mastering negotiation skills

8/13/2019 Mastering Negotiation Skills

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Prepared By : Gihan Aboueleish

Presented By:TARINI- 41002SACHIN- 41001


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Contents What is Negotiation?

Features of Negotiation Why Negotiate ?

Types of Negotiation

Distributive Vs ntegrative Negotiation

Negotiation !ro"ess

#ATNA

#argaining $one %o&el of Negotiation

Negotiating #ehavior

ssues in Negotiation

Thir& party Negotiations

'o( to a"hieve an )ffe"tive Negotiation

Negotiation Tips

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Change the wayyou look at things,and the things you

look at

change

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What Is Negotiation ? The (or& /negotiation/ originate& fro0 the atin e2pression3

/negotiatus/3 (hi"h 0eans "to carry on business" 4

The pro"ess of "onferring to arrive at an agree0ent bet(een&ifferent parties3 ea"h (ith their o(n interests an& preferen"es4

5A give-an&-take &e"ision-0aking

pro"ess involving inter&epen&ent parties (ith &ifferent preferen"es46 N e g o

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Defined :Negotiating is the pro"ess of "o00uni"ating ba"k an&

forth3 for the purpose of rea"hing a 8oint agree0entabout &iffering nee&s or i&eas4

t is a "olle"tion of behaviours that involvescommunication, sales, marketing, psychology, sociology,

assertiveness and conflict resolution 4

A negotiator 0ay be a buyer or seller3 a "usto0er orsupplier3 a boss or e0ployee3 a business partner3 a&iplo0at or a "ivil servant4 9n a 0ore personal levelnegotiation takes pla"e bet(een spouse s frien&s3parents or "hil&ren4

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Features Of Negotiation

%ini0u0 t(o parties !re&eter0ine& goals

)2pe"ting an out"o0e

;esolution an&


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Why Do We Negotiate ?

To reach an agreement To beat the oppositionTo compromise

To settle an argument To make a point

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Types Of NegotiationDistributive Negotiation

ntegrative Negotiation

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Distributive Negotiation!arties "o0pete over the &istribution of a fi2e& su0 ofvalue4 The key @uestion in a &istribute& negotiation is35Who (ill "lai0 the 0ost value?6 A gain by one si&e is0a&e at the e2panse of other4

The Seller s goal is to negotiate as high a pri"e as possiblethe #uyer s goal is to negotiate as lo( a pri"e as possible4

Thus3 the &eal is "onfine&B there are not 0u"h opportunitiesfor "reativity or for enlarging the s"ope of the negotiation4 N

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Integrative Negotiationn ntegrative Negotiation3 parties "ooperate to a"hieve 0a2i0i e benefits by integrating

their interests into an agree0ent4 This is also kno(n as a (in-(in negotiation4

The key @uestions isB How can the resource best be utilized?

ntegrative negotiations ten& to o""ur in follo(ing situationsB

Stru"turing of "o0ple2 long-ter0 Strategi" ;elationships or other "ollaborations4 When the &eal involves 0any finan"ial an& non-finan"ial ter0s4

n an integrative negotiation33 there are 0any ite0s an& issues to be negotiate&3 an& thegoal of ea"h si&e is to 5"reate6 as 0u"h value as possible for itself an& the other si&e4

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Distributive Versus Integrative Negotiations


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PREPARATION

INFORMATION SHARING

BARGAINING

FINALIZING THE DEAL

Negotiation rocess

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!"TN"

#ATNA is

Best

Alternative

To

Negotiated

Agreement N e g o

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Why BATNA !atter

#ATNAs tell you (hen to a""ept an& (hen to re8e"t anagree0ent

When a proposal is better than your #ATNABACCEPT IT

When a proposal is worse than your #ATNABREJECT IT N

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Negotiation: A "ounter#intuitive Pro$essTitle "o0es fro0 re0arks 0a&e by parti"ipants at so0e of0y negotiation (orkshops

5that s the opposite of (hat &o65 kno( shoul& &o that3 but fin& 0yself &oing e2a"tly the

opposite65 ts "ounter-intuitive6

What are people saying ? They re"ogni e the pru&en"e of a parti"ular strategy #ut they fin& it &iffi"ult to i0ple0ent it Their natural in"lination is to &o the opposite of (hat

they re"ognise is the pru&ent strategy N e g o

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Intuitive # Counter$intuitive

Automatic gear Shift into manual

Focus on Positions Focus on interestsDive into the negotiation De er the negotiation to a ti!e o our o"n

choosing# gather in or!ation irst

$hen our %ro%osa&s are re'ecte(# 'usti ) an( (e en( the!

As* "h) our %ro%osa& (oesn+t "or*# an(gather in or!ation

$hen a %ro%osa& is !a(e to usthat is unacce%ta,&e# re'ection

Instea( o re'ecting# as* "h) their %ro%osa&is i!%ortant# an( gather in or!ation

What areso0e of the intuitive things (e &o in a negotiationthe "ounter-intuitive thing (e 0ight "onsi&er as analternative ?

1=


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Basi$ Prin$iples "ommon To All %orms &fNegotiation

There are 0ini0u0 * parties involve& in thenegotiation pro"ess4 There e2ists so0e"o00on interest3 either in the sub8e"t

0atter of the negotiation or in thenegotiating "onte2t3 that puts or keeps theparties in "onta"t4

Though the parties have the sa0e &egreeof interest3 they initially start (ith &ifferentopinions an& ob8e"tives (hi"h hin&ers theout"o0e in general4

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n the beginning3 parties "onsi&er that negotiation is abetter (ay of trying to solve their &ifferen"es4

)a"h party is un&er an i0pression that there is a

possibility of persua&ing the other party to 0o&ify theiroriginal position3 as initially parties feel that they shall0aintain their opening position an& persua&e the otherto "hange4

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During the pro"ess3 the i&eal out"o0e provesunattainable but parties retain their hope of ana""eptable final agree0ent4

)a"h party has so0e influen"e or po(er real orassu0e& over the other s ability to a"t4

The pro"ess of negotiation is that of intera"tionbet(een people usually this is &ire"t an& verbalinter"hange4

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"hara$teristi$s &f An 'ffe$tive Negotiator

'e shoul& be a goo& learner an& observer4

Shoul& kno( the bo&y language of thepeople at the negotiation pro"ess4

Shoul& be open an& fle2ible an& yet fir04

)2er"ise great patien"e3 "oolness an&0aturity4

Shoul& possess lea&ership @ualities4 N e g o

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Shoul& "ontrol e0otions an& not

sho( his (eaknesses4 Shoul& bargain fro0 the position of strength4

Shoul& kno( an& anti"ipate the pros an& "ons ofhis ea"h 0ove an& its reper"ussions4

Shoul& kno( ho( to "reate the 0o0entu0 for thenegotiations an& 0ust kno( (hen to e2it an& (hereto e2it by "losing the talks su""essfully4

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Shoul& buil& trust an& "onfi&en"e4

Shoul& be "onfi&ent an& opti0ist4

Shoul& have "lear "ut goals an& ob8e"tives4

f ne"essary3 he shoul& provi&e a fa"e savingfor0ula for his "ounter party4

Shoul& be able to grasp the situation fro0 0any&i0ensions4

Shoul& kno( hu0an psy"hology an& fa"e rea&ing

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Shoul& not be a &oubting Tho0as4

Shoul& plan an& prepare thoroughly (ithrelevant &ata an& infor0ation to avoi&

blank 0in& in the pro"ess4

Shoul& ra&iate energy an& enthusias0an& 0ust be in a position to e0pathi e

(ith his opponents4

Shoul& be a patient listener4 N e g o

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Negotiation *ills tyle Test

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!anagerial Negotiations

Typesarties Involve% &'amples

Day-to-day/

ManagerialNegotiations

1. Different levels ofManage ent

!. "n #etween$olleagues

%.&rade unions

'. (egal advisers

1. Negotiation for)ay, ter s and

working$onditions.

!. Des$ri)tion ofthe *o# and

fi+ation ofres)onsi#ility.

%."n$reasing)rodu$tivity.

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Co er$ial Negotiations&y)es arties "nvolved +a )les

Co er$ialNegotiations 1. Manage ent!. u))liers%. overn ent'. Custo ers0. &rade unions

. (egal advisors2. u#li$

1. triking a $ontra$t withthe $usto er.!. Negotiations for the

)ri$e and 3uality ofgoods to #e)ur$hased.

%. Negotiations withfinan$ial institutions asregarding theavaila#ility of $a)ital

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How To Plan our !e otiation A enda

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Preparing %or A u$$essful Negotiation-Depen&ing on a s"ale of &isagree0ent3 the

level of preparation 0ight be appropriate for"on&u"ting the su""essful negotiation4

For a s0all &isagree0ents3 e2"essivepreparation "oul& be "ounter-pro&u"tivebe"ause it &o takes ti0e (hi"h is betterfo"use& in rea"hing the tea0 goals4

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f the 0a8or &isagree0ent nee&e& to be resolve&3preparing thoroughly for that is re@uire&3 an& (orth(hile4

Think through follo(ing points before you "oul& startnegotiating4

#oals$What you (ant to get out fro0 the negotiation?

What &o you e2pe"t fro0 the other person?

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What you an& the other person have (hi"h you "an tra&e?

What &o you an& the other personhave so that the other (ants it?

What 0ight you both be prepare& to

give a(ay? N e g o

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Alternati%es$

f you &o not rea"h the agree0ent (ith

hi0 her3 (hat alternatives you have?

Are these things goo& or ba& alternatives?

'o( 0u"h it 0atters if you &o not rea"h theagree0ent?

Will the failure to rea"h the agree0ent "ut outfuture opportunities?

What alternatives 0ay the other person have?

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The relationshi&$

What is a history of relationship?


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E'&ected outco(es$

What out"o0e (oul& people be e2pe"ting fro0 the

negotiation?

What (as the out"o0e in the

past3 an& (hat pre"e&entsbeen set?

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The Conse)uences$

What are the "onse@uen"es of (inningor losing this negotiation by you?

What are the "onse@uen"es of (inning

or loosing by the other person?

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Power$

Who has the po(er in the relationship?

Who &o "ontrols the resour"es?

Who stan&s to lose 0ost if agree0ent is

not been rea"he&? What po(er &oes other person have to

&eliver (hi"h you &o hope for?

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Possible *olutions$

#ase& on all "onsi&erations3 (hatpossible "o0pro0ises 0ight be there?

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Negotiating And Individual Personalities

Autocratic 0anagers typi"ally hol& the vie( thatthey are going to get (hat they (ant (hen theyintera"t (ith subor&inates3 be"ause their inherentauthority pre"lu&es the nee& to negotiate4

These 0anagers &o not reali e that3 in the pro"essof han&ing out or&ers3 they are engage& in a kin&of one-si&e& negotiation that "an antagoni e

others3 (ith the result that the tasks they (ish tosee "o0plete& 0ay be "arrie& out i0properly or notat all4

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The Accommodating 0anager is 0ore"on"erne& (ith (hat others (ant than (iththeir o(n nee&s4

n or&er to avoi& "onfli"t3 they &o not negotiateat all an& often en& up overri&ing their o(n

interests4 N e g o

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B0A0T0N0A N e g o

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The Negotiation Pro$ess

+AT!A

&he Best Alternative To aNegotiated Agree ent4 thelowest a$$e)ta#le value5out$o e6 to an individual for anegotiated agree ent.

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Where Do +se This *ill? )verything is negotiate&4

Fa0ily an& personal 5 Where shoul& (e go for &inner?6

5


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Determining 1our BATNA#ATNAs are not al(ays rea&ily apparent4 Fisher an&Hry outline a si0ple pro"ess for &eter0ining your#ATNAB

&evelop a list of a"tions you 0ight "on"eivablytake if no agree0ent is rea"he&

i0prove so0e of the 0ore pro0ising i&eas an&"onvert the0 into pra"ti"al options an&

sele"t3 tentatively3 the one option that see0sbest4

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C"/& /T0D1

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Issues In NegotiationThe ;ole of %oo& K !ersonality Traits in Negotiation

!ositive 0oo&s positively affe"t negotiations Traits &o not appear to have a signifi"antly &ire"t

effe"t on the out"o0es of either bargaining ornegotiating pro"esses Le2"ept e2traversion3 (hi"h is ba& for negotiation effe"tivenessM

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Gen&er Differen"es n Negotiations

Wo0en negotiate no &ifferently fro0 0en3although 0en apparently negotiate slightly betterout"o0es4

%en an& (o0en (ith si0ilar po(er bases usethe sa0e negotiating styles4

Wo0en s attitu&es to(ar& negotiation an& theirsu""ess as negotiators are less favorable than0en s4

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The Importan$e of BATNAs

9n"e parties establish a #ATNA3 they0ust then "o0pare the "osts an&benefits of the #ATNA to all of the

settle0ent options on the table4

Ask3 /What s it going to "ost you if you&on t?/ N e g

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Negotiation trategies

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%ost of the negotiation literature fo"uses on t(ostrategies3 although they "all the0 by &ifferentna0es4

9ne strategy is interest-base&Lor integrative3 or"ooperativeM bargaining3 (hile the other ispositional Lor &istributive or "o0petitiveMbargaining4

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Positional Bargaining

!ositional bargaining is one that involveshol&ing on to a fi2e& i&ea3 or position3 of

(hat you (ant an& arguing for it an& italone3 regar&less of any un&erlyinginterests4

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N e g o

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!e otiation *,ills *tyle Test N e g o

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E'ercise -.

;oles B ;ita3 a 17 year ol& girl4 The 9bserverbe"o0es ;ita s parent4 9thers are 9bservers tore"or& use abuse of 5(in (in6 te"hni@ues4

#a"kgroun&B ;ita is "alling ho0e fro0 a payphoneon '(y .C1 to tell her parent she is hit"h-hiking to'olly(oo& to be a 0ovie star4 She has no 0oney3is a little afrai&3 an& se"retly (ants to go to &ra0a

s"hool4 The parent is (orrie& about ;ita being outafter "urfe(4 !arent pi"ks up the Ophone3 an& has +0inutes to effe"t a 5(in-(in6 approa"h before thepayphone ti0es out4

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E' i /


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E'ercises -/+ac, round B

*uresh has a !rogra00er off si"k3 an& (ants tonegotiate t(o (eeks of Punal s ti0e to (ork on the


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E'ercise -0

+ac, round$ ;ai0a is not using the"ar this (eeken&3 but is "on"erne&the goo& frien& is a fast &river4 The

frien& is generous3 an& has &one;ai0a several favors for ;ai0a3in"lu&ing a re"ent birth&ay gift4Ti(e B + 0inutes N e g

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1se23Co(&etition

When @ui"k3 &e"isive a"tion is vital Line0ergen"iesM on i0portant issues4

Where unpopular a"tions nee& i0ple0enting Lin"ost "utting3 enfor"ing unpopular rules3 &is"iplineM4

9n issues vital to the organi ation s (elfare4

When you kno( you re right4

Against people (ho take a&vantage of

non"o0petitive behavior4

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1 233C ll b i


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1se 233CollaborationTo fin& an integrative solution (hen both sets of

"on"erns are too i0portant to be "o0pro0ise&4When your ob8e"tive is to learn4

To 0erge insights fro0 people (ith &ifferentperspe"tives4

To gain "o00it0ent by in"orporating "on"erns intoa "onsensus4

To (ork through feelings that have interfere& (ith arelationship4

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1 23A (( d i 4


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1se23Acco((odation 4When you fin& you re (rong an& to allo( a better position to behear&4To learn3 an& to sho( your reasonableness4When issues are 0ore i0portant to others than to yourself an& tosatisfy others an& 0aintain "ooperation4To buil& so"ial "re&its for later issues4To 0ini0i e loss (hen out0at"he& an& losing4When har0ony an& stability are espe"ially i0portant4To allo( e0ployees to &evelop by learning fro0 0istakes4

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1se2co(&ro(ise4

When goals are i0portant but not (orth the effort of potential

&isruption of 0ore assertive approa"hes4When opponents (ith e@ual po(er are "o00itte& to 0utuallye2"lusive goals4To a"hieve te0porary settle0ents to "o0ple2 issues4To arrive at e2pe&ient solutions un&er ti0e pressure4

As a ba"kup (hen "ollaboration or "o0petition isunsu""essful4

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1nderstandin our *tyle 56!e otiation

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#ehaviour %otivationB

Assertive-&ire"ting3 Altruisti"-nurturing3Fle2ible-"ohering

!ersonal strengths

!ersonal (eaknesses N e g o

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Techni)ues 6or +etter !e otiation

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.7 Pre&are8 &re&are8 &re&are

/7 Pay attention to ti(in

07 9ea%e behind your e o3

:7 Ra(& u& your listenin s,ills3

;7 I6 you don


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=3 Antici&ate co(&ro(ise

>3 566er and e'&ect co((it(ent

3 @on


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B. Pre&are8 Pre&are8 Pre&are

!ay attention to ti0ing4 Ti0ing is i0portant inany negotiation4 Sure3 you 0ust kno( (hatto ask for4 #ut be sensitive to when you askfor it4 There are ti0es to press ahea&3 an&ti0es to (ait4 When you are looking yourbest is the ti0e to press for (hat you (ant4#ut be(are of pushing too har& an&

poisoning any long-ter0 relationship4 N e g o

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S k i l l s

- G i h a n

A b o u e

l e i s h

B/ Pay Attention To Ti(in


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B/ Pay Attention To Ti(in !ay attention to ti0ing4 Ti0ing is i0portant in

any negotiation4 Sure3 you 0ust kno( (hatto ask for4 #ut be sensitive to when you askfor it4 There are ti0es to press ahea&3 an&ti0es to (ait4 When you are looking yourbest is the ti0e to press for (hat you (ant4#ut be(are of pushing too har& an&poisoning any long-ter0 relationship4

N e g

o t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

B0 9ea%e +ehind our E o3


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B0 9ea%e +ehind our E o3

eave behin& your ego4 The best

negotiators either &on t "are or &on tsho( they "are about (ho gets "re&itfor a su""essful &eal4 Their talent is in

0aking the other si&e feel like the finalagree0ent (as all their i&ea4

N e g o

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t i o n

S k i l l s -

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A b o u

e l e i s h

B: Ra(& 1& our 9istenin * ills3


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B: Ra(& 1& our 9istenin *,ills3;a0p up your listening skills4 The best negotiators areoften @uiet listeners (ho patiently let others have thefloor (hile they 0ake their "ase4 They never interrupt4)n"ourage the other si&e to talk first4 That helps set upone of negotiation s ol&est 0a2i0sB Whoever 0entionsnu0bers first3 loses4 While that s not al(ays true3 it sgenerally better to sit tight an& let the other si&e gofirst4 )ven if they &on t 0ention nu0bers3 it gives you a"han"e to ask (hat they are thinking4

N e g o

t i a

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S k i l l s - G

i h a n

A b o u e

l e i s h

B;i6 ou @on


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B;i6 ou @on


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B= Antici&ate Co(&ro(ise3

Anti"ipate "o0pro0ise4 ,ou shoul& e2pe"t to0ake "on"essions an& plan (hat they 0ightbe4 9f "ourse3 the other si&e is thinking thesa0e3 so never take their first offer4 )ven ifit s better than you & hope& for3 pra"ti"e yourbest look of &isappoint0ent an& politely&e"line4 ,ou never kno( (hat else you "an

get4 N e g o

t i a

t i o n

S k i l l s - G

i h a n

A b o u e

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B> 566er And E'&ect Co((it(ent3

9ffer an& e2pe"t "o00it0ent4 Theglue that keeps &eals fro0unravelling is an unshakable"o00it0ent to &eliver4 ,ou shoul&offer this "o0fort level to others4

ike(ise3 avoi& &eals (here theother si&e &oes not &e0onstrate"o00it0ent4

N e g o

t i a

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Don8t Absorb Their Problems0

Don t absorb their proble0s4 n 0ostnegotiations3 you (ill hear all of the other si&e sproble0s an& reasons they "an t give you (hatyou (ant4 They (ant their proble0s to be"o0e

yours3 but &on t let the04 nstea&3 &eal (ith ea"has they "o0e up an& try to solve the04 f their/bu&get/ is too lo(3 for e2a0ple3 0aybe thereare other pla"es that 0oney "oul& "o0e fro04

N e g o

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t i o n

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l e i s h


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*tic, To our Princi&les3

Sti"k to your prin"iples4 As anin&ivi&ual an& a business o(ner3 youlikely have a set of gui&ing prin"iples

Q values that you 8ust (on t"o0pro0ise4 f you fin& negotiations"rossing those boun&aries3 it 0ight be

a &eal you "an live (ithout4 N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h


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Close with con6ir(ation3


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' a n & l i

n g D i f f i "

u l t N e g o

t i a t o r s

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h


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Handlin E(otions


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Handlin E(otionsE(otional Challen es

Anger e2asperation

nsulte&

Guilt

False flattery

Reco((ended Res&onse

Allo( venting4 !robe for (hyWhat (oul&n t be insulting?

Fo"us on issues

;e-fo"us

Ti&s B Don t lose your "ool 4 Try to &efuse (ith a"kno(le&ge0ent3 e0pathy3 patien"e3

i0partiality4


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9no) 1our (ot Buttons

+er$ise7 (ist the last % ti es you felt so eone )ressedyour 8ot 9utton.

Su,'ect

(iscusse(

$ho %ushe(

)our ,uttons-

$h) (i( )ou ee&

!ani%u&ate(-

Ne.t ti!e I

"i&&/00

N e g o

t i a

t i o n

S k i l l s -

G i h a n

h


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o why negotiate:;ea$h an agree ent

et the #etter of the o))ositionCo )ro ise

ettle a dis)uteMake a )oint

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

Negotiation tyles


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Negotiation tyles

1. competitive

2. collaborative

3. compromising4. avoiding

5. accommodating

N e g o

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S k i l l s -

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9ey steps

Preparation

Strategy

Control

Close deal

9uild e+)e$tations

Who with

Homework

Objecti es

Bene!its to both

Which style"

#asy !irst

$anage agenda

Co uni$ate $learly

Confiden$e


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#A;GA N NG )%9T 9N


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ar ainin Done odel 56 !e otiation

,our initialpoint

,our targetpoint

Area ofpotentialagree0ent

9pponent sinitial point

9pponent starget point

,our resistan"epoint

9pponent sresistan"epoint

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

'2 l


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'2ample

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

! i i h %i


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!e otiatin +eha%iour

Gavin Penne&y &es"ribes + types ofbehaviour that (e "an &isplay an& en"ounter (hen in a negotiating situation4

RE@ +91E P1RP9E

N e g o

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;)D #ehaviour

ani&ulationA ressi%eInti(idation

E'&loitationAlways see,in the best 6or you!o concern 6or &erson you are ne otiatin withTa,in

N e

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S k i l l s -

G i h a n

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Thi d & t ! ti ti


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Third &arty !e otiations

14 nvestigation

*4 %e&iation

+4


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E66ecti%e !e otiation Su""essful relationships are built on "o00uni"ation an&

trust4

a"k of trust lea&s to 5(in-lose6 or 5lose-lose6 result4

Negotiation is one (ay of "reating trust or &e"i&ing (hether trust is 8ustifie&4

)2a0pleB 5The Negotiator s Dile00a6 a "lassi" risk

strategy ga0e N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

Th ! ti t @il ((


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The !e otiator s @ile((a #


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1M Do not un&eresti0ate your po(er4

*M Do not assu0e that other party kno(s your (eaknesses4

+M t is a 0istake to assu0e you kno( (hat theother party (ants4

.M Never a""ept the 1st offer4

7M Don t fear to negotiate4

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

*ills %or 'ffe$tive Negotiation


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*ills %or 'ffe$tive NegotiationPre&aration and &lannin s,ill nowled e o6 the subKectAbility to thin, clearly and ra&idly under&ressure and uncertainty

Ability to e'&ress thou hts %erbally9istenin s,illPatience#eneral &roble( sol%in and analytical s,ills N e g

o t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

!reparation


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!reparation14 Firstly un&erstan& (hat it is you (ant?

*4 What &o you think your opponent (ants?

+4 What (oul& happen if you &i&n t &o a &eal?

.4 Do you kno( your stakehol&ers?

74 Do you kno( (ho the &e"ision 0aker is? Are you negotiating (ith the0? f

not (hat affe"t &oes that have?:4 Are there "on"essions you "an buil& into the negotiation?

=4 Pno( your pro&u"t servi"e insi&e out? What stan&ar&s are there in the0arket pla"e?

>4 Pno( your pri"e points?4 What issues &o you think you ll nee& to over"o0e?

1C4 !rioriti eR

114 !ra"ti"eR

N e g

o t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

nfor0ation Sharing


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nfor0ation Sharing

14 4 An or&er stru"ture for pro"ee&ings

N e

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S k i l l s -

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A b o u e

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D)#AT NG


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D)#AT NG To be su""essful in negotiation you 0ust buil& relationships an& trust

,ou nee& to avoi& the follo(ing- Point scorin 5,our "o0pany is al(ays late (ith &eliveries so 0 not paying thatR6

Insults 5 f you insist on that pri"e you 0ust be stupi&6

Pro%ocation 5Peep talking like that an& see (here it gets youR6

Threats 5,ou 8ust (ait until your other "usto0ers hear about this6 nstea& try-

+uildin a relationshi& t (ill 0ake your negotiation 0u"h easier

*tic,in to an a reed a enda This (ill help avoi& &estru"tive &is"ussions4

*hare in6or(ation and as, )uestions What &o you (ant (hat &o they (ant

Try and be &ositi%e and listen What &o they (ant an& (hy look for areas of (in (in or easy "o0pro0ise4

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

!;9!9S NG


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!;9!9S NG

When proposing your offer "onsi&er Consider both your entry and e'it This "oul& in"lu&e all or

so0e of your (ants3 an& your opponents entry an& e2it points

Consider how you will &hrase your &ro&osal

Consider what will (oti%ate your o&&onent into (a,in thedeal

Consider the li,ely res&onse Think about the 5if &o that thenthey (ill &o that6

Are there alternati%e &ro&osals? 9n"e an initial response hasbeen 0a&e are you happy or &o you nee& to offer up so0ethingne(4

Re(e(ber the ,ey thin is to &ro&ose &on t argue an& tryan& re0ain realisti"3 an& invite a response fro0 your opponent4

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u

e l e i s h

Finali ing The Deal


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Finali ing The Deal

So (hen "losing the &eal "onsi&er Do you have (hat you (ant?

Do they have (hat they (ant?


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111/117

N e g o

t i a

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S k i l l s -

G i h a n

A b o u e

l e i s h


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re)aration

ive and take

hared values

teady dialogue

Creative solutions

Tr%st andintegrity

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

Negotiating in Dubai=our e+)erien$es:


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Negotiating in Dubai=our e+)erien$es:Develo)ersContra$tors

u#-$ontra$tors

Consultantsu))liers

(o$al govern ent N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h

u ary


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u ary

!ro0ises keeping the0 is har&

#uil&s reputation

%ore Trust %ore WinsNever "o0pro0ise on integrity

Su""ess is 0easure over ti0e N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

l e i s h


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!eople al(ays give the0ost "onsi&eration3 thebest &eals3 to those peoplethey like an& T;HST

N e g o

t i a

t i o n

S k i l l s -

G i h a n

A b o u e

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mastering negotiation skills

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