Negotiating
How to start a negotiation
The successful negotiations begin before sitting for the deal well in advance, whatever individuals skilled in the negotiations, they - in fact - will be in a particularly bad while sitting in front of opponents did a better job of them in planning their goals in advance. Even to achieve your goals of the negotiations that you know what you want and also what he wants the other party.
In addition, before beginning to negotiate a long time, you have to determine the alternatives available to you in case of failure of the negotiations. This is because whenever the best alternatives, the greater the strength of your position when negotiating. The knowledge of the best alternative to the other side is another source of power in the negotiation. But, despite the imperative that if you must know the best alternative for you and try to estimate the spectrum of available alternative to the other side, you should know that most people do not do a good job with the appreciation values of alternatives. For example, put (LAX) experience involving the value of the company up for sale, "even the existence of accurate information about the status of the work Kalmesagneat the final lists of profits and losses, and doing its ruling" and says: Those charged with buying the company who was traditionally guess low value to the extent that they can, while giving the era to them the sale figures for the value is higher than the best estimates. and tends arbitrators Alehiadion to put an end to price is likely somewhere between the two estimates. "So that the values of alternatives can be influenced by your opinion personal, so be envisaged for a fact that might possible, and discuss your ideas with a neutral third party. no There negotiator in a weaker position from which does not have an alternative to a deal, where can the other side in this case to dictate the terms "The alternative is losing accept the deal."
There is something else must be put into consideration in advance: the limits of negotiation, or more specifically, what you can give him until you get what you want.
Easy - for example - to determine the price you'll pay one of the elements if you hold a special deal with some purchases of traditional customary in your network, but even those transactions that seem routine may become more complex in some cases, so when you go to negotiate the price. The active, then all sorts of variables, which affects what you can pay, if were not have thought in advance that it may insist a lack of flexibility on the price you specified, or are forced to do some budgeting fast even to reach a new number, which could lead an agreement is not satisfactory.
In the introduction to these factors, there are several aspects of the planning negotiation often began to be overlooked, for instance how to prepare written submissions, and how to address the items non-negotiable, but a decision to negotiate or not at all. When define your goals in advance, will not be - most likely - likely to fall trapped in the minimum target that can be dictated by the conditions and accept anything. What happens is that an individual who has as little of the setup except for the acceptable price will tend to stop negotiating when up to this price, then walk away satisfied with the deal, the good obtained, without realizing how much money to leave the negotiating table.
The most important step you have taken before the start of negotiations is to define the goals of the negotiations, and therefore the failure to take this step properly can put you in the center of bad during the negotiations, where do not know how to behave at the negotiating tactics of the opponent.
Taking this step will help you to:
* Forces you to think about goal setting as you want, and the reasons for that, and you're ready to give him in exchange for it.
* Helps you determine the objective in the provision of concessions and settlements in the progress of negotiations.
* Protects defining the goal of reaching agreements is studied.
* Meticulously planned strategy will help you avoid the chaos and disorder, which can be exploited by your opponent.
* Helps you determine the target to increase the speed of the negotiation process itself.
* Helps you determine the target to avoid the failure of negotiations with the interruption in the negotiations often arises from a lack of preparation.
* Most of all is that goal setting allows you to access a better deal. Any discount you probably would be reasonable if you can show him from the beginning that you know what you want.
In general, the time allocated for the preparation of your goal of negotiation will bring you a lot of benefits when you sit to the negotiating table is already in order to reach an agreement.
The planning of the negotiating goals lay the foundation first began negotiations. It is essential to continue to build on this foundation to think about what your opponent is done. This is a matter of requirements that can not be ignored, as it may be that determines the success or failure during the negotiations. Moreover, the objectives of the other party may be very different from what you think in the face of it, since they may be to discount a hidden agenda, and the failure to recognize this targets can expose you to fall in a negotiated stalemate. Of course, once negotiations begin in earnest, you'll learn what your opponent is seeking to achieve more. In any case, the allocation of time to analyze the strategic potential of the deduction before the start of negotiations gives you a better start towards achieving your goals.
In order to succeed in achieving such a beginning, must be trying to determine the objectives of the negotiating opponent, and then trying to balance between them and your goals. It is also useful to consider the strategic potential Ciozvha discount to achieve what he wants. This requires it to assess the strengths and weaknesses of the rebate center so that they can effectively refute the arguments put forward by the negotiating table.
This assessment will reduce the likelihood of surprises to face when the negotiations began.
It is also useful to think of individuals who will negotiate with them, do they have the authority allowing them to reach agreement? Or that the key decisions taken by others will not participate actively in the negotiations?
Moreover, it appeared that the negotiations will be complex, or you do not feel comfortable with confrontation, it might be useful to conduct an experiment with members of your team. This experience will show you whether you are prepared properly or not.
The other side when it comes to the negotiating table, it is important to pay things toward the beginning of a series, by relieving the tension that sometimes dominated the atmosphere of Home
Vadakkaiq first determine the atmosphere of the negotiations and their results. Therefore, to avoid confrontations at the beginning and if you disagree with the positions of the other party is not unnecessarily controversial, but say: I understand your point of view The others felt such a feeling We have already felt the same feeling, but we found that (and then present your point of view calmly)
For this method friendly understands the effect of a strong and high capacity to defuse the confrontation at the first meeting of its importance, also allows you the approval and rejection at the same time.
It is important to be careful when involved in the negotiations, and therefore you need to know: what you would say before starting to speak.
The impulse-control during the negotiations are necessary to avoid the errors that result from anger. Moreover, the hostile atmosphere makes the convergence of views and reach an agreement difficult. In fact, the more heat the discussions, the more likely failure of the negotiations without the slightest hope of completion. Certainly not always easy to control the emotions, especially if you're trying to reach an agreement with the discount is not a friendly, and worst of this is that some negotiators are trying to deliberately provoke their opponents until they fall into error.
But the opponent may become aggressive for several reasons, the first blackout on the fact that the negotiating position is supported by the facts. To overcome this obstacle, may try to discount to pay the other party to the submission by threat and intimidation. If you have been such a trick, ignore it simply, an individual act angry as falling into enemy hands. Confirmed your position calmly, and wait until he cools down your opponent.
May become angry opponent is also in the hope that this makes you feel like to fall in transient errors, and if I met fire with fire will fall - most likely - these errors in transit. Inexperienced negotiators fall prey to anger because of frustration sometimes, because of the acute pressure of protracted negotiations at other times.
With that discount phishing tactic used by some negotiators, it is best to avoid this method. Vtsna anger deliberately to push the opponent to concede is fraught with risks more positive results. When provoke your opponent on the one hand, would open the door even Istthirk is also, which would not only lead to the deterioration of conditions, eliminating the hope of a compromise which is a stone the cornerstone of any agreement.
Before they enter into arrangements negotiations truth, you have to know how to bring the other party to the negotiating table, in many cases do not move topics that you want to negotiate around them forward for the simple reason that one party or more than one party do not consider themselves involved, they are satisfied with the status do not expect anything to negotiate with you, and if they have the power of organizational greater than those you are providing, you may walk away from you "rudely" models of observations such as "I do not think that there is reason to discuss this matter, a solid good" or "that we have is subject to the maximum budget until I can not discuss the matter months ago. "
Says Judith Williams and Deborah Kolb in their book (Harvard Business Review): "The resistance is a natural part of the route of the informal negotiating, and any interest Ciocef that hear just when you thought someone two things: that the other party has something he wishes, and that one's goals will not met without giving something in return.
So: a willingness to negotiate is a recognition of mutual need.
And more precisely: to be the opposition to conclude that they will be in a better position if they negotiated with, and in a worse situation if refrained from entering into negotiations. And here is proposed to Williams and Culp three things you can do to help negotiators reluctant to get to this conviction:
- The incentives: what are the needs of the person AC? Money?, Time?, Support, and support? Decided these needs and then shove it because they are potential benefits for the negotiations. For example, if your boss or director of sales hesitant because you the time to re-design a system for the company's inventory, the explanation that the sophisticated system will help in solving one of its problems _ sales lost due to lack of inventory system _.
- Put a price for the status quo: most eloquent of the cost implications of the non-negotiation. Was trying to secure a job offer with another company if Matalk Director to discuss your salary increase. This may force the manager to negotiate or face a costly and time-consuming if he wanted to hire another person to your place. "That is, between a price situation."
_ Marshal support: Allies can achieve the money it can sometimes other measures. For example, if your manager in the previous example, insisted that does not give you time for you to improve inventory system, look to the allies have influence regulatory and defended in order to Inasroa your goal, for example, could finance officer to support any plan to improve inventory management, he knows that better management of inventory means fewer requirements for working capital, which makes the plan look good. When the Director finds that it arrived at the senior management, it is likely that he would accept to negotiate.
When you use one or more of these arrangements, you will see the benefit of the other party in the negotiation with you. And thus the other side have come to the negotiating table. When it becomes important to push things toward the beginning of a series of exercises and begin to negotiate.
And negotiating maneuvers in three phases which will remind them of a detailed opening exercises and maneuvers the intermediate phase and then closing exercises
Opening exercises:
The first stage beginning when negotiating any kind of negotiations and here you must know something important is allegedly unlawfully come right this very important point which must ask more than you expect because if you asked just what you are hoping to get it will not allow you more room to negotiate a from the very axioms because in this case it would not be favorable conditions for winning because if you decide to get stuck with it you will be facing a position not likely to one of two things only two, namely acceptance or rejection. And thus may make the other side stand the loss or felt as if I asked more than you expect you will keep the parties away from the sense or feeling of loss because things will converge concessions in the negotiations. But sometimes the lack of the ability of the interviewer may ask you to negotiate an increase corresponds to what you expect and accepted by the other party and thus has earned you more than you expect. If not, and pretended to make concessions to the other party must be provided in return for whatever the amount.
Now the question What is the amount of the increase that you have to request?
In order to answer this question, you must first identify and define your goal and then present the offer is higher than the goal amount by the Party after they return from the target.
Example:
Dealer property wants to sell House at $ 400 thousand euros and you do not want to pay only 350 thousand euros if the difference between you approximately 50 thousand, here you must know that the difference 50 thousand and must be submitted less than you want to pay 50 thousand subjected to 300 thousand only.
This way you have created an atmosphere and room for negotiation and will Icodkma negotiation of concessions between the parties to pray in the region, the center which you give up to pay 50 thousand to 350 is waived for 50 thousand to sell 350 thousand and thus these negotiations successful and give a feeling for both parties that they gain no Ikhosra in and selling their concessions equal. The seller when it finds a waiver of 50 may have a feeling that he lost, but will dissipate this feeling when you know you also waived and pushed further abdication fifty thousand as much as any that ye are equivalent and you both will earn in Abiekma example.
So: a student more than you expect for the following reasons:
1 - You could already get what you demand.
2 - allows you to claim a lot more space to negotiate
3 - enhance the value of the offer, which provided
4 - will help you avoid an impasse
5 - creates an atmosphere you feel the other party that he had won.
"Yes, for less than ever to view the first" If I said yes, to approve the first offer, you will inevitably raise doubts as to the other side you will have to sneak him directly he had signed the deal is lost. And this is the nature of human psychology can not be ignored and must be introduced, for example if I asked you to buy the building and requested and offered you the sum of half a million for example, and you agreed to direct.
Do not you think that you are after a few moments you will regret, says Whitney asked for more because I agreed. Will surely say that you suspect may not be able to evaluate the building and only for what you have paid directly without joints. The same thing with me regret it and I say why not show the less. While it may be worth building ...) for this:
(Do not accept the first offer).
One of the reasons I accepted the offer to have such preconceptions of what can get it if the show was more than what you envisioned, then find what you are tempted by accepting .. ..
So we must avoid the temptation and do not put preconceptions.
Reject the proposals of the counterparty and performances with surprise and must be a surprise and apparent rejection of you as a reaction to the proposals of the other party. When the other party notes that surprise and rejection, it starts here in making concessions to you. Therefore, this surprising and rejection if you did not seem apparent to the other party, it will be less flexibility you have the sneaking feeling that you are on the verge of approval. But the body language here is very significant influence in the negotiation will be mentioned later.
Must always be Mtmana Whether you're the seller or buyer buyers if they saw you excited for sale just make sure that they will undervalue their offer to sell If you Mtmana the counter-party buyer will gets the feeling or sense that it must raise the display to complete the transaction.
And has thus expanded the field of negotiation before it begins.
Also to begin the right start will ensure you a successful conclusion, there is a set of "tricks" negotiating called: the beginning of the negotiation tricks
Will review them briefly:
- Use the method binding: The most effective tricks, it will lower he goes and when it is applied.
He mere mention of this simple expression: "You can be a better offer than that." No more, no less. But how??
Let's assume you own a small company for the production of certain material and sells its products wholesale, you are As the owner of the company may contact the distributors for the sale of your production, and the buyer to listen to your offer and identify the structure of the price of the product, did not know that the buyer is fully agreed with the supplier present, and did not have desire to give it up, but he has made an effort to convince himself to accept your product. You will find this is finally the person is saying: I am the ultimate reconciliation with the company that supplied me right now, but I do not mind in order to reserve the use of vendor suppliers urged to do more, I can buy you a load of one car, provided that the price is reduced by "as well."
In this case you must resort to a trick-binding and answer him with the utmost calm: "I'm sorry, but the offer must be better than that"
If an experienced negotiator will tell you instantly by using the trick interview, saying: "To what extent do you want me to exactly the level of the best offer?"
"Negotiator here trying to force you to identify Mtbak." However, what usually happens is the occurrence of non-veteran negotiator in the trap and even gave up the most space in the plantings of negotiating only to respond to this statement.
The next step if, after throwing the words "Only you can provide what is best? Be silenced! Hist nor uttered a word. May initiate the other party immediately to provide a waiver of a so-called sales people", the words static "and they are learning it is always in the first week of work. present the offer and then fall silent, the other party may answer you immediately: "Yes," so it would be foolish to say a single word to receive a response before the counterparty either acceptance or rejection.
"He sat two sales people at the table of negotiations, one of whom was seeking to buy a property from the other party, so the buyer to provide display and then silence, just as learning at the School of assets sales, the sales man the most experienced realized immediately that the first party uses a trick phrase silent, Valtzm silence also. continued silence minutes, so the negotiator, the most experienced broken the silence that wrote on the paper "resolution" (Note that he does not speak), and deliberately made a mistake drafting the floor. and the payment of paper across the table to negotiating the other, looked at the other end to the floor and said without thinking: We have misspelled the word resolution. " Once they started talking did not stop talking breaks by saying: that were not ready to accept the offer, may I can offer an additional $ 2000 but I will increase upon it. I have started to re-negotiate with the presentation of the will not get a response the other party.
The use of the method binding means: that is veteran negotiator to view the other party or his hand, saying: I am sorry you can not provide what is better than this? Then silent.
If:
- Resort to the method binding to respond to the offer or offer Interviewer: "You must be a better offer than that,"
- If the other party resorted to this method, use the trick interview, saying: "To what extent do you want me to exactly the best accidental?" Forcing the other party to determine a claim.
- Focus your mind in the value of the amount you negotiate for it, and you should be more interested in gross terms of the deal.
- The negotiation of the strong is the shortest way to make a profit.
But there remains an important question: If you are demanding what is more than you expect to get it to what extent you can ask??
Answer here is: that you must restrict your goal, you must offer principled compromise between the supply and the objective sought to achieve it, as it should be as well as for the other party, that is a compromise between his initial goal, which seeks to achieve. For example:
Requests the car's owner $ 15 thousand dollars, while you want to buy $ 13 thousand, this means that the initial offer should be 11 thousand dollars.
- As a salesman, is a buyers offer $ 16 price for the commodity and you see that $ 17 is the price appropriate, the principle of limitation here dictates you have to start at the price $ 18, it ended up in the middle of the distance between you, it means you were able to hit your goal.
This does not mean at all that the deal must be held always in the middle of the distance between the two parties, but you can always tends to assume that this were not possess sufficient information to change the situation of principle. And always assume you will reach the mid-distance between the initial situation for both presentations. Watch it will be surprised by the amount of the validity of this principle.
Note that this case applied to the principle of limitation:
How to start a negotiation
The successful negotiations begin before sitting for the deal well in advance, whatever individuals skilled in the negotiations, they - in fact - will be in a particularly bad while sitting in front of opponents did a better job of them in planning their goals in advance. Even to achieve your goals of the negotiations that you know what you want and also what he wants the other party.
In addition, before beginning to negotiate a long time, you have to determine the alternatives available to you in case of failure of the negotiations. This is because whenever the best alternatives, the greater the strength of your position when negotiating. The knowledge of the best alternative to the other side is another source of power in the negotiation. But, despite the imperative that if you must know the best alternative for you and try to estimate the spectrum of available alternative to the other side, you should know that most people do not do a good job with the appreciation values of alternatives. For example, put (LAX) experience involving the value of the company up for sale, "even the existence of accurate information about the status of the work Kalmesagneat the final lists of profits and losses, and doing its ruling" and says: Those charged with buying the company who was traditionally guess low value to the extent that they can, while giving the era to them the sale figures for the value is higher than the best estimates. and tends arbitrators Alehiadion to put an end to price is likely somewhere between the two estimates. "So that the values of alternatives can be influenced by your opinion personal, so be envisaged for a fact that might possible, and discuss your ideas with a neutral third party. no There negotiator in a weaker position from which does not have an alternative to a deal, where can the other side in this case to dictate the terms "The alternative is losing accept the deal."
There is something else must be put into consideration in advance: the limits of negotiation, or more specifically, what you can give him until you get what you want.
Easy - for example - to determine the price you'll pay one of the elements if you hold a special deal with some purchases of traditional customary in your network, but even those transactions that seem routine may become more complex in some cases, so when you go to negotiate the price. The active, then all sorts of variables, which affects what you can pay, if were not have thought in advance that it may insist a lack of flexibility on the price you specified, or are forced to do some budgeting fast even to reach a new number, which could lead an agreement is not satisfactory.
In the introduction to these factors, there are several aspects of the planning negotiation often began to be overlooked, for instance how to prepare written submissions, and how to address the items non-negotiable, but a decision to negotiate or not at all. When define your goals in advance, will not be - most likely - likely to fall trapped in the minimum target that can be dictated by the conditions and accept anything. What happens is that an individual who has as little of the setup except for the acceptable price will tend to stop negotiating when up to this price, then walk away satisfied with the deal, the good obtained, without realizing how much money to leave the negotiating table.
The most important step you have taken before the start of negotiations is to define the goals of the negotiations, and therefore the failure to take this step properly can put you in the center of bad during the negotiations, where do not know how to behave at the negotiating tactics of the opponent.
Taking this step will help you to:
* Forces you to think about goal setting as you want, and the reasons for that, and you're ready to give him in exchange for it.
* Helps you determine the objective in the provision of concessions and settlements in the progress of negotiations.
* Protects defining the goal of reaching agreements is studied.
* Meticulously planned strategy will help you avoid the chaos and disorder, which can be exploited by your opponent.
* Helps you determine the target to increase the speed of the negotiation process itself.
* Helps you determine the target to avoid the failure of negotiations with the interruption in the negotiations often arises from a lack of preparation.
* Most of all is that goal setting allows you to access a better deal. Any discount you probably would be reasonable if you can show him from the beginning that you know what you want.
In general, the time allocated for the preparation of your goal of negotiation will bring you a lot of benefits when you sit to the negotiating table is already in order to reach an agreement.
The planning of the negotiating goals lay the foundation first began negotiations. It is essential to continue to build on this foundation to think about what your opponent is done. This is a matter of requirements that can not be ignored, as it may be that determines the success or failure during the negotiations. Moreover, the objectives of the other party may be very different from what you think in the face of it, since they may be to discount a hidden agenda, and the failure to recognize this targets can expose you to fall in a negotiated stalemate. Of course, once negotiations begin in earnest, you'll learn what your opponent is seeking to achieve more. In any case, the allocation of time to analyze the strategic potential of the deduction before the start of negotiations gives you a better start towards achieving your goals.
In order to succeed in achieving such a beginning, must be trying to determine the objectives of the negotiating opponent, and then trying to balance between them and your goals. It is also useful to consider the strategic potential Ciozvha discount to achieve what he wants. This requires it to assess the strengths and weaknesses of the rebate center so that they can effectively refute the arguments put forward by the negotiating table.
This assessment will reduce the likelihood of surprises to face when the negotiations began.
It is also useful to think of individuals who will negotiate with them, do they have the authority allowing them to reach agreement? Or that the key decisions taken by others will not participate actively in the negotiations?
Moreover, it appeared that the negotiations will be complex, or you do not feel comfortable with confrontation, it might be useful to conduct an experiment with members of your team. This experience will show you whether you are prepared properly or not.
The other side when it comes to the negotiating table, it is important to pay things toward the beginning of a series, by relieving the tension that sometimes dominated the atmosphere of Home
Vadakkaiq first determine the atmosphere of the negotiations and their results. Therefore, to avoid confrontations at the beginning and if you disagree with the positions of the other party is not unnecessarily controversial, but say: I understand your point of view The others felt such a feeling We have already felt the same feeling, but we found that (and then present your point of view calmly)
For this method friendly understands the effect of a strong and high capacity to defuse the confrontation at the first meeting of its importance, also allows you the approval and rejection at the same time.
It is important to be careful when involved in the negotiations, and therefore you need to know: what you would say before starting to speak.
The impulse-control during the negotiations are necessary to avoid the errors that result from anger. Moreover, the hostile atmosphere makes the convergence of views and reach an agreement difficult. In fact, the more heat the discussions, the more likely failure of the negotiations without the slightest hope of completion. Certainly not always easy to control the emotions, especially if you're trying to reach an agreement with the discount is not a friendly, and worst of this is that some negotiators are trying to deliberately provoke their opponents until they fall into error.
But the opponent may become aggressive for several reasons, the first blackout on the fact that the negotiating position is supported by the facts. To overcome this obstacle, may try to discount to pay the other party to the submission by threat and intimidation. If you have been such a trick, ignore it simply, an individual act angry as falling into enemy hands. Confirmed your position calmly, and wait until he cools down your opponent.
May become angry opponent is also in the hope that this makes you feel like to fall in transient errors, and if I met fire with fire will fall - most likely - these errors in transit. Inexperienced negotiators fall prey to anger because of frustration sometimes, because of the acute pressure of protracted negotiations at other times.
With that discount phishing tactic used by some negotiators, it is best to avoid this method. Vtsna anger deliberately to push the opponent to concede is fraught with risks more positive results. When provoke your opponent on the one hand, would open the door even Istthirk is also, which would not only lead to the deterioration of conditions, eliminating the hope of a compromise which is a stone the cornerstone of any agreement.
Before they enter into arrangements negotiations truth, you have to know how to bring the other party to the negotiating table, in many cases do not move topics that you want to negotiate around them forward for the simple reason that one party or more than one party do not consider themselves involved, they are satisfied with the status do not expect anything to negotiate with you, and if they have the power of organizational greater than those you are providing, you may walk away from you "rudely" models of observations such as "I do not think that there is reason to discuss this matter, a solid good" or "that we have is subject to the maximum budget until I can not discuss the matter months ago. "
Says Judith Williams and Deborah Kolb in their book (Harvard Business Review): "The resistance is a natural part of the route of the informal negotiating, and any interest Ciocef that hear just when you thought someone two things: that the other party has something he wishes, and that one's goals will not met without giving something in return.
So: a willingness to negotiate is a recognition of mutual need.
And more precisely: to be the opposition to conclude that they will be in a better position if they negotiated with, and in a worse situation if refrained from entering into negotiations. And here is proposed to Williams and Culp three things you can do to help negotiators reluctant to get to this conviction:
- The incentives: what are the needs of the person AC? Money?, Time?, Support, and support? Decided these needs and then shove it because they are potential benefits for the negotiations. For example, if your boss or director of sales hesitant because you the time to re-design a system for the company's inventory, the explanation that the sophisticated system will help in solving one of its problems _ sales lost due to lack of inventory system _.
- Put a price for the status quo: most eloquent of the cost implications of the non-negotiation. Was trying to secure a job offer with another company if Matalk Director to discuss your salary increase. This may force the manager to negotiate or face a costly and time-consuming if he wanted to hire another person to your place. "That is, between a price situation."
_ Marshal support: Allies can achieve the money it can sometimes other measures. For example, if your manager in the previous example, insisted that does not give you time for you to improve inventory system, look to the allies have influence regulatory and defended in order to Inasroa your goal, for example, could finance officer to support any plan to improve inventory management, he knows that better management of inventory means fewer requirements for working capital, which makes the plan look good. When the Director finds that it arrived at the senior management, it is likely that he would accept to negotiate.
When you use one or more of these arrangements, you will see the benefit of the other party in the negotiation with you. And thus the other side have come to the negotiating table. When it becomes important to push things toward the beginning of a series of exercises and begin to negotiate.
And negotiating maneuvers in three phases which will remind them of a detailed opening exercises and maneuvers the intermediate phase and then closing exercises
Opening exercises:
The first stage beginning when negotiating any kind of negotiations and here you must know something important is allegedly unlawfully come right this very important point which must ask more than you expect because if you asked just what you are hoping to get it will not allow you more room to negotiate a from the very axioms because in this case it would not be favorable conditions for winning because if you decide to get stuck with it you will be facing a position not likely to one of two things only two, namely acceptance or rejection. And thus may make the other side stand the loss or felt as if I asked more than you expect you will keep the parties away from the sense or feeling of loss because things will converge concessions in the negotiations. But sometimes the lack of the ability of the interviewer may ask you to negotiate an increase corresponds to what you expect and accepted by the other party and thus has earned you more than you expect. If not, and pretended to make concessions to the other party must be provided in return for whatever the amount.
Now the question What is the amount of the increase that you have to request?
In order to answer this question, you must first identify and define your goal and then present the offer is higher than the goal amount by the Party after they return from the target.
Example:
Dealer property wants to sell House at $ 400 thousand euros and you do not want to pay only 350 thousand euros if the difference between you approximately 50 thousand, here you must know that the difference 50 thousand and must be submitted less than you want to pay 50 thousand subjected to 300 thousand only.
This way you have created an atmosphere and room for negotiation and will Icodkma negotiation of concessions between the parties to pray in the region, the center which you give up to pay 50 thousand to 350 is waived for 50 thousand to sell 350 thousand and thus these negotiations successful and give a feeling for both parties that they gain no Ikhosra in and selling their concessions equal. The seller when it finds a waiver of 50 may have a feeling that he lost, but will dissipate this feeling when you know you also waived and pushed further abdication fifty thousand as much as any that ye are equivalent and you both will earn in Abiekma example.
So: a student more than you expect for the following reasons:
1 - You could already get what you demand.
2 - allows you to claim a lot more space to negotiate
3 - enhance the value of the offer, which provided
4 - will help you avoid an impasse
5 - creates an atmosphere you feel the other party that he had won.
"Yes, for less than ever to view the first" If I said yes, to approve the first offer, you will inevitably raise doubts as to the other side you will have to sneak him directly he had signed the deal is lost. And this is the nature of human psychology can not be ignored and must be introduced, for example if I asked you to buy the building and requested and offered you the sum of half a million for example, and you agreed to direct.
Do not you think that you are after a few moments you will regret, says Whitney asked for more because I agreed. Will surely say that you suspect may not be able to evaluate the building and only for what you have paid directly without joints. The same thing with me regret it and I say why not show the less. While it may be worth building ...) for this:
(Do not accept the first offer).
One of the reasons I accepted the offer to have such preconceptions of what can get it if the show was more than what you envisioned, then find what you are tempted by accepting .. ..
So we must avoid the temptation and do not put preconceptions.
Reject the proposals of the counterparty and performances with surprise and must be a surprise and apparent rejection of you as a reaction to the proposals of the other party. When the other party notes that surprise and rejection, it starts here in making concessions to you. Therefore, this surprising and rejection if you did not seem apparent to the other party, it will be less flexibility you have the sneaking feeling that you are on the verge of approval. But the body language here is very significant influence in the negotiation will be mentioned later.
Must always be Mtmana Whether you're the seller or buyer buyers if they saw you excited for sale just make sure that they will undervalue their offer to sell If you Mtmana the counter-party buyer will gets the feeling or sense that it must raise the display to complete the transaction.
And has thus expanded the field of negotiation before it begins.
Also to begin the right start will ensure you a successful conclusion, there is a set of "tricks" negotiating called: the beginning of the negotiation tricks
Will review them briefly:
- Use the method binding: The most effective tricks, it will lower he goes and when it is applied.
He mere mention of this simple expression: "You can be a better offer than that." No more, no less. But how??
Let's assume you own a small company for the production of certain material and sells its products wholesale, you are As the owner of the company may contact the distributors for the sale of your production, and the buyer to listen to your offer and identify the structure of the price of the product, did not know that the buyer is fully agreed with the supplier present, and did not have desire to give it up, but he has made an effort to convince himself to accept your product. You will find this is finally the person is saying: I am the ultimate reconciliation with the company that supplied me right now, but I do not mind in order to reserve the use of vendor suppliers urged to do more, I can buy you a load of one car, provided that the price is reduced by "as well."
In this case you must resort to a trick-binding and answer him with the utmost calm: "I'm sorry, but the offer must be better than that"
If an experienced negotiator will tell you instantly by using the trick interview, saying: "To what extent do you want me to exactly the level of the best offer?"
"Negotiator here trying to force you to identify Mtbak." However, what usually happens is the occurrence of non-veteran negotiator in the trap and even gave up the most space in the plantings of negotiating only to respond to this statement.
The next step if, after throwing the words "Only you can provide what is best? Be silenced! Hist nor uttered a word. May initiate the other party immediately to provide a waiver of a so-called sales people", the words static "and they are learning it is always in the first week of work. present the offer and then fall silent, the other party may answer you immediately: "Yes," so it would be foolish to say a single word to receive a response before the counterparty either acceptance or rejection.
"He sat two sales people at the table of negotiations, one of whom was seeking to buy a property from the other party, so the buyer to provide display and then silence, just as learning at the School of assets sales, the sales man the most experienced realized immediately that the first party uses a trick phrase silent, Valtzm silence also. continued silence minutes, so the negotiator, the most experienced broken the silence that wrote on the paper "resolution" (Note that he does not speak), and deliberately made a mistake drafting the floor. and the payment of paper across the table to negotiating the other, looked at the other end to the floor and said without thinking: We have misspelled the word resolution. " Once they started talking did not stop talking breaks by saying: that were not ready to accept the offer, may I can offer an additional $ 2000 but I will increase upon it. I have started to re-negotiate with the presentation of the will not get a response the other party.
The use of the method binding means: that is veteran negotiator to view the other party or his hand, saying: I am sorry you can not provide what is better than this? Then silent.
If:
- Resort to the method binding to respond to the offer or offer Interviewer: "You must be a better offer than that,"
- If the other party resorted to this method, use the trick interview, saying: "To what extent do you want me to exactly the best accidental?" Forcing the other party to determine a claim.
- Focus your mind in the value of the amount you negotiate for it, and you should be more interested in gross terms of the deal.
- The negotiation of the strong is the shortest way to make a profit.
But there remains an important question: If you are demanding what is more than you expect to get it to what extent you can ask??
Answer here is: that you must restrict your goal, you must offer principled compromise between the supply and the objective sought to achieve it, as it should be as well as for the other party, that is a compromise between his initial goal, which seeks to achieve. For example:
Requests the car's owner $ 15 thousand dollars, while you want to buy $ 13 thousand, this means that the initial offer should be 11 thousand dollars.
- As a salesman, is a buyers offer $ 16 price for the commodity and you see that $ 17 is the price appropriate, the principle of limitation here dictates you have to start at the price $ 18, it ended up in the middle of the distance between you, it means you were able to hit your goal.
This does not mean at all that the deal must be held always in the middle of the distance between the two parties, but you can always tends to assume that this were not possess sufficient information to change the situation of principle. And always assume you will reach the mid-distance between the initial situation for both presentations. Watch it will be surprised by the amount of the validity of this principle.
Note that this case applied to the principle of limitation:
