Move from humble lab rat to keen-eyed negotiator with the definitive on-line course to life science negotiations. From purchasing equipment to learning how to walk away, get the resources you need. Practical course gets you negotiating fast with no business jargon. Divided into three sections: Foundation, Advanced & Mastering the Industry.

1. SYMBIOTIC
NEGOTIATIONS
Deal Skills for Life Scientists
James Gilmore
Stine Bergholtz
Can You Name the Most Common Negotiating Mistake Scientists Make?
More Importantly...Can You Avoid It?
Move from humble lab rat to keen-eyed negotiator with the definitive guide to life
science sales negotiations. From purchasing equipment to learning how to walk away,
get the resources you need for your laboratory to level up.
Quickly learn how to negotiate with confidence:
Easy-to-understand framework
All worksheets included
Real-life case studies from biotechnology
Practical strategies for effective negotiation are divided into three sections:
Foundation, Advanced, & Mastering the Industry.
Filled with ProTips: Insider advice you can make your own.
Real-life examples: Learn from the successes (and the occasional mistake)
of industry veterans.
Take Control of Your Research Money—Get More With Every Purchase
James Gilmore has turned hundreds of scientists into sales professionals for
biotechnology vendors with the knowledge and coaching methods found in this book.
Stine Bergholtz has conducted extensive research on the world’s top life science teams
for the elemental strengths that give them an edge. Both are formally trained as life
scientists; they now run BrainSpores in Carlsbad, CA.
SYMBIOTIC
NEGOTIATIONS
Deal Skills for Life Scientists
Working with purchasing agents
Signs of amateurs
Common sales tactics
SYMBIOTICNEGOTIATIONS
BrainSpores, LLC
Making Better Scientists
www.brainspores.com

2. A A
SYMBIOTIC NEGOTIATIONS

3. A A
SYMBIOTIC
NEGOTIATIONS
Deal Skills for Life Scientists
James Gilmore
Stine Bergholtz

4. A A
Copyright © 2014 by James Gilmore & Stine Bergholtz
This edition published in 2014 by BrainSpores, LLC.
ISBN 978-0-9960177-0-1
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, except as may be expressly permitted by the 1976 Copyright
Act or by the copyright holder in writing.
Whilst every effort has been made to ensure that the information
contained within this book is correct at the time of going to press, the
author and publisher can take no responsibility for the errors or
omissions contained within.
Typesetting by www.wordzworth.com
Printed in the USA by Book1One Printing.
Brain Spores LLC
2588 El Camino Real F344
Carlsbad CA 92008
USA
www.brainspores.com

5. A A
Preface
How much extra are you paying for equipment and reagents to get your
research done? Even more importantly, do you know how to capture
that extra so you can convert it into more research?
Having worked in the life science industry for over two decades and for
one of its largest vendors, Stine (pronounced “Steeneh”—she’s
Norwegian) and I had a pretty good idea of how much extra was being
spent. Additionally, I have had the opportunity to train hundreds of
former scientists in successful negotiation tactics—turning them into
life science sales representatives.
But it all looked very different when we switched from research and
sales to startup entrepreneurs. We found ourselves setting up a 3D
bioprinting lab from scratch, which as you can imagine, required
considerable equipment and reagents. Additionally, since the lab was
located in a DIY biospace, we were interacting with like teams facing
the same dilemma: how to bootstrap their research.
With a quick realization, we saw that we could reverse the process of our
former training. Everything we knew about research, sales and market-
ing could be turned around to drive savings and stretch our research
dollars. As we strategized, we shared the tips with our (grateful!)
colleagues, who inspired us to expand the discussion, and we began
posting our strategies on the BrainSpores blog (www.brainspores.com).
We weren’t prepared for the response—these negotiation tips were
some of the most hotly viewed and highest rated posts we generated.
A blog has its limits though. There was no way anyone would learn
enough from a blog to even begin mastering the subject of negotiations
in the life sciences. With that realization, Symbiotic Negotiations was
born—a complete course in negotiations, geared directly towards

6. scientists, with tips and worksheets that would allow our colleagues to
start immediately improving their negotiations skills.
The book you’re reading now is only a portion of the course; we
decided to include real-life case studies and questions, accompanied by
video so that users could see and hear a negotiation, and then analyze
each step. Though scientists are our main focus, sales representatives,
purchasing agents, or those wanting a better understanding of our
industry will also find the book and course a useful resource.
While there are two authors behind this book, we decided to write in
first person for simplicity of reading and comprehension. Everything
you read here is taken from our own experiences and research—in
other words we own any omissions or inadequacies.
Over the development of this book and the course, we have benefited
from the generosity and assistance from key friends and colleagues, in
specific: Chelsea Batten—one of the best copywriters we know—for
her tireless editing and masterful word-smithing, Morten Lukacs for
early eyes and good advice, Carol Johnson for proofing and challenging
our assumptions, Albert Salvato for videography, and Steve Erro for
illustrations.
Our goal is to show how, give advice, warn off, extend money, and most
of all, encourage. Negotiating can be uncomfortable, we know; what’s
more it appears to be particularly challenging for scientists and
researchers, who have little formal training in transactions or business.
After years of delivering training in sales and marketing, there are few
things more gratifying than seeing a formerly introverted scientist take
charge of a negotiation and deliver an Opening with confidence and
style.
It’s even more gratifying to be that scientist…you’ll see.
—JAMES GILMORE & STINE BERGHOLTZ
MARCH 5,2014

7. A A
Contents
Preface v
Part 1 The Foundation 1
Introduction 3
The Symbiotic Negotiating Framework 6
Win-Win Principle 8
Preparation & Planning for Negotiations 11
Negotiation Objective, Timing and Partner Analysis 13
Vendor Financials and Relationship 15
Vendor Referrals 19
Must-Haves and Wants 19
Tradeables 22
Preparing Your Opening 25
Concluding Your Homework 27
Opening 27
Trading Phase 32
Closing 37
Verifying 39
When and How to Walk Away 42
Summary on the Symbiotic Negotiation Framework 45
Part 2 Advanced Techniques 47
Introduction 49
Unacceptable Negotiation Behaviors 49
Disclosing Confidential Terms 49
Swearing/Profanity 50
Negotiating in Bad Faith 51
Signs of Amateurs 51
Threats 51

8. Bluffing 53
The Walk-Away Trap 54
Common Sales Tactics in Negotiations 54
Anchoring Effect 54
Limited Availability 56
Framing 56
Nibbling 57
Whirling 58
Negotiating for Equipment, The Next Level 58
Counter-Opening 60
Dealing with Multiple Negotiating Partners 63
Working With Multiple Members on Your Team 65
Negotiations and Gender 66
Part 3 Mastering the Industry 67
Introduction 69
How Vendors Work 70
How Sales Representatives Work 72
Who You Negotiate With Matters 74
Pricing in the Life Sciences Field 76
The Benefits and Pitfalls of Working with Purchasing Agents 77
How to Justify Purchases from Non-Preferred Vendors 80
Sole-Source Vendors 81
Preparation 82
Opening and Trading Phases 82
Summary 85
Appendix A: Negotiation Case Studies 90
Appendix B: Worksheets 1-9 101
About the Authors 111

9. PART ONE
The Foundation

10. T H E F O U N D A T I O N
3
Introduction
Valerie wandered into the office next to the research lab, dreading the day
ahead. “I should be happy,” she thought wistfully, “my grant money has
finally come through, and I can actually afford to get some research done.”
But even while feeling fortunate that she'd survived the latest round of cuts,
Valerie, like most researchers, considered any time not working on the lab
bench or investigating promising new leads to be time wasted.
And today was likely to be a total waste.
She hoped a cup of teawould help. It didn’t; her calendar app showed aday still
blocked out with appointments to talk with sales representatives. To achieve her
milestones, Valerie's renewed funding was designated for anew sequencer—one
with higher accuracy than the one she currently used. There were four companies
that could potentially meet herneeds, and each of them had an appointmentfor
an hour-long sales talk. The first was just 90 minutes away.
“Half a day with sales representatives. Please, someone put me out of my
misery,” Valerie said aloud.
“With anesthetic or without?” asked Andrew, coming into the office.
“Definitely without,” replied Valerie. Andrew was her brightest post-doc, and
it would not be seemly for her to be seen taking the easy way out.
“So what’s your plan in dealing with these guys?” he asked.
“Ah! I was thinking of getting their lowest price, then maybe seeing if they
could make a deal,” countered Valerie.
“Well, ok then.” Andrew raised his coffee mug in solidarity. “Let the games
begin!“
You constantly negotiate—from “What should we have for dinner?”
with friends, to “What movie should we see?” with a weekend date, to
“Where should we go on vacation?” with family.

11. S Y M B I O T I C N E G O T I A T I O N S
4
Negotiating and bartering are nothing more than mechanisms used to
bring two or more parties to a common understanding and set of
conditions (terms). But as we all know, there is a clear difference
between these familial negotiations and those within our profession.
Let's talk specifically about the life sciences profession.
In our profession, researchers will most commonly negotiate with life
science vendors (in other words, sales representatives). These two
sides come together to negotiate:
● In key purchases (commonly instruments or large reagent purchases)
and
● On occasion, with corporations, if they are licensing technology.
Researchers also negotiate internally with human resources for salary
or reviews, and perhaps when setting up new collaborations, but both
these instances tend to be short-lived and rather infrequent.
In negotiations like these, the stakes are a bit higher than in a “What to
have for dinner?” negotiation. You probably won’t lose your job if you
choose a bad restaurant, but it is entirely possible if you can't deliver on
a promise regarding contractual terms at work. Not only are the stakes
higher, but also the deck is stacked against the researcher: a hardwork-
ing scientist is negotiating against people who have been professionally
trained.
I could sugarcoat it, but let's be honest: approach negotiations unpre-
pared and the odds of losing are extremely high. I have negotiated
acquisition of entire companies, set pricing strategies at one of the
largest life science vendors, marketed and sold reagents, equipment and
services, and trained hundreds of life science sales representatives in
negotiation. In all this time, I've found that each different situation
requires a different twist on negotiation techniques.
And yet, after 26 years in the industry, while I am convinced that there
is no single way to successfully negotiate, there is an overarching
framework that can be used to handle negotiations. It is easy to

12. T H E F O U N D A T I O N
5
understand as it is based upon a biological foundation all of us learned
in undergraduate school: symbiosis.
In our community relationships between scientists are long-term with
constant interactions. Various research teams trying to resolve a
biological question will not only know each other, they are likely to be
trading protocols and reagents—even as they compete for limited
funding.
Additionally, sales representatives intend to stay in the field and are not
likely to change roles. They rely upon the relationships they develop
with their customers and intend to continue to nurture their connec-
tion. Even the companies that provide tools to the community strive to
foster loyalty with their scientist user base.
Due to the interdependencies and constant interactions, a biological
description of the life science community would likely be Symbiotic and
the relationships classified as Mutualism (as all individuals benefit).
Symbiosis is the basis for our negotiations framework. The outcome you
should target in your negotiation is where both sides benefit. It is not
Win-Lose, but Win-Win. At the end of your negotiation, you need to
retain your relationships, as you WILL be interacting again in the future.
The Symbiotic Negotiation Framework is easy to grasp and by using
the accompanying worksheets in Appendix B you can immediately
improve your negotiation skills. The major assumption is that your
negotiations will primarily be with equipment, reagent, and service
vendors. However, the framework can be easily altered to cover other
types of negotiation—from dealing with unions to annual reviews.
We present it to you here, in real-world terminology free of business-
speak, because we want you to be able to use it immediately in your life
science negotiations.
Included throughout the document are ProTips—quick, helpful trail
markers for situations you'll commonly encounter. We also cover
common mistakes—and believe me, many of them are mistakes I've
personally made.

13. S Y M B I O T I C N E G O T I A T I O N S
6
The usual suspects in life science purchase negotiations. The Symbiotic
Negotiations Worksheets are designed specifically for these cases.
A quick word of warning: Before you enter into negotiations, be certain
what you are asking is acceptable at your institute! Your institute may
have guidelines on gifts- but it may also have agreements with vendors
on prices. Messing with negotiated pricing and getting a one-time
discount for your lab may have repercussions on pricing for the rest of
the institute (not to mention impacting your personal relationship with
your purchasing group).
The framework we present is intended for those who rarely negotiate
formally. But it has plenty to offer seasoned industry professionals, as
well. If there's one thing I know about negotiations, it's that there is
always someone better than you, or a trick you haven’t encountered.
That means I am always learning; so should you.
The Symbiotic Negotiating Framework
Throughout the book, I will use negotiating partner rather than
adversary or opponent. Wondering why? It's not a Zen mind-trick...not