increase knowledge, fun, and success
l Individual coaching / direct, personal feedback to participants
– What do you negotiate with whom, why, and how?
– What difficulties and questions came up?
– What are your personal strengths and what would you like to do better?

4. Participants` benefit
l Participants understand that psychological principles are key in negotiations, e.g.:
– We can’t listen and think about next steps at the same time
– We also can’t talk and think (about something else) at the same time
– The power of silence, particularly after your argument or offer
– Explaining an offer or an argument often is received as an apology
– Anchoring is an elegant way to influence before the bargaining starts
l Participants get to know 83 helpful tactics for negotiation situations
– There should be more than “good cop and bad cop” in our toolbox!
l Participants sharpen their awareness about other parties’ tactics and discuss reactions
– This provides them with a bandwidth of reactions in difficult situations
l Participants apply new skills or tactics immediately in negotiation simulations
– Increase negotiation power means to understand AND exercise the use of new behavioral patterns
l Participants increase perceived self-efficacy in negotiation situations
– Especially in the role of a supplier, we need exhibit assertiveness in front of Tier1 or OEM partners
l Participants discuss real and difficult negotiation situations with colleagues
– to become really powerful, theory MUST be adapted to daily reality
l Optional on day 3+4:
– Review of psychological basics and tactics: what worked well and what was difficult?
– Agile negotiations by email, video/skype, Chat & Co.
– Additional simulations, personal case studies and more examples

5. Comprehensive and sustainable qualification
of all persons involved
Coordination
„samelanguage“
Exchangeofinformations
aboutcustomers
Purchasing
Team
Customer Contact Team
All collea gues, that have regular contact
to customers, even, if their contacts might
ostensibly not be called „negotiations“:
e.g. QM-managers, production
managers, prototype shop, product
development …
Sales Team
Synergistic-Effects
„samelanguage“
Learningabouteachother
Coordination
„same language“
Exchange of information
about vendors

6. Participants up to now
Sales and GSCM:
(Tenneco, Tekfor, HJS, Imexco/Henge, WWS, Elektrobit,
SAF Holland, Starrag CH, Heidelberg Cement, Musashi)
Technicians, projekt leaders, supply chain
(Faurecia Seatings, Tekfor, WWS, Tenneco, Pfalzwerke, Musashi)
Plant Managers, QM-Managers, Production-Managers
(Tekfor, Rege, Kaiser, Pfalzwerke, Musashi)
What we do in the workshops...
l ... Practical oriented trainer-Inputs and teaching units
l ... Training units ans simulations
l ... Learning by application to real cases of the participants
l ... Discussion and exchange of experiences
l ... Learning from Movie Scenes analyses
What we don‘t do...
l ... verbose and long-brathing lectures
l ... To get to the bottom of theoretical research
l ... Depht-psychologigal personal analysis
l ... vague discussions about theories
l ... Simple if-then-causalities
As much theory as needed...as much training as possible!