Hacker
Professional
- Messages
- 1,044
- Reaction score
- 812
- Points
- 113
All negotiations are essentially bargaining, even if they do not involve money: you offer something of your own, and in return you want to get something else's. We were all great negotiators once, because we were kids. Children are ruthless, not prone to reflection, do not know the word “compromise”, perfectly see the weaknesses of their parents and know how to use them. They set extremely high demands and are convinced that their parents can always give them what they want right here and now.
Donkeys. They firmly adhere to their principles and are characterized by a tendency to “ill-conceived, predictable and stubborn resistance.” They achieve little.
Sheep. They go where they are led. They are afraid of upsetting or angering their opponents, enjoy small things, and prefer capitulation to battle.
Foxes. They are distinguished by a fair amount of pragmatism and resourcefulness. They are well aware of what is happening. Easily “eat” Donkeys and Sheep.
Owls. They see far ahead, are able to anticipate the course of events, and try to build strong relationships with the other side.
Always bargain
Negotiations are not a competition, their goal is not to defeat the enemy, but to achieve the goal. It is important to find a balance between what you have and what the other party needs: to buy (or sell) the product on the most favorable terms for you and the other party's satisfaction. Finding this balance is the art of the negotiator. The worst thing a negotiator can do to another negotiator and to himself is to accept the first offer. A deal made in this way will not bring satisfaction to anyone.
As soon as prices collapse, so does everything else! That's why it's so important to hold your price to the last.
It makes sense to bargain even in the case of a firmly established, fixed price. In fact, such prices simply do not exist. The proof of this is the sales regularly organized by retail stores. There are many ways to question and knock down a fixed price. For example, you can find out what discount is due if you cancel the warranty or if you make a related purchase (a table and chairs for it), with a 100% prepayment.
An offer made out of hand-without effort, without trade-undermines their [negotiators'] faith in the deal and in themselves
Give up? Only after you
Many negotiators believe that small, voluntary concessions will help them weaken or win over the other side. This is a misconception. The opponent (the designation is conditional, it is more correct to perceive the other side not as opponents, but as negotiating partners) may see in concessions not good will at all, but weakness. Why should he reciprocate? He gets what he wants anyway. As for the notion “Small concessions help to move the negotiations from a dead end", in reality, only the position of the conceding party is shifted.
If the other party is willing to make voluntary concessions, you don't have to make them at all. "Nothing for nothing” is the most important rule of negotiation. And if you still have to take a step forward, then make sure that the other side also takes it, and preferably wider. No one is in a hurry to step forward? In this case, the most useful word of the negotiator – “if " - will help to avoid a deadlock. You should start any offers and forced concessions with it: “If you save a little, I'll buy it right now”, " If you pay for delivery, we'll take a large batch”.
"Unit price” is one of the favorite tricks of buyers. Drop one cent from each bottle of soda, they suggest, it's a mere trifle, you will not lose anything. To avoid falling for this trick, multiply one cent by the number of bottles you are going to sell.
Keep the price down. Protect your price
One of the proven ways to bring down the price is to surprise with the first offer. If you sell, you will bid an incredibly high price; if you buy, you will bid an incredibly low price. Such a shock approach, a hard start, allows you to create a very wide field for trading. In addition, it forces the other party to question their initial price expectations and possibly revise them. However, your proposal must be realistic, otherwise the start will not be a shock, but a stupid one. It's hardly worth starting bidding for the Empire State Building at $ 200.
It is necessary to make a firm decision: no matter what the behavior of the other party is – heavy, compromise or any other, it will not affect the final result.
The “Mother Hubbard method”will help the buyer learn how to start hard. As the English song goes, Mother Hubbard went to feed her little dog, even opened the cupboard, but it was empty. In other words, you need to convince the seller of your firm intention to buy their product, and then just as convincingly explain that you can not pay the stated price. Let's say you buy office equipment for the office. Ask them to make a presentation, meet with the salesperson several times, and make them rub their hands together in anticipation of the deal.
When we stop considering price as the main subject of negotiations, we begin to understand how to make truly profitable deals – successful both for you and for the other party
If you are a seller, you must protect your price to the last. At the same time, it is not necessary to stubbornly repeat “ " The price is not discussed…"Negotiate further, but change not the price, but the package of offers – the set of properties and qualities that are inherent in your product. This can include color, weight, quality, delivery conditions, storage, or insurance. By changing the offer packages, you open up a very wide negotiation space. At the same time, you stop seeing the price as the main subject of negotiations and the main obstacle to making a deal.
Whose side is the force, or How to resist tough negotiators
It is considered that the seller has the strongest position in negotiations. In fact, it all depends on the perception. When you think that the other side is stronger, it really becomes stronger. When you think you're stronger, you are. A programmer who comes to a job interview loses his bargaining power when he begins to believe that the crowd gathered at the office is his competitors. Although these people might have come for a different reason, or potential employers specifically hired extras.
To disempower the seller, buyers often use props – for example, lay out catalogs of competitors on the table. Props can also be more expressive. The buyer arrives to negotiate the sale of the hotel by helicopter. This makes such an impression on the hotel owner that he easily discounts 30 thousand pounds without even thinking about the fact that he was given dust in his eyes (the cost of renting a helicopter is 1600 pounds). The antidote to these kinds of tricks, which often hide a rather precarious financial situation, is your awareness that this is a set piece.
Tough negotiations are another way to influence the other side. They pursue a single goal – to take you by surprise, to unsettle you. Experts advise: answer even more harshly. But such muscle-flexing can stymie negotiations. On the other hand, a soft answer in such a situation is a serious mistake. What should I do? The surest way is to separate the behavior of a tough negotiator from the final result. He can shout, throw insults, bang his fists on the table, and you repeat to yourself like a mantra: "His behavior will not affect the outcome in any way."
“The most important thing to remember in negotiations, even if you forget everything else – is to pre-empt all your offers and concessions with the word IF.
You can also become a tough negotiator. You don't have to practice aggressive behavior to do this. On the contrary, you can speak in a soft tone and demonstrate good manners, but at the same time know the value of yourself and your offer, and maintain a “firm position and determination”. Inner firmness will give you the ability to say a decisive " no " to any proposal that does not suit you.
If you continue to feel insecure in the negotiations, fearing personal hostility on the part of the opponent, it makes sense to use the tactic of "punishment". To do this, you will have to come up with a client who allegedly gave you an order: "My boss forbade me to reduce the price”" The "order" tactic is often used when selling second-hand items: “My brother said it cost at least $ 100,” and when you don't have the guts to directly refuse to buy: “I'm afraid my wife will be against it.” When using this tactic, you should be flexible.
There are no small things in the negotiation process
even when it comes to a contract for a small amount. First, a bargain price in one market can turn out to be a real robbery in another. Second, avoid the “one-van contract” (one van, $ 1,000, one-month rental). Such a simple and clear contract does not protect any of the parties: no one is responsible for anything under it. The tenant may suddenly discover that the car has no wheels. And the landlord risks getting another car back. To avoid this situation, you need to ask a lot of questions, each of which will begin with " what if...".
When the other party violates their obligations or demonstrates incompetence, do not start negotiations with complaints and complaints. This is fraught with a waste of energy and a negative reaction in response. If you are dissatisfied with something, do not complain, but offer a way out of the situation. If you do not prepare a solution to the problem, you give the other party the right to do so, and they will try to find the most profitable option for themselves, and not for you.
Open threats in negotiations are a vicious practice. They very rarely lead to the expected result, usually provoking retaliatory threats. Much more often, hidden threats are used, disguised by subtle hints. A threat does not mean that you are pinned to the wall. The choice remains, albeit limited. One of the possible behaviors is to explain to your opponent what a mutual confrontation will lead to. But the best way to protect against a threat is to not depend too much on a single source, such as a supplier.
A powerful weapon of the negotiator is "interest-based bargaining". It includes the following elements: a question (for example, setting up deliveries), a position (on what specific terms deliveries will be arranged), interests (why you want deliveries to be arranged on such terms). Position and interests are inseparable from each other: by appealing to the interests of the other party, you can influence their position. The opposite conclusion is also true. Therefore, if there is a conflict of interest, you should move on to discussing the position.
Donkeys. They firmly adhere to their principles and are characterized by a tendency to “ill-conceived, predictable and stubborn resistance.” They achieve little.
Sheep. They go where they are led. They are afraid of upsetting or angering their opponents, enjoy small things, and prefer capitulation to battle.
Foxes. They are distinguished by a fair amount of pragmatism and resourcefulness. They are well aware of what is happening. Easily “eat” Donkeys and Sheep.
Owls. They see far ahead, are able to anticipate the course of events, and try to build strong relationships with the other side.
Always bargain
Negotiations are not a competition, their goal is not to defeat the enemy, but to achieve the goal. It is important to find a balance between what you have and what the other party needs: to buy (or sell) the product on the most favorable terms for you and the other party's satisfaction. Finding this balance is the art of the negotiator. The worst thing a negotiator can do to another negotiator and to himself is to accept the first offer. A deal made in this way will not bring satisfaction to anyone.
As soon as prices collapse, so does everything else! That's why it's so important to hold your price to the last.
It makes sense to bargain even in the case of a firmly established, fixed price. In fact, such prices simply do not exist. The proof of this is the sales regularly organized by retail stores. There are many ways to question and knock down a fixed price. For example, you can find out what discount is due if you cancel the warranty or if you make a related purchase (a table and chairs for it), with a 100% prepayment.
An offer made out of hand-without effort, without trade-undermines their [negotiators'] faith in the deal and in themselves
Give up? Only after you
Many negotiators believe that small, voluntary concessions will help them weaken or win over the other side. This is a misconception. The opponent (the designation is conditional, it is more correct to perceive the other side not as opponents, but as negotiating partners) may see in concessions not good will at all, but weakness. Why should he reciprocate? He gets what he wants anyway. As for the notion “Small concessions help to move the negotiations from a dead end", in reality, only the position of the conceding party is shifted.
If the other party is willing to make voluntary concessions, you don't have to make them at all. "Nothing for nothing” is the most important rule of negotiation. And if you still have to take a step forward, then make sure that the other side also takes it, and preferably wider. No one is in a hurry to step forward? In this case, the most useful word of the negotiator – “if " - will help to avoid a deadlock. You should start any offers and forced concessions with it: “If you save a little, I'll buy it right now”, " If you pay for delivery, we'll take a large batch”.
"Unit price” is one of the favorite tricks of buyers. Drop one cent from each bottle of soda, they suggest, it's a mere trifle, you will not lose anything. To avoid falling for this trick, multiply one cent by the number of bottles you are going to sell.
Keep the price down. Protect your price
One of the proven ways to bring down the price is to surprise with the first offer. If you sell, you will bid an incredibly high price; if you buy, you will bid an incredibly low price. Such a shock approach, a hard start, allows you to create a very wide field for trading. In addition, it forces the other party to question their initial price expectations and possibly revise them. However, your proposal must be realistic, otherwise the start will not be a shock, but a stupid one. It's hardly worth starting bidding for the Empire State Building at $ 200.
It is necessary to make a firm decision: no matter what the behavior of the other party is – heavy, compromise or any other, it will not affect the final result.
The “Mother Hubbard method”will help the buyer learn how to start hard. As the English song goes, Mother Hubbard went to feed her little dog, even opened the cupboard, but it was empty. In other words, you need to convince the seller of your firm intention to buy their product, and then just as convincingly explain that you can not pay the stated price. Let's say you buy office equipment for the office. Ask them to make a presentation, meet with the salesperson several times, and make them rub their hands together in anticipation of the deal.
When we stop considering price as the main subject of negotiations, we begin to understand how to make truly profitable deals – successful both for you and for the other party
If you are a seller, you must protect your price to the last. At the same time, it is not necessary to stubbornly repeat “ " The price is not discussed…"Negotiate further, but change not the price, but the package of offers – the set of properties and qualities that are inherent in your product. This can include color, weight, quality, delivery conditions, storage, or insurance. By changing the offer packages, you open up a very wide negotiation space. At the same time, you stop seeing the price as the main subject of negotiations and the main obstacle to making a deal.
Whose side is the force, or How to resist tough negotiators
It is considered that the seller has the strongest position in negotiations. In fact, it all depends on the perception. When you think that the other side is stronger, it really becomes stronger. When you think you're stronger, you are. A programmer who comes to a job interview loses his bargaining power when he begins to believe that the crowd gathered at the office is his competitors. Although these people might have come for a different reason, or potential employers specifically hired extras.
To disempower the seller, buyers often use props – for example, lay out catalogs of competitors on the table. Props can also be more expressive. The buyer arrives to negotiate the sale of the hotel by helicopter. This makes such an impression on the hotel owner that he easily discounts 30 thousand pounds without even thinking about the fact that he was given dust in his eyes (the cost of renting a helicopter is 1600 pounds). The antidote to these kinds of tricks, which often hide a rather precarious financial situation, is your awareness that this is a set piece.
Tough negotiations are another way to influence the other side. They pursue a single goal – to take you by surprise, to unsettle you. Experts advise: answer even more harshly. But such muscle-flexing can stymie negotiations. On the other hand, a soft answer in such a situation is a serious mistake. What should I do? The surest way is to separate the behavior of a tough negotiator from the final result. He can shout, throw insults, bang his fists on the table, and you repeat to yourself like a mantra: "His behavior will not affect the outcome in any way."
“The most important thing to remember in negotiations, even if you forget everything else – is to pre-empt all your offers and concessions with the word IF.
You can also become a tough negotiator. You don't have to practice aggressive behavior to do this. On the contrary, you can speak in a soft tone and demonstrate good manners, but at the same time know the value of yourself and your offer, and maintain a “firm position and determination”. Inner firmness will give you the ability to say a decisive " no " to any proposal that does not suit you.
If you continue to feel insecure in the negotiations, fearing personal hostility on the part of the opponent, it makes sense to use the tactic of "punishment". To do this, you will have to come up with a client who allegedly gave you an order: "My boss forbade me to reduce the price”" The "order" tactic is often used when selling second-hand items: “My brother said it cost at least $ 100,” and when you don't have the guts to directly refuse to buy: “I'm afraid my wife will be against it.” When using this tactic, you should be flexible.
There are no small things in the negotiation process
even when it comes to a contract for a small amount. First, a bargain price in one market can turn out to be a real robbery in another. Second, avoid the “one-van contract” (one van, $ 1,000, one-month rental). Such a simple and clear contract does not protect any of the parties: no one is responsible for anything under it. The tenant may suddenly discover that the car has no wheels. And the landlord risks getting another car back. To avoid this situation, you need to ask a lot of questions, each of which will begin with " what if...".
When the other party violates their obligations or demonstrates incompetence, do not start negotiations with complaints and complaints. This is fraught with a waste of energy and a negative reaction in response. If you are dissatisfied with something, do not complain, but offer a way out of the situation. If you do not prepare a solution to the problem, you give the other party the right to do so, and they will try to find the most profitable option for themselves, and not for you.
Open threats in negotiations are a vicious practice. They very rarely lead to the expected result, usually provoking retaliatory threats. Much more often, hidden threats are used, disguised by subtle hints. A threat does not mean that you are pinned to the wall. The choice remains, albeit limited. One of the possible behaviors is to explain to your opponent what a mutual confrontation will lead to. But the best way to protect against a threat is to not depend too much on a single source, such as a supplier.
A powerful weapon of the negotiator is "interest-based bargaining". It includes the following elements: a question (for example, setting up deliveries), a position (on what specific terms deliveries will be arranged), interests (why you want deliveries to be arranged on such terms). Position and interests are inseparable from each other: by appealing to the interests of the other party, you can influence their position. The opposite conclusion is also true. Therefore, if there is a conflict of interest, you should move on to discussing the position.
