The document outlines an agenda for a workshop on negotiation skills, which will see participants split into groups to practice negotiating scenarios, with the outcomes then presented to the full workshop for feedback. Attendees will analyze negotiation cases, define objectives and potential conflicts, and then volunteer negotiators will do a live negotiation exercise observed by all present. The workshop aims to help participants develop effective strategies for organizing negotiation processes to achieve mutually agreeable, win-win outcomes.

1. Part 1: Workshop – The Art of Successful
Negotiations
Brussels, February 24th, 2014
Your moderators :
Pascal Jungfer CEO Areka Consulting
Jean-Michel Kadaner CEO Key Corporate Solutions

2. We will split in two groups.
Each group will be given a case study and asked to define their approach to the
negotiation cycle: identify objectives and drivers, and pinpoint areas of potential
conflict in both internal and/or external priorities.
After assessing obstacles and operational constraints, each group will outline the most
effective way to organise the negotiation process for the best outcome: methodology,
key arguments and levers to compromise for a win/win outcome.
During the second half of the workshop, the groups will merge together again and a
(team of) volunteer(s) will be nominated from both the buyer and supplier groups for
a live negotiation with audience feedback.

3. Note 1 :Although it may claim otherwise, this presentation does not offer legal, medical, psychiatric, veterinary,
gynecological, archaeological, astronomical, astrological, ontological, paleontological, philosophical, axiological,
audiological, bacteriological, mineralogical, criminological, terminological, dermatological, ecclesiastical, campanological,
phrenological, phonological, technological, hematological, campanological, neurological, psychobiological, urological,
ufological, typological,, mythological, hydrological, xylological, zoological, logical or any other kind of professional advice.
Nothing on this presentation should be construed as professional advice including, but not limited to, the above list.
Note 2 : All trademarks, service marks, collective marks, design rights, personality rights, copyrights, registered names,
mottos, logos, avatars, insignias and marks used or cited in this presentation are the property of their respective owners
and this presentation in no way accepts any responsibility for an infringement on one of the above.
Note 3 : The information provided on this presentation is of a general, broad, sweeping, large, wide-ranging, widereaching and wide-spread nature and cannot substitute for the advice of a licensed professional. A competent authority
with specialized knowledge is the only one who can address the specific circumstances of your problems. We can try, but
this disclaimer frees us of any liability if negative consequences result from our efforts.
Note 4 : The views expressed by the authors on this presentation do not necessarily reflect the views of ACTE and BATM,
the Associations Members, the author's mother, father, sister, brother, uncle, aunt, grandparents, cousins, step relations,
any other blood relative and the authors themselves, template designer, or any other organization, service, motto, logo,
insignia or avatar in any way connected with this presentation.
Note 5 : By reading, or hearing, any member of the audience provide its consents that s/he is familiar with, understands
and absolutely accepts the above disclaimer and renounce any litigations against the authors who are excessively paranoid
about being dragged into court….

4. Hotel
Pricing
Future
TMC
Fee not
bundled
Best
In class
Pricing
Buyers are
here, and
they want to
go to the
next level
Hotel
Pricing
Model
Sellers wants
to increase
the ADR, the
REVPAR and
the OCC of
the Chain

5. You
Are
Here

6. GDS = TMC &
OBTc
Hotel pricing distribution is multi chanel, and guess
what: Buyer hotel booking behaviour is multi chanel
too…
Hotel program coverage is only 55 %... Leakage is 45 %.
Hotel chain
booking mix

7. You must perfom both :
1) A strength and weaknesses analysis
2) Define your negotiation game plan following 3 scenarios as follows:
a) LAA (Least Acceptable Agreement)
b) MDO (Most Desirable Outcome)
c) BATNA ( Best Alternative to a Negotiated Agreement)
3) Identify initial negotiating levers for use with the supplier/alternatively with the Buyer
4) Identify your representation (Nego) Team with a definition of the roles they will play
5) Propose the negotiation process to the other party and the rules of engagement that you
expect and define your ZOPA (see glossary)
6) Present your negotiation objectives to the other party and the key questions you still have
7) Describe your potential concessions strategy and the limits of your authority on these
topics
8) Conclude the session, building the bridge (one way or the other)

8. 1) Case presentation
2) Case preparation separately
3) Case playground
4) Case debrief and Q&A
5) Lunch & Network
10h30 till 10h 45
10h45 till 11h45
11h50 till 12h30
12h30 till 12h40
12h45
Sponsor Seller : Pascal Jungfer (Main Conference Room)
Sponsor Buyer : Jean-Michel Kadaner (Secondary Conference Room)

9. You can go a long way with a smile.
You can go a lot farther with a
smile and a gun
Al Capone

10. On hotels
Aspiration Base: This is a realistic view of setting the highest achievable
standard in terms of goals or objectives in concluding a negotiated
agreement.
Common Ground: This term refers to the area of agreement or a basis for an
understanding, that is mutually agreed upon by all parties to a negotiation
Concession Strategy: Your concession strategy is a plan of the goals /
positions and sometimes the underlying interests that you will be trading
with the other party. Before you enter the negotiations, at the very least you
should have clarity on your and the other party's goals, and an sequence of
which goals you want to trade or exchange.
Lose-Lose Negotiation: A negotiation result where all parties to a negotiation
leave resources or gold on the table at the conclusion of a negotiation and
fail to recognize or exploit more creative options that would lead to a ‘winwin’ negotiated outcome.
Negotiation Styles: The most popular way to divide the typical negotiation
styles or approaches are: Competing (or Aggressive), Collaborating (or
Cooperative), Avoiding, Compromise, Accommodating (Conceding). Most
negotiators have one or two preferred negotiation styles. Ideal is to be able
to choose to apply the most appropriate negotiation style to each type of
negotiation, and to be able to switch negotiating style depending on who you
are negotiating with and other important elements of your negotiation
context
ZOPA: An acronym which means a negotiation Zone of Possible Agreement.
It is the range or area in which an agreement is satisfactory to both parties
involved in the negotiation process. Often also referred to as the
"Contracting Zone". Negotiation ZOPA or the Contracting Zone is the range
between each parties Walk Away or Real Base or Bottom Lines, and is the
overlap area that each party is willing to pay or find acceptable in a
negotiation.
On nego
Average Daily Rate (commonly referred to as ADR) is a statistical unit that
are often used in the lodging industry. The number represents the average
rental income per paid occupied room in a given time period. ADR along with
the property's occupancy are the foundations for the property's financial
performance.
Best Available Rate (BAR) The lowest non-restricted rate bookable by all
guests. This rate can change several times a week up to several times a day.
Channel Management Controlling the allocation of hotel inventory and rates
across all distribution channels including website, third parties, and the GDS.
Effective channel management solutions should reduce labor costs and
improve efficiency by providing a centralize way to control multiple channels.
Demand Based Pricing Applying revenue management principles to move
rate based upon demand within the marketplace and what the market will
bear.
Fair Market Share A hotels individual percentage of the market they should
reasonably expect to capture all things being equal based upon their
competitive set. Calculated by dividing the number of rooms at the hotel by
the total number of rooms in the competitive set (inclusive of the subject
hotel).
Occupancy "Fill" measure of a hotel calculated by dividing the total number
of rooms occupied by the total number of rooms available times 100, e.g.
75% occupancy.
Rate Parity The strategy that all distribution channels of a hotel should
reflect the same rate for the same conditions for a particular room type.
Revenue Per Available Room (RevPAR)Calculated by taking the daily room
revenue of a hotel and dividing it by the total rooms available at that hotel.

12. Company : The Big Spender Group Inc, Delaware USA part of the Fortune 500 Club.
Situation : 2nd round of negotiations with The Comme Chez Soi Group, you have already accepted BAR pricing for Tier
2 and Tier 3 properties, now you must finalize the Key properties with net fixed prices and decrease your
pricing, or at least maintain status quo. In your strategic analysis The Comme Chez Soi Group is a Preferred
supplier for a number of Years, as a matter of fact, your CEO is also on the board of the Comme Chez Soi
Group, like on many others…
Comme Chez Soi Group represent 20 % of your estimated Hotel spend. Mice spend not under control yet.
Objectives : Price improvement, LRA at BAR, uniform know show conditions, improved reporting, obtain tangible
business ancillaries benefits for the travelers.
Challenge : Market slowly moving to a supplier market, few properties do not increase pricing.
Maturity : Mature program with excellent cooperation between Travel Management and Sourcing.
Tools :
Single TMC WW, one switch for Tier 2 and 3 Hotels in a Best Buy modus, Best of Breed OBT by Region,
multiple GDS’s, Expense management tool deployed 60 %, Card program covers only 55 % of your
travelers.
Travel Policy : Clear changes due to a few court cases against the Company, CSR orientated, safety, security are a must
improved employee’s well being and productivity are a consequence…together with a tighter spend
control.
Annual Hotel Spend : Estimated at 20 M €, known data at 11 M €, leakage increasing due to mobility program,
smartphones and tablets and increasing number of Generation Y in your travelers mix…
Data :
Contract Period June 2014 till June 2015 See next page

13. B
uyer
KeyProperties
2014-2015Target
IT
C
ity
ProposedN R
et ate H
ighest
Properties
€
%
1 Berlin
92,00
95,89
2 Bu ap
d est
68,04
70,31
3 Cairo
80,82
87,51
4 Cap To n
e w
92,90
74,75
5 Co en agen
p h
117,63
111,41
6 Db
u ai
194,46
194,25
7 Db
u lin
94,58
93,30
8 Ed b rgh
in u
101,42
105,77
9 H ki
elsin
105,19
110,82
10 Istan u
bl
156,15
166,74
11 Lo d n
no
170,35
188,85
12 M rid
ad
87,28
94,24
13 M
ilan
135,59
139,43
14 Msco
o w
140,11
160,55
15 Mscat
u
170,74
176,90
16 P
aris
254,67
262,17
17 P e
ragu
75,16
79,29
18 Riyad
h
198,64
213,01
19 Ro e
m
153,01
157,68
20 V n
ien a
99,55
106,78
21 W
arsaw
76,00
79,81
22 Zu
rich
204,37
203,57
A
verage
130,39
135,14
A cilaries as %o Sales
n
f
1,09
P in
rice crease/d
ecrease
Ratio
Low
est
90,61
66,44
82,69
70,64
105,28
183,56
88,17
99,95
104,72
157,56
178,46
89,05
131,76
151,71
167,16
247,74
74,92
201,28
149,00
100,90
75,42
192,36
127,70
1,03
Seller1
In ed Lu
term iate x
2014Y all other sources
TD
2013Seller 1
A
veragepriceoffered
C
ontract pricepaid
€
€
92,37
87,97
67,73
64,50
84,29
80,28
72,01
68,58
107,32
102,21
187,12
178,21
89,88
85,60
101,89
97,04
106,75
101,67
160,62
152,97
181,92
173,26
90,78
86,46
134,32
127,92
154,65
147,29
170,40
162,29
252,55
240,52
76,38
72,74
205,19
195,42
151,89
144,66
102,86
97,96
76,88
73,22
196,10
186,76
130,18
123,98
1,05
Seller1 Strategic A
lternate
R /Y Im
N ear portance Sources
N
°
1to 5
N
°
1000
4
3
1500
4
2
590
5
2
250
2
2
650
3
3
800
4
3
600
5
2
520
4
2
250
2
3
200
2
2
980
5
4
350
3
4
680
4
3
800
4
2
250
3
3
2300
5
4
600
2
3
250
2
2
450
2
4
250
2
4
650
4
3
1200
5
4
687,27
Total:
Seller 1
€
92001
102060
47683
23226
76460
155568
56750
52738
26297
31229
166945
30547
92199
112090
42685
585734
45095
49660
68853
24888
49399
245246
??
108853,81€
5,26%
2177353,71€
N : Addtionalrevenues Tier
otes
2&3properties in2 1
04
is forecastedat m
ore
than2 0 0 0€
300
2014SpendForecast
H
ighest
Low
est
95887
105458
51628
18688
72416
155399
55982
55002
27705
33347
185076
32984
94814
128437
44224
602984
47572
53252
70956
26694
51876
244282
90609
99653
48786
17659
68430
146845
52901
51975
26180
31512
174889
31169
89595
121367
41790
569792
44953
50321
67050
25225
49021
230835
??
186164,99€
9,00%
2254664,89€
??
62055,00€
3,00%
2130554,90€
2013
SpendA
ctual
€
87970
96750
47365
17145
66437
142568
51360
50461
25418
30594
169795
30261
86986
117832
40573
553196
43644
48855
65097
24490
47593
224112
??
2068499,90€
A
ddtionalrevenues
T 2&3properties in
ier
2 1 is estim at
03
ated
2 0 0 0€
000

14. Company : The Comme Chez Soi Group Hotel Company, HQ in Brussels (not Chez Leon….).
Situation : 2nd round of negotiations with The Big Spender Company, they have already accepted BAR pricing for Tier 2
and Tier 3 properties, now you must finalize the Key properties with net fixed prices and increase your
market share. In your portfolio analysis, Big Spender is a very desirable Customer for already 5 Years, as
such they benefit from improved reporting and follow-up.
Objectives : Maintain the corporate sales at 30 %, and boosting the Brand Image to further develop the other segments
(Corporate leakages) trough other sales channels with BAR pricing, develop Mice.
Pricing for Key properties has to increase at least 3 % (Revenue Management Target).
Challenge : Develop sales to support investments in Far & Middle East.
Maturity : Has implemented Big Data concept for client profiling, has channel management and revenue
management, very active on Social Networks with a strong Green Policy.
Tools :
Many, in addition to the above, multiple distribution channels, Rate parity, AIM & Sabre Spotlight, Reward
programs, Cvent and others for MICE, Strong CRM etc.
Travel Partnerships : Many with TMC’s, Switches, OTA’s, Social Networks, Google, Airlines, Advisors, some Travel
Consulting Companies, Telco operators and major OBT providers, in total a segregated approach over 65
Channeled partnerships…
Sales per Year : 150 M € Room and F&B revenues 50 M € Mice.
Data :
Contract Period June 2014 till June 2015 See next page/

15. Seller
Key Properties
Client : Buyer 1
2014-2015 Target
IT
City
Proposed Net Rate
Occ
Properties
€
%
1
Berlin
92,00
74,78
2
Budapest
68,04
67,77
3
Cairo
80,82
36,77
4
Cape Town
92,90
66,44
5
Copenhagen
117,63
72,51
6
Dubai
194,46
82,09
7
Dublin
94,58
81,16
8
Edinburgh
101,42
82,09
9
Helsinki
105,19
66,85
10
Istanbul
156,15
69,53
11
London
170,35
84,87
12
Madrid
87,28
63,24
13
Milan
135,59
65,30
14
Moscow
140,11
69,53
15
Muscat
170,74
68,50
16
Paris
254,67
82,50
17
Prague
75,16
71,59
18
Riyadh
198,64
57,27
19
Rome
153,01
69,11
20
Vienna
99,55
72,92
21
Warsaw
76,00
73,95
22
Zurich
204,37
74,57
Average
130,39
70,61
Ancilaries as % of Sales
5%
Notes : The Middle East saw overall During 2013, the UK
RevPAR increase by 3.9%, achieved one of the
driven mainly by occupancy highest occupancy levels
(+3.4%) and a small increase in Europe (75%), with
in ADR (+0.5%). Instability in Ireland following closely
North Africa continues to
(72.8%). Both countries
impact performance, where contributed towards
RevPAR declined (-12.3%) Northern Europe’s year
resulting principally from
end occupancy of 72,8 %
falling occupancy (-10.5%). one of the highest of the
In contrast, Southern Africa four Sub regions in
saw occupancy grow
Europe
(+2.4%).
In Europe, hotel
performance
remained on the
path to recovery,
with only slight
increases in
occupancy
(reaching 67.4%).
Of the four
European subregions, Southern
Europe reported
strongest
RevPAR growth
(+6.0%), driven by
both occupancy
and ADR
increases in Spain,
Portugal, G
reece
and Italy.
RevPAR
€
67,16
49,67
59,00
67,82
85,87
141,96
69,05
74,04
76,79
113,99
124,36
63,71
98,98
102,28
124,64
185,91
54,87
145,01
111,69
72,67
55,48
149,19
95,19
0,73
Category : Intermediate Lux
2014 YTD all sources
2013 all Data
ADR
Occ
RevPAR
Contract Rate
Occ
€
%
€
€
%
87,62
72,6
63,65
87,97
72,5
64,8
65,8
42,62
64,50
63,6
76,97
35,7
27,4
80,28
46,0
88,48
64,5
57,05
68,58
61,0
112,03
70,4
78,92
102,21
67,2
185,2
79,7
147,9
178,21
77,4
90,08
78,8
70,69
85,60
74,6
96,59
79,7
76,67
97,04
77,3
100,18
64,9
64,98
101,67
67,1
148,71
67,5
100,33
152,97
72,4
162,24
82,4
133,7
173,26
80,6
83,12
61,4
50,99
86,46
63,9
129,13
63,4
81,84
127,92
61,0
133,44
67,5
94,15
147,29
66,7
162,61
66,5
108,9
162,29
60,2
242,54
80,1
194,5
240,52
79,4
71,58
69,5
49,72
72,74
68,5
189,18
55,6
105,2
195,42
55,5
145,72
67,1
97,71
144,66
66,6
94,81
70,8
67,15
97,96
71,8
72,38
71,8
51,97
73,22
69,3
194,64
72,4
140,87
186,76
71,3
124,18
68,55
86,68
123,98
67,9
3%
2%
RevPAR
€
63,81
41,03
36,91
58,27
68,71
137,86
63,85
75,04
68,21
110,74
139,70
55,28
77,99
98,17
97,68
190,87
49,82
108,50
96,31
70,33
57,63
133,08
86,35
Property type Segment alloc Cap
%
Corporate
35%
Managed
25%
Managed
25%
Managed
25%
Corporate
35%
Managed
35%
Corporate
35%
Corporate
30%
Corporate
35%
Managed
25%
Corporate
40%
Franchised
35%
Franchised
35%
Franchised
40%
Managed
35%
Corporate
40%
Managed
35%
Managed
30%
Franchised
30%
Managed
35%
Franchised
35%
Corporate
40%
Buyer 1
RN/Year
N°
1000
1500
590
250
650
800
600
520
250
200
980
350
680
800
250
2300
600
250
450
250
650
1200
687,27
2014
Revenue
€
92001
102060
47683
23226
76460
155568
56750
52738
26297
31229
166945
30547
92199
112090
42685
585734
45095
49660
68853
24888
49399
245246
2013
Contract Revenue
€
87970
96750
47365
17145
66437
142568
51360
50461
25418
30594
169795
30261
86986
117832
40573
553196
43644
48855
65097
24490
47593
224112
108 867,69 €
41 370,00 €
Total: 2 286 221,40 €
2 109 869,90 €
Notes : Addtional revenues Addtional revenues
Tier 2 & 3 properties
in 2013 is forecasted
at m than 4000000
ore
€, com isions
m
deducted to TMC &
OTA (10 & 18 %)
Tier 2 & 3 properties in
2013 was 3256800 €,
com isions deducted
m
to TMC & OTA (10 &
16 %)

16. Buyer and Sellers on stage please !

17. Part 1: Workshop – The Art of Successful
Negotiations
Brussels, February 24th, 2014
Seller
Buyer

18. Seller
You must perform :
1) A strength and weaknesses analysis
2) Define your negotiation game plan following 3 scenarios as follows:
a) LAA (Least Acceptable Agreement)
b) MDO (Most Desirable Outcome)
c) BATNA ( Best Alternative to a Negotiated Agreement)
3) Identify initial negotiating levers for use with the supplier/alternatively with the Buyer
4) Identify your representation (Nego) Team with a definition of the roles they will play
5) Propose the negotiation process to the other party and the rules of engagement that you
expect and define your ZOPA (see glossary)
6) Present your negotiation objectives to the other party and the key questions you still have
7) Describe your potential concessions strategy and the limits of your authority on these
topics
8) Conclude the session, building the bridge (one way or the other)

19. Seller
1) Strengths
• Reporting
• Market recovery(16 out of 23 cities)
• Agreement for tier 2 and 3
• 14 out of 22 over 500 room nights
• Global presence – single point of contact
• 5 years relationship and booking habits of travelers
2) Weaknesses
• Lack of smart data
• Can’t identify the potential
• 6 cities need to increase as prices down
• No hotels in Noram which is a growth market
• Potential for client growth not known
3) Opportunities
• Producing in mea
• Investment
• MICE

20. Seller
4)
•
•
•
Threats
•
•
•
•
•
Opportunities
Producing in mea
Investment
MICE
Rate increase target to jeopardize relationship
Other destinations ?
Instability in Africa
Pricing targets against market trends
Lack of visibility of market share

21. Buyer
1) A strength and weaknesses analysis
Strengths:
Supplie
r
Relatio
nship
Manage
ment
Maturit
y
Financ
ial
Benefi
ts
Weaknesses:
Attractivi
ty
Timin
g
Complexi
ty
Knowledge
base
&
Data
Manageme
nt
Competit
ive
Market
Processe
s
Organizati
on
World
Economy
Disruptio
ns
Process
Improvem
ent
Knowledg
e
Opportunities:
Contractual
Situation
Competitiv
e
Position
Threats
Other
Ressource
s
Data
Availabilit
y

22. Seller
Opportunities:
1) A strength and weaknesses analysis
Contractual
Situation
Process
Improvement
Financial
Benefits
Timing
Supplier
Relations
hip
Managem
ent
Knowledge
base
&
Data
Management
Strengths:
World
Economy
Disruptions
Complexity
Competitive
Market
Weaknesses:
Competitive
Position
Maturity
Ressources
Knowledge
Processes
Organization
Attractivity
Threats
Other
Complexity
Data
Availability

23. Seller
1) Define your negotiation game plan following 3 scenarios as follows:
a) LAA (Least Acceptable Agreement)
• 3% above 500
• 4 to 5% below 500
a) MDO (Most Desirable Outcome)
• 5%
a) BATNA ( Best Alternative to a Negotiated Agreement)
• Mice business as incremental
• Chain discount (of BAR)

24. Buyer
1) Define your negotiation game plan following 3 scenarios as follows:
a) LAA (Least Acceptable Agreement)
a) Flat pricing for a given time, with reevaluation after 6 months
b) LRA at BAR pricing
c) Uniform no show rules and term & conditions
b) MDO (Most Desirable Outcome)
a) Price decrease and additional benefits target 5 %
b) Data Quality improvement
c) LRA at BAR pricing
d) Uniform no show rules and term & conditions
c) BATNA ( Best Alternative to a Negotiated Agreement)
a) Flat pricing
b) LRA at BAR pricing

25. Seller
1) Identify initial negotiating levers for use with the Supplier/alternatively with the Buyer
•
•
•
•
•
•
•
•
•
•
•
Reporting
Market recovery(16 out of 23 cities)
Agreement for tier 2 and 3
14 out of 22 over 500 room nights
Global presence – single point of contact
5 years relationship and booking habits of travelers
Mice offer as a give/take
Contract duration
Loyalty through social medias
Green policy
Reward program

26. Buyer
1) Identify initial negotiating levers for use with the Supplier/alternatively with the Buyer
1)
2)
3)
4)
5)
Market share allocation
Tools
Business development trough MICE
Portfolio Company (Prestige)
Mature company with an efficient program (TMC/SWITCH/OBT)

27. Seller
1) Identify your representation (Nego) Team with a definition of the roles they will play
2 pax :
• commercial director
• Account Manager

28. Buyer
1) Present your negotiation objectives to the other party and the key questions you still have
1)
2)
3)
4)
5)
6)
7)
Ceo decision to cut overall cost by 10 % across the Board
Supplier rationalisation
Either by less travel of Price decrease
Benefit package for the Travellers
What are Seller’s objective
What is the willingness to develop further business
What investments are they willing to make ?

29. Seller
1) Present your negotiation objectives to the other party and the key questions you still have
•
•
•
•
Appreciation of past 5 years collaboration
Potential increase of the market
Did not increase the rates last year
Ask how to move forward
• if asked, explain the value added services (+ green policy / CSR) behind the rates
• Innovation and investments plans of the hotel group
• Offer upgrades
• Cancelation policy
• Rate conditions (LRA? Black out dates)
• Breakfast included ?
• Security?
• Feedback on offer?
Mice spend?

30. Buyer
1) Describe your potential concessions strategy and the limits of your authority on these
topics
1) Freebies and perks
2) Pricing review after 6 months “probe”
3) Influencial marketing approach towards company travellers
4) Improved hotel coverage (other properties)
5) Sharing visibility of Mice spend and opportunity to bid
6) Limits : Financials and Policy

31. Seller
1) Describe your potential concessions strategy and the limits of your authority on these
topics
2) One hand to give, one hand to take (commitment)
3) Ancilary
4) Discount on room service

32. 1)
Take time to discover your counterpart (background, experience, goals, power, personality, level of engagement in
the negotiation, type of motivation…)
2)
Take time to discover his or her employer (decision circuits, organization, strategy,…)..due diligence
3)
Determine in advance what you want ideally, can reasonably obtain, will make you walk away
4)
Imagine the same for your counterpart.
5)
Build in advance your what if scenarios
6)
Do not manage the process alone
7)
Start with high requests
8)
Engage your counterpart in the conversation to make sure everything is put on the table from start
9)
Do not negotiate straight away and rather reply with a counterargument when asked for a concession
10) Propose other services instead when asked for a price drop
11) Request a compensation for any concession you make
12) If you have to yield, do it step by step
13) Help your counterpart to “sell” internally the compromise you have reached with him or her
14) Make sure you leave no door open behind you when reaching a compromise
15) Come across as humble and low key

33. Thank you for your participation !
Pascal & Jean-Michel
www.areka-consulting.com & www.keycorporatesolutions.co
What is
your True
colour ?