Upload
others
View
12
Download
0
Embed Size (px)
Citation preview
QUALIFIEDNEGOTIATOR® Online
IntroductionAgenda: • The negotiation process• Opening – The right entry• Important tactics – part 1• Q&A
3
1. The joy of conflict2. Understand & implement the negotiation process3. Use of tactics à Establish the driver seat
Goals
4
What is a negotiation?
5
Negotiation process
6
Phase 1: Preparation
Phase 2: Opening
Phase 3: Analysis
Phase 4: Dealing
Phase 5: Closing
Phase 6: Execution
- Target definition- Agenda setting- Gathering of information - Stabilization of partner
- Light Social Conversation- Analysis
- Dealing with conflict- Use of tactics- Reach agreement - Transfer into praxis
- Monitoring- Re-negotiation
1. In which phase do you observe the most dangerous mistakes in difficult negotiations?
2. Which phase is the most critical and important one for your negotiation partner?
3. Which phase will become increasingly more and more important in future?
Group discussion
7
• Please write down before the negotiation:• Maximum target – what do I want to achieve?• Minimum target – what do I have to achieve?
• Avoid a negatively worded and past oriented targets!• „Everything should remain as it is.“• „Our customer relationship should not be endangered.“• „We have to stop the decrease of sales.“
Phase 1: Preparation
8
• Begin with a positive mindsetà Stabilize
• Create common ground• Praiseà technical positive
phrases• Take notes• Active Listening
Phase 2: Opening
9
Stress
Time
• „Thank you, that we both discuss financial topics today“ à Ensure „We” perspective – maintain eye level
• „Thank you, that you and I – together – we can focus today on our proposal“ à Avoid talking about competitors/third parties
• „Thank you for your perspective…from our perspective“ à Never accept a wrong summary
• “…important information” à keep off judgmental expressions like “fair”, “final”, “constructive”, etc.
• “(…) engagement we both putting the same effort into this matter”• “(…) professional approach”
Phase 2: Opening
10
11
• Would it be an option, if…• Would you consider, …• If you…then we…• Perhaps you can…the we would…• Say you could…then we maybe able to…• When you…we can offer…• Assuming you can…we will be able to…• On the condition that…we can agree to…• Let‘s say you can…we will agree to…• As long as you can…we will say yes to…• For a price of…we would give up…• Maybe the addition of…give us the flexibility to be able to offer…
Phase 3: Analysis
12
Phase 4: Dealing
13
Demands Priority ResponsibleDemand 1 R NameDemand 2 Y NameDemand 3 G NameDemand 4 G NameDemand 5 R NameDemand 6 R NameDemand 7 Y NameDemand 8 G NameDemand 9 Y NameDemand 10 R Name
Red must haveYellow should haveGreen nice to have
Phase 4: Demands - examples
14
Rot (Must-have) Green (Nice-to-have)
Compliance Actions with % - volume increase
Decision mandates / team members Corporate Social Responsibility
Delivery terms Data sharing
Decision maker meeting Deferral of increases
Exclusivity (time, process, product, territory) Preferred partner status
Invoice control / audit Marketing actions
Length of contract Interview / PR activity
Last call options Results of data analysis
Payment terms Risk sharing
Terms & Conditions White paper / survey / report
Phase 4: Demands - examples
15
Yellow (Should-have)
24/7 Availability Installation costs Termination settlements
72h Response time Leasing Training & Demonstration POS
Access to customer data Lot sizes Templates, IT access, order templates
Additional costs Listing fees Tolerances
Currency risks Manuals (Format, Language, ) Certificates Transport logistics
Contractual penalties („partnership bonus“) Maintenance Trial runs
Contract length Planning horizon Type and scope of financing
Consultancy services Price fixing Time of re-negotiation / Contract review
Exchange-rate risks Price scale Volume planning
Future business Recycling Volume discount / Rebates / Threshold
First / early release Service levels Volume potential
Insurance Samples, loyalty bonus Warranties / Guarantees
1. Joy of conflict2. Negotiation = visible conflict (1) + depended relationship (2)3. Pay attention to „signals of willingness to cooperate” 4. "We determine the next steps" à meeting date or follow-up activity5. First negotiate the process, then the substance6. 90% tactical preparation & 10% content preparation7. Focus on the “Window of opportunity”8. Stabilize at first à Eye level ”We” – perspective & "important information"9. "We never know enough" à Active Listening & < 20% share of words10. Bring in demands (conjunctive) & use precise and non-round numbers
Summary
16
1. Negotiating = Selling2. Define negative & past-oriented targets3. Wishful thinking4. Guessing/Assuming5. Being right or wrong6. Open questions (wish list of your counterpart)7. “I don’t, I won’t, I can’t” (negative formulated sentences) 8. Repeat price of partner or justify own prices9. Change color of demands10. Bring in arguments or arguing
Summary
17
• E-Learning-portal à access to new documents & materials• Individual Exercise• Next online session
Outlook
18
19
Agenda: • Revision• Important tactics – part 2• Agreement & disagreement• Q&A
Introduction
21
1. Joy of conflict2. Negotiation = visible conflict (1) + depended relationship (2)3. Pay attention to „signals of willingness to cooperate” 4. "We determine the next steps" à meeting date or follow-up activity5. First negotiate the process, then the substance6. 90% tactical preparation & 10% content preparation7. Focus on the “Window of opportunity”8. Stabilize at first à Eye level ”We” – perspective & "important information"9. "We never know enough" à Active Listening & < 20% share of words10. Bring in demands (conjunctive) & use precise and non-round numbers
Revision
22
1. Negotiating = Selling2. Define negative & past-oriented targets3. Wishful thinking4. Guessing/Assuming5. Being right or wrong6. Open questions (wish list of your counterpart)7. “I don’t, I won’t, I can’t” (negative formulated sentences) 8. Repeat price of partner or justify own prices9. Change color of demands10. Bring in arguments or arguing
Revision
23
Phase 4: Dealing
24
Option 1
Option 2
Option X
Phase 4: Dealing
25
Open questions
Option questions
Summarize
Phase 4: Dealing
26
Phase 5: Closing
27
1. Law of reciprocity (give & take)2. „Is there anything else, we need to know?“ (Columbo)3. Multiple option questions4. Summarize „Thank you for your perspective…from our perspective“5. „Put the fish on the table“6. „Low hanging fruits first“7. Act and never react8. Agenda (1. current status 2. actions 3. next steps)9. Establish the driver seat 10. „3 doors“ (termination) – uncomplicated re-entry
Summary
28
1. Ask for bottom line2. Person = problem3. Ask „Why“4. “final offer”, “fair idea”5. Postpone decisions6. „Other“ topics on agenda7. Talk about third parties or competitor8. Even/round numbers9. Break off by emotional reaction/circumstances 10. Escalation to Top-Management
Summary
29
• E-Learning-portal à access to new documents & materials• Individual Exercise• Next online session
Outlook
30
IntroductionAgenda: • Revision• Negotiation Team• Transfer into practice• Q&A
32
1. Joy of conflict2. Negotiation = visible conflict (1) + depended relationship (2)3. Pay attention to „signals of willingness to cooperate” 4. "We determine the next steps" à meeting date or follow-up activity5. First negotiate the process, then the substance6. 90% tactical preparation & 10% content preparation7. Focus on the “Window of opportunity”8. Stabilize at first à Eye level ”We” – perspective & "important information"9. "We never know enough" à Active Listening & < 20% share of words10. Bring in demands (conjunctive) & use precise and non-round numbers
Revision
33
1. Negotiating = Selling2. Define negative & past-oriented targets3. Wishful thinking4. Guessing/Assuming5. Being right or wrong6. Open questions (wish list of your counterpart)7. “I don’t, I won’t, I can’t” (negative formulated sentences) 8. Repeat price of partner or justify own prices9. Change color of demands10. Bring in arguments or arguing
Revision
34
Phase 3: AnalysisEgo• Behavior under pressure• Extroversion vs. Introversion• Search for recognition,
success and status• Willingness to help• Lifestyle• Empathy• Decision making• Reliability• Risk taking
Level of control• Accuracy (precise wording for
contracts)• Structure and planning• Timing & priorities (deadlines)• Formal vs. informal
procedures (i.e. strict guidelines)
• Level of protocol
Relationship• Level of cooperation (short-
vs. long-term)• Trust (exchange of sensitive
information)• Interests (similar vs. different)• Social contacts• Communication (direct vs.
indirect, regular vs. distant)
35
Negotiation Team
36
Negotiation Team
37
Negotiation Team
38
Negotiator Commander
Description: Speaking Negotiator Non-speaking Negotiator
Responsibility: • Responsible for current negotiation case• Single Point of Contact (SPOC) for external
party
• Responsible for the process• Building up lasting relationships separately
of on-going negotiationUse of tactics: • Bring-in demands (demand list)
• „Put the fish on the table“• Lead through the agenda
• Opening / Introducing team / LSC• Focus on common features• Take notes / „window of opportunity“
Focus: • Detail-oriented (red, yellow, green)• Facts and figures
• “big picture”• Progress and target achievement
Features:• After negotiation disappears • Person is independent from results • Not emotionally attached• Technical distance
• After negotiation turns visible à focus on long-term relationships
• Process owner• Briefing the decision-making level
Negotiation Team
39
Decision Maker Specialist departments / Others
Description: Highest decision level (person or council) „non-speaking participants“
Responsibility: • Responsible for project• Determines negotiation rules• Defines target & timeline
• Responsible for a specific topic• Role of expert
Use of tactics: • Lead probing conversations• Never becomes involved into conflict• Focus on common features
• No conflict to be used• No demands are to be given• „From our perspective (….)“
Focus: • Relationship to external decision-makers • Focus on content
Features:• Appears on positive elements• After being contacted, initial internal
briefing to Commander
• Involvement only with previous alignment• During negotiation no contact person• Negotiation Playbook
1. Negotiation = Re-Negotiation2. Define positive targets3. Simple language4. Light Social Conversation5. Make notes – collect information6. „great idea“, „difficult“, „interesting“, 7. Sense of urgency (timeline)8. Team Setup (N-C-DM-E)9. The smaller, the better results + control of information10. Internal briefing (Decision Maker & Experts)
Summary
40
1. Target movements2. Focus on content preparation3. Early commitment „Yes“, “No“4. Avoid the conflict5. Negotiate with intuition6. Accept anchor of counterpart7. Put solution too early on the table8. Change roles of Negotiation Team 9. Commander and Negotiator = single person10. Losing face of counterpart
Summary
41
• E-Learning-portal à access to new documents & materials• Certification• Virtual Negotiation Classroom
Outlook
42
1. “We determine the next steps" à Negotiate process before substance
2. Preparation à Focus on 90% tactical preparation 3. Opening à Praise your negotiating partner at the beginning4. Active Listening à "We never know enough" & 20% share of
words 5. Avoid being right or wrong à Bring in demands6. "Put the fish on the table" à Create a sense of urgency7. Lead through your agenda à Establish the driver seat
Important principles
43
• Define your target before the negotiation • Record minimum and maximum goals in writing• A good preparation allows you to negotiate purposefully
Phase 1: Preparation
44
• Start the negotiation with a positive mindset• Praise your negotiation partner - specifically• Use Light Social Conversation at the beginning
Phase 2: Opening
45
• Gather consequently information• Encourage the willingness to cooperate• Talk about options
Phase 3: Analysis
46
• Act instead of react• Bring in your demands• Keep in the driver seat
Phase 4: Dealing
47
• Summarize the results• Use the “3 doors“ to avoid losing face• Avoid a winner‘s smile
Phase 5: Closing
48
• Expect a re-negotiation• Bring in new demands• Monitor the execution
Phase 6: Execution
49
• Stabilize at first à Emphasize common ground• Enter positively à Light Social Conversation• Speak in a conjunctive mood à „Would it be possible, if (…)“• Take notes à gather further information• Address the conflict à „Put the fish on the table“• Avoid being right or wrong (bossiness) à bring in demands• Separate the people from the problem à „We negotiate for results, not against
someone.“• Lead through the agenda à act and don’t react• Share of words 20 % à Say nothing, the less the better (active listening)
Overview of tactics
50
Summary1. Write down positive targets.
2. Prepare a professional agenda.
3. Praise and stabilize your
counterpart at first.
4. Act and never react to verbal assaults.
5. Separate the people from the
problem.
6. Always show willingness to
negotiate.
7. Never provide an attack option.
51
Books
52
Stay in touch
53
@andreasgossen@SchrannerAG
54