As a professional, your ability to influence and negotiate both corporately and externally is critical to your business success. These skills are natural to some and more difficult for others. But like many soft skills, influence and negotiation takes time to master and requires continuous learning, implementation, and refinement by anyone who has customers.
After 1 year of hard work, we could create a product that people use and love.
Now it's time to change, its time to go on a new direction and act in a new way.
After 1 year of hard work, we could create a product that people use and love.
Now it's time to change, its time to go on a new direction and act in a new way.
10 Essential Negotiation Skills Every Salesperson Need To MasterTom Abbott, CSP
Sales negotiation skills aren’t something you’re born with; instead, they’re learnt, practised and fine-tuned until you become an effective and tactful negotiator.
Negotiations are often the most daunting aspect of any sales representative’s sales process, and even experienced Sales Managers still get last-minute jitters. But by mastering these 10 essential negotiation skills, you’ll be on your way to complete negotiation mastery.
This is our brand management training workshop on brand positioning. Your brand positioning statement defines the target market, consumer benefits, both functional and emotional, as well as support points.
Recruiting great people is a priority for any company at any stage of their growth. In the early stages, finding and hiring your initial team is core to instilling the right company culture. To hire effectively, founders and managers need to be thoughtful and organized about their recruiting process — from the first screening until delivering an offer. A sloppy and inconsistent process reflects poorly on the company, and can be the difference between a “Yes, I want to join” and “No, I don’t think this is the right fit.”
As a Talent Partner at Greylock, I work with our portfolio and advise them on refining their recruiting processes. As such, I’ve become familiar with many of the common problems that both new and experienced teams face when recruiting.
Recently, I gave a talk that addresses some of these frequent “bugs” in the recruiting process, and want to share my presentation here more broadly. I go over the three stages of recruiting — sourcing, evaluation, and conversion — covering common mistakes made at each level as well as the questions you need to answer to avoid them.
The full talk will be available on video and podcast soon, but for now here are the slides from my deck. I hope these thoughts and questions are helpful when thinking about your recruiting process.
Team 4 (vezetes) final ppt 1st step assignmentSree Harsha
This PPT gives you a glance of the 1st step from the book of Heart of Change which explains the leadership and change management. It also includes theoretical explanation of complacence and Urgency levels from the book leading change
Negotiation Power Skills Applied in Library Services ManagementShirley Ingles-Cruz
“Negotiation is a process of forming an agreement on how two parties should proceed and act in accordance with a potential trading agreement or customer/supplier relationship. (sales-evaluation.com)
“Negotiation is a field of knowledge and endeavor that focuses on gaining the favor of people from whom we want things.” (Cohen, Herb)
10 Essential Negotiation Skills Every Salesperson Need To MasterTom Abbott, CSP
Sales negotiation skills aren’t something you’re born with; instead, they’re learnt, practised and fine-tuned until you become an effective and tactful negotiator.
Negotiations are often the most daunting aspect of any sales representative’s sales process, and even experienced Sales Managers still get last-minute jitters. But by mastering these 10 essential negotiation skills, you’ll be on your way to complete negotiation mastery.
This is our brand management training workshop on brand positioning. Your brand positioning statement defines the target market, consumer benefits, both functional and emotional, as well as support points.
Recruiting great people is a priority for any company at any stage of their growth. In the early stages, finding and hiring your initial team is core to instilling the right company culture. To hire effectively, founders and managers need to be thoughtful and organized about their recruiting process — from the first screening until delivering an offer. A sloppy and inconsistent process reflects poorly on the company, and can be the difference between a “Yes, I want to join” and “No, I don’t think this is the right fit.”
As a Talent Partner at Greylock, I work with our portfolio and advise them on refining their recruiting processes. As such, I’ve become familiar with many of the common problems that both new and experienced teams face when recruiting.
Recently, I gave a talk that addresses some of these frequent “bugs” in the recruiting process, and want to share my presentation here more broadly. I go over the three stages of recruiting — sourcing, evaluation, and conversion — covering common mistakes made at each level as well as the questions you need to answer to avoid them.
The full talk will be available on video and podcast soon, but for now here are the slides from my deck. I hope these thoughts and questions are helpful when thinking about your recruiting process.
Team 4 (vezetes) final ppt 1st step assignmentSree Harsha
This PPT gives you a glance of the 1st step from the book of Heart of Change which explains the leadership and change management. It also includes theoretical explanation of complacence and Urgency levels from the book leading change
Negotiation Power Skills Applied in Library Services ManagementShirley Ingles-Cruz
“Negotiation is a process of forming an agreement on how two parties should proceed and act in accordance with a potential trading agreement or customer/supplier relationship. (sales-evaluation.com)
“Negotiation is a field of knowledge and endeavor that focuses on gaining the favor of people from whom we want things.” (Cohen, Herb)
The results delivered by projects usually depend upon what you negotiate. Successful project leaders explore a perspective, principles, tools, and recommendations to achieve better results through the power of negotiations. They avoid being set up for failure by recognizing and developing skills that lead to greater success. Negotiating is fun…and is productive. Everything is negotiable, both at work and in everyday lives. It is in our best interests, and for your team and organization, that you embrace negotiating as a requisite skill…and implement it dutifully. This presentation was developed and delivered by Randy Englund as part of the Cadence Distinguished Speaker Series Webinars. For more information, visit http://www.cadencemc.com.
Getting To Yes Negotiating Agreement Without Giving In B.docxgreg1eden90113
Getting To Yes
Negotiating Agreement Without Giving In
By Roger Fisher and William Ury
I. Don’t Bargain Over Positions
• Any method of negotiation may be fairly judged by three criteria:
o It should produce a wise agreement if agreement is possible
o It should be efficient
o And it should not damage the relationship between the parties
• A wise agreement can be defined as one that meets the legitimate
interests of each side to the extent possible, resolves conflicting
interests fairly, is durable and takes community interests into account.
• Arguing over positions is inefficient
o Negotiators tend to lock themselves into their positions. The
more they clarify their position and defend it, the more
committed they are to it. Ego gets involved.
o The more they try to convince the other side of their position,
the more difficult it becomes to compromise.
o Negotiators start by taking an extreme position and taking small
concessions only to keep negotiating going. The same is true
for the other side.
o The more extreme the more drawn out the negotiation
• Being nice is no answer
o Pursuing a soft and friendly form of positional bargaining makes
you vulnerable to someone who plays a hard game of positional
bargaining.
o If your response to sustained, hard positional bargaining is soft
positional bargaining, you will probably lose your shirt.
• There is an alternative – principled negotiation can be boiled
down to four basic points:
o People – separate the people from the problem. The
participants should see themselves as working side by side,
attacking the problem, not each other
o Interests – focus on interests, not positions
o Options – Generate a variety of possibilities for mutual gain
before deciding what to do
o Criteria – Insist that the result be based on some objective
standard
Getting To Yes
Page 2 of 11
Getting To Yes
Page 2 of 11
Getting To Yes
Page 3 of 11
II. Separate the People from the Problem
• Negotiators are people first –
o You are dealing with human beings, not abstract representatives.
They have emotions, deeply held values, and different backgrounds
and viewpoints.
o Be sensitive to the people around you.
• Put yourself in their shoes –
o Seeing the situation as the other side sees it, is one of the most
important skills a negotiator can possess.
o If you want to influence them, you also need to understand
empathetically their point of view.
o Understanding their point of view is not the same as agreeing with
it.
• Address the other side’s concerns
o It is common in negotiation to treat as “unimportant” those
concerns of the other side perceived as not standing in the way of
an agreement.
o To the contrary, communicating loudly and convincingly things you
are willing to say that they would like to hear can be one of the
best investments you as a negotiator can make.
III. Focus on Interests, Not Positio.
Leading a negotiation is not easy, but should not be scary, either. The key to a successful negotiation is mastering communication techniques and getting your counterpart to cooperate for mutual gains. This presentation serves as a necessary introduction for anyone interested in knowing how to approach a negotiation situation as it presents itself either in personal or professional life.
Ultimately, by bringing into sharper focus the emotional and rational drivers that influence customers’ perceptions and usage of a particular product, it helps to get a clearer perspective on what opportunities can be gained by this unique intelligence.
The saying is somewhat valid that you only
have “1 shot” at launching a new product but
that would stand the reasoning that 100% of
product launches are successful…and we all
know that’s NOT accurate. In this presentation
I will attempt to provide ways you can
revitalize your brand if indeed…your launch
wasn’t stellar.
This presentation will discuss the business issues surrounding technology and capital equipment, and the role of specialized patient care units and non-acute patient care facilities as part of the healthcare business environment.
The purpose of this presentation is to introduce you to the varied issues and structures that influence the way pharmaceutical products are priced in today’s complex health care market.
Awareness of the different mechanisms behind the costs of prescription drugs and medical services will help you determine the pricing strategy of your product/services to be competitive in today’s challenging/evolving health care environment.
“…The Sales Director is perhaps themost important role
in the company. Arguably no single management
person can generate the immediate and sustainable
profit impact that the Sales Director can.”
AndréHarrell
To help the participant remove apprehension and gain confidence and sense of self that will help not only the ability to speak in front of an audience…but the assuredness that her/his presence in any situation has impact.
I’m asked frequently on how do you build a “functional business development plan” that’s versatile and can be implemented in any industry. The following presentation are basic steps and nomenclature you can use to build your biz dev team plan. This presentation is also from a workshop implemented by AH2 Management, contact me if interested in having a rollout introduction of this program.
The following workshop activities are unbranded and designed to demonstrate AH2 Management capability to tailor selling skill workshops that meet your needs. Our organization prides itself on its ability to be flexible and nimble to your specified needs. The listed activities are just examples and again can be constructed to meet your organization and industry needs.
LEADERSHIP MANAGEMENT DEVELOPMENT CURRICULUMAndré Harrell
All information in this Leadership Management Development Curriculum is based on fictitious assumptions. This plan is designed to demonstrate AH2 Management capabilities to construct an effective LMDC that meets your centers of excellence needs.
Note: All information in this global commercial training strategic plan is based on fictitious assumptions. This plan is designed to demonstrate AH2 Management capabilities to construct an effective commercial operations department that meets your centers of excellence needs.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
Coming in as Chief Commercial Officer, I was asked to first assess the commercial functions of the organization. This presentation walks you through the process and findings.
BOARD DEVELOPMENT from a CHAIRMAN'S point of viewAndré Harrell
Inside look at “The Board” …from a Board Chair perspective
“A board is comprised of a group of exceptional leaders from all backgrounds and experiences whose responsibility and accountability is tied to its shareholders, corporate organization and community it ultimately serves”
André Harrell
DEVELOPING AS AN EFFECTIVE LEADER/FOUNDER IN A GLOBALLY DYNAMIC MARKETPLACE
I've had the good fortune of mentoring some of the most talented global leaders in today's business world, and the one thing I've learned from each and every one of them.......HUMILITY.
DM me if you'd like to learn more about something I absolutely enjoy doing.
COVID VACCINE DELIVERY IN NIGERIA (EXCELLENCE)André Harrell
INNOVATION & DISTRIBUTION EXCELLENCE of the vaccine to Nigeria…partnership made in heaven
KareBoks & Dovizia Pharma Services are teaming up to provide significant value to the supply chain once Nigeria gets the vaccine. The combination of refrigeration innovation and centers of excellence distribution/logistics position these 2 organizations to address the significant needs Nigeria will have once the vaccines enter the marketplace.
If you are interested in getting more information and/or interested in investing in our project, please DM me (Thanks!). I can also provide our investment deck.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Improving profitability for small businessBen Wann
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...
INFLUENCE AND NEGOTIATION
1. I N F L U E N C E &
N E G O T I A T I O N
2 Competencies to be
successful…in LIFE
André Harrell
2. I N T RO D U C T I O N
As a professional, your ability to influence and negotiate
both corporately and externally is critical to your
business success.These skills are natural to some and
more difficult for others. But like many soft skills,
influence and negotiation takes time to master and
requires continuous learning, implementation, and
refinement by anyone who has customers.
3. P R I N C I P L E D N E G O T I AT I O N
Principled Negotiation was developed by the Harvard Negotiation Project, a research project
at Harvard University that works on negotiation problems and produces improved methods
of negotiation and mediation.
It is part of the Program on Negotiation at Harvard Law School, a consortium of scholars and
projects from Harvard, MIT, Simons, and Tufts working to improve the theory and practice of
conflict resolution.
These practices have been used successfully at the highest levels of international diplomacy as
well as in common business practice. Principled Negotiation was chosen for this training
because it is particularly effective in business negotiations.
The Principled Negotiation method is further explained in the book Getting to Yes, by Roger
Fisher and William Ury.
4. C O N T E N T S
• Distinguish Positional Bargaining from Principled Negotiation
• Apply Principled Negotiation techniques to ensure favorable negotiations
• Identify and overcome typical problem scenarios
• Create win/win outcomes and lasting relationships
5. I & N C O M P E T E N C I E S
Persuades others to pursue positive actions and structures win-win agreements to
achieve mutually agreed upon goals, maximize business results, and maintain
strong relationships:
• Can utilize resources (internal and external) that result in gaining support and
overcoming resistance in order to meet customer needs
• Maintains and enhances positive relationships throughout the course of
negotiations
• Strives for balance between customers’ and personal goals
• Maintains positive relationships at the conclusion of the negotiations
• Anticipates other’s needs and reactions and takes appropriate steps to
influence them
• Demonstrates respect for all parties and negotiates successfully, then follows
through on all commitments
• Leads the initiative to develop new resources that create value in the negotiation
process so that it’s a “win/win” outcome
6. P O S I T I O N A L B A R G A I N I N G
The problem of reaching agreement is that many negotiations bargain over positions:
This method is called positional bargaining but does not tend to produce very good
agreements.
• Arguing about positions induces parties to lock themselves into positions that may
result into less-than-optimal agreements.
• Arguing about positions can take longer than focusing on interests because both
parties may try to make several offers and counter-offers before they reach an
agreement that satisfies their interests.
• Arguing about positions may hurt an ongoing relationship between parties.
• Positional bargaining is even more difficult where there are more than two parties.
Positional bargaining can be appropriate for short-term, one-time agreements.An
example might be haggling over the price of a used table at a flea market.
For longer-term relationships, positional bargaining can be destructive.
7. P O S I T I O N A L B A R G A I N I N G : T Y P E S
Two types of positional bargaining: hard (“don’t give in”) and soft (“make concessions”).
Characteristics and Outcomes
SOFT APPROACH HARD APPROACH
• Participants are friends
• Agreement is the goal
• Easily makes concessions
• Is soft of people and the problem
• Easily trusts others
• Changes positions easily
• Makes offers
• Discloses bottom line
• Accepts one-sided loss
• Searches for an acceptable answer
• Insists on agreement
• Avoids contests of will
• Yields to pressure
• Participants are adversaries
• Victory is the goal
• Concessions are demanded as a condition of
the relationship
• Negotiations are hard on the people and the problem
• Creates distrust of others
• Digs into your position
• Makes threats
• Demands one-sided gains as the price of agreement
• Search for single answer: one you will accept
• Insistent on your position
• Becomes a contest of will
• Pressure is applied
Outcome:
You may make too many concessions
Outcome:
You may damage the relationship
8. A P P LY I N G
P R I N C I P L E D
N E G O T I AT I O N
T E C H N I Q U E S
Ensuring Favorable Outcomes
9. T H E 6 T E C H N I Q U E S
1. Recognize and understand your own emotions as well as your customer’s.
2. Determine the source of the feelings.
3. Talk about feelings--yours and your customer’s.
4. Acknowledge your customer’s feelings as legitimate.
5. Do not react emotionally to emotional outbursts.
6. Use symbolic gestures.
(Managing Emotions In Negotiations)
10. C O M M U N I C AT I O N P RO B L E M S
(4 MethodsTo Minimizing)
1. Engage in active listening.
The goal of active listening is to understand your customer as well as you
understand yourself.
2. Speak directly to your customer.
This is not considered appropriate in some cultures, but when permitted, it
helps to increase understanding.
3. Speak about yourself, not about your customer.
Describe your own feelings and perceptions, rather than focusing on your
customer’s motives, misdeeds, or failing.
4. Speak for a purpose.
Too much communication can be counter-productive.
11. F O C U S O N I N T E R E S T S … n o t p o s i t i o n s
NEGOTIATORS NEGOTIATING
Often define what they want in all-or-
nothing terms, take overly simple
views of the problem, and seek
solutions that meet their positions one
hundred percent, without considering
the views of the other side as important
or legitimate.Arguing over positions
can be very ineffective, and even
destructive. Parties can get more and
more entrenched in their positions,
and positions will often move farther
and farther apart, as disputants make
ever-more extreme statements in an
effort to counter their opponent’s
position.
About interests means negotiating about things
that people really want and need, not what they say
that want or need. Often, these are not the same.
If the parties work to clarify WHY they want or do
not want something, however, it often turns out
that the parties' interests are, at least in part,
compatible.This makes negotiating a solution--or
at least a partial solution--much easier.
12. I D E N T I F Y A N D
O V E R C O M E
T Y P I C A L
P RO B L E M
S C E N A R I O S
13. “ W H AT I F T H E Y WO N ’ T P L AY ” ?
STRATEGY #1 STRATEGY #2
Continue to use Principled Negotiation
Try ignoring their position and
concentrate on merits.This method can
be contagious, and they may let you
change the game without realizing it.
“Negotiation Jujitsu”
Turn their attacks against them to move them
toward principled negotiation. Rather than
responding to force, let it come to you and them
work on the underlying interest that is creating the
force.Attacks usually consist of three maneuvers:
• Asserting their position forcefully
• Attacking your ideas
• Attacking you
14. “ W H AT I F T H E Y WO N ’ T P L AY ” ?
Don’t attack their position.
Try to ask questions to better
understand it.Their position
must reflect a set of
principles. If you probe to
find out what their
principles are, you can better
understand how to reach
agreement. Discuss what
would happen if their ideas
were adopted. Often people
who want too much can
appreciate the uncomfortable
position their ideas will put
everyone in.
Don’t defend your ideas.
Invite criticism and advice.
Instead of asking people to
accept or reject an idea, ask
them what is wrong with it?
Examine their negative
judgments to understand
their underlying interests.
Ask them what they would
do if they were in your
position?
If personally attacked, resist
the temptation to defend
yourself or launch a counter-
attack. Let them blow off
steam, tell them you
understand what they are
saying, and then recast an
attack on you as an attack on
the problem.“We’re both here
to resolve the issue, we both
have the same concerns, what
do you suggest we do?”
AssertingTheir Position
Forcefully
AttackingYour Ideas AttackingYou
15. F R E Q U E N T LY
A S K E D
Q U E S T I O N S
16. F R E Q U E N T LY A S K E D Q U E S T I O N S
1. DOES POSITIONAL BARGAINING EVER MAKE SENSE?
The short answer is yes, if one of several conditions applies:You don’t plan
on having an ongoing relationship with the other side, you don’t want to
spend the time arguing a point on its merits, and it can be a quick way to
finalize a deal after you’ve used Principled Negotiation to identify each
other’s interests, invented options for mutual gain and discussed relevant
standards of fairness.
17. F R E Q U E N T LY A S K E D Q U E S T I O N S
2. What if the customer believes in a different Standard of Fairness?
Agreement on the “best” standard is not necessary.You and your customer may have
two different standards in mind based on individual values, culture, experience, and
perception.That’s why it is best to use a standard that comes outside of the
negotiation. People can argue on why a car should cost more money or less money.
They often use to a separate standard like Kelly’s Blue Book as a fair and impartial
standard.
18. F R E Q U E N T LY A S K E D Q U E S T I O N S
3. When does it make sense not to negotiate?
However unsavory your customer, unless you have a better “BATNA”, the question
you face is not whether to negotiate but how to negotiate. Negotiation does not
mean giving in.