M 4
U
a
Select Page

Resources

We hope that business negotiators find what they're searching for in our free resources. This is the next best thing to coming on one of our negotiation seminars.

Your Ideal Negotiation Meeting Location
by - Jonathan Sims
The question as to where a negotiation should ideally take place is a critical one and gives rise to both well-thought advice and knee-jerk reactions. The most widely held belief taught on most sales negotiation courses and buyer negotiation courses is that negotiators are at an advantage holding negotiation meetings on their own territory. I would like to offer some alternative food for thought. Negotiation text books often make analogies with sports events where, true
Negotiation Agent
Negotiation Agent [ni-goh-shee-ey-shuh n] [ey-juh nt] https://www.negotiations.com/wp-content/uploads/migration/sounds/NegotiationAgent.mp3
Ways to rationalize a stalled negotiation
Everything at the office was moving smoothly along until a nasty little hurricane decided to tear a hole in your supply line. In a time of short supply and high demand, your main supplier is sitting across from you at your desk. He is poking his finger in the air for emphasis, while loudly demanding a 20% increase in their delivery costs. He ends his tirade by telling you that he is,' Not going to budge.Period!' Now, you ask yourself, how am I going to deal with this guy when my company
Sales Team Negotiation Training: Customised Case Studies
by - Dr. Bob March
The Negotiation Experts makes extensive use of case studies and customised role playing in training sales negotiation teams. Simulating commercial selling negotiation training scenarios customised to our client's business reality is the best way to assess a sales negotiators strengths and weaknesses. There is no better method of rapid feedback. Mistakes in role playing don't end up costing sales revenue or sales margin and are highly engaging. In this article Professor
Frameworks in Negotiations
Preparing for a negotiation can be equated to a couple coming together to build their dream house. Each will have different ideas and visions,on how the house will be designed. They both want the house, but their interests in what they want to derive from the functionality of the house will vary from their unique perspectives. One wants a brightly lit solarium filled with tropical plants; the other wants a roomy workshop. They can either work at cross purposes and end up in a drawn
Resolving Interpersonal Conflicts
Resolving interpersonal conflicts in the workplace is a healing process often utilized by management, but it is also a powerful tool which is not often made available to front line workers. This can be a costly mistake. Interpersonal conflicts between co-workers, can escalate and lead to harmful and bitter repercussions. The resulting damage, if not immediately addressed, can have a negative impact on both morale and productivity. In most organizations, management generally
Negotiating Skills give you options in the Furniture Store
by - Marty Latz
"Let me propose a few options, each of which would be acceptable to us," I said to the furniture store manager in our negotiation. "Either provide us with 80% of our money back for the practically unused piece of furniture we purchased or give us store credit for the full amount. Bear in mind that we just bought a new house. We may very well purchase more items at your store in the future." "Interesting," he replied. "I'll give the owner a call and see what he thinks. Of course, as you know,
Improve your Employees' Negotiation Skill Outcomes
by - David Wachtel
If your company is like the majority of companies today, you are looking at the bottom line seeking for ways to improve results. The negotiating skills of your employees control revenues, and have a direct and significant bearing on financial performance. Employees are negotiating regularly, with customers and suppliers to buy and sell goods and services. In fact, most every relationship a company has must be negotiated or re-negotiated at some point. Most employees entrusted
Public Leverage in Negotiation Outcomes
by - Marty Latz
Seldom does a day go by that I don't read in a newspaper about a high-profile negotiation. Perhaps it is a union picketing when talks break down, or a board of directors attempting to ward off an unwanted merger. It might even entail the possible settlement of a litigation lawsuit between prominent companies. When I read about these, I often think about why the negotiation has "gone public." My first thought always is to assess who initiated the public coverage of the negotiation.
Gender Differences in Negotiations
by - Charles B. Craver
In their book, Women Don’t Ask (2003), Linda Babcock and Sara Laschever state that 57% of male Carnegie Mellon graduate business students negotiate their starting salaries. However, only 7% of women negotiate salaries. This difference results in men's starting salaries that are 7.6% higher than women's. Why don’t women attempt to negotiate as often as men? If women did negotiate, is there any reason to think women would not do as well? When men and women negotiate with
Dealing With Your Emotions in Negotiations
Many negotiations, due to their nature, can create and foster strong negative emotions. Where individuals meet to primarily promote their self-interests or where the past histories of the parties involved have been coloured by acrimony, it is not surprising that often emotions are more powerful than the facts in shaping the course and outcome of the negotiations. However without emotions it would be impossible for people to reconcile important conflicts. Emotions motivate
Dispelling Negotiation Myths
by - Henry H. Calero
After Gerard L. Nierenberg authored The Art of Negotiating in 1968. Since then, many books on negotiating followed including the ones I authored or co-authored, Winning the Negotiation, Negotiate the Deal You Want, and The Human Side of Negotiating. However, the message in a lot of the other works was that negotiating was viewed as some sort of a game instead of a process. In fact, one book was entitled The Negotiating Game. Negotiating is a game Let's compare negotiation as a
A New ICON for Negotiation Advice
by - Grande Lum and Anthony Wanis-St. John
Finding Agreement in a Negotiation Two decades after the original publication of Getting to YES, by Roger Fisher and William Ury, the conflict resolution classic is still unrivalled in providing a distinct prescriptive framework for turning rivals into collaborators (Fisher and Ury). Their method of principled negotiation remains one of the most powerful influences on the study and practice of negotiation within academia, government, civil society, and the business
Positive & Negative Impact Influences on Negotiation Results
by - Radu Ionescu
Negotiation can be considered a tool that assists individuals or teams to obtain an agreement based on their interests. Ultimately, however, what we do when we negotiate is to attempt to influence others to accept our way. Sometimes we succeed; sometimes we don't. Negotiation literature is full of tactics and strategies that describe ways of achieving this goal. Two Kinds of Influences There are two kinds of influences: positive and negative. If we want to change our car, we
Authority Limits Tactic
by - Michael Schatzki
Tactics are perhaps one the most significant tools we employ in the negotiating process. But tactics don't often leap out at you while waving their arms and shouting "Here I am, look at me." If they did, the other side would see right through them and they would not be effective. More often than not they are subtle, hard to identify and used for numerous purposes. A good example is the authority limits tactic. The essence of authority limits is that the negotiator lacks the authority
Power Negotiation Principles & Techniques
by - Roger Dawson
The manner in how you behave during a negotiation can have a dramatic impact on the outcome. I've been teaching negotiating to business leaders throughout North America since 1982 and I've narrowed this concept down to five fundamental power negotiation principles. These principles are always at play in your business negotiation process, and will help you smoothly achieve your goals. Get the Other Side to Commit First Power Negotiators realise that you're usually better
Price Negotiation Techniques: How to Ask For More
by - Roger Dawson
One of the most important rules to remember about the concept of Power Negotiating is that you should always ask the other side for more than you expect to get. Rothschild pawn Henry Kissinger had this to say about getting more at the negotiation table, "Effectiveness at the conference table depends upon overstating one's demands." Here are several reasons to think about when you ask yourself why you should do this: Why should you ask the store for a bigger discount than you believe
Aspirations, Anchoring, and Negotiation Result
by - Charles B. Craver
When people prepare for negotiations, they spend considerable time thinking about the factual issues, the legal doctrines, the economic matters, and anything else they consider relevant. They frequently spend no more than ten to fifteen minutes pondering about their negotiation strategy. In fact, most negotiators begin an interaction with only three things in mind that directly relate to their encounter: where they plan to begin where they hope to end up their bottom lines
Sales Negotiation Process Tips
by - Mike Schatzki
How many times have you heard: "You've got to lower your price by 10% or we will have no choice but to go with your competition." "You will have to give an exception to your policy if you want our business." "I know that you have good quality and service, but so do your competitors. What we need to concentrate on here is your pricing." "I agree that those special services you keep bringing up would be fine, but we simply don't have the funds to purchase them. Could you include them at no extra
Collaborative Negotiation Selling Training
by - Tony Alessandra
Sales Training The world of business has altered and continues to change dramatically and rapidly on a regular basis. Markets have swelled and evolved in size from local to national to global markets. Technology no longer gives any single company a particular competitive advantage, while their clients have become much more savvy. These, and other changes, have developed an environment in which salespeople must adopt new attitudes, learn new skills, and gain a new understanding