Mastering Negotiation Skills

Presented By:
TARINI- 41002
SACHIN- 41001
Prepared By : Gihan Aboueleish
Contents
What is Negotiation?
Features of Negotiation
Why Negotiate ?
Types of Negotiation
Negotiation Skills - Gihan

Distributive Vs Integrative Negotiation
Negotiation Process
BATNA
Bargaining Zone Model of Negotiation
Negotiating Behavior
Issues in Negotiation
Third party Negotiations
How to achieve an Effective Negotiation
Negotiation Tips
Change the way
you look at things,
and the things you

look at
change
You cant sail anywhere until you learn which way the wind wants to blow

Aboueleish
What Is Negotiation ?
The word "negotiation" originated from the Latin expression,
"negotiatus", which means "to carry on business".
The process of conferring to arrive at an agreement between

different parties, each with their own interests and preferences.
Aboueleish
A give-and-take decision-making
process involving interdependent parties
with different preferences.
Defined :
Negotiating is the process of communicating back and
forth, for the purpose of reaching a joint agreement
about differing needs or ideas.
It is a collection of behaviours that involves

Aboueleish
communication, sales, marketing, psychology, sociology,
assertiveness and conflict resolution.
A negotiator may be a buyer or seller, a customer or

supplier, a boss or employee, a business partner, a
diplomat or a civil servant. On a more personal level
negotiation takes place between spouses friends,
parents or children.
Features Of Negotiation
Minimum two parties

Predetermined goals

Aboueleish
Expecting an outcome
Resolution and Consensus
Parties willing to modify their positions
Parties should understand the purpose of
negotiation
Why Do We Negotiate ?
To reach an agreement
To beat the opposition

To compromise
Aboueleish
To settle an argument
To make a point
Types Of Negotiation
Distributive Negotiation
Integrative Negotiation

Aboueleish
Distributive Negotiation
Parties compete over the distribution of a fixed sum of
value. The key question in a distributed negotiation is,
Who will claim the most value? A gain by one side is
made at the expanse of other.

Aboueleish
The Sellers goal is to negotiate as high a price as possible;
the Buyers goal is to negotiate as low a price as possible.
Thus, the deal is confined: there are not much opportunities

for creativity or for enlarging the scope of the negotiation.
Integrative Negotiation
In Integrative Negotiation, parties cooperate to achieve maximize benefits by integrating
their interests into an agreement. This is also known as a win-win negotiation.
The key questions is: How can the resource best be utilized?

Aboueleish
Integrative negotiations tend to occur in following situations:
Structuring of complex long-term Strategic Relationships or other collaborations.
When the deal involves many financial and non-financial terms.
In an integrative negotiation,, there are many items and issues to be negotiated, and the
goal of each side is to create as much value as possible for itself and the other side.
Distributive Versus Integrative Negotiations
Characteristic Distributive Integrative

Outcome Win-lose Win-win
Joint and individual

Aboueleish
Motivation Individual gain
gain
Different but not
Interests Opposed
always Opposite
Relationship Short-term Longer or Short-term
Issues involved Single Multiple
Ability to make
Not Flexible Flexible
trade-offs
Solution Not creative Creative
Negotiation Process
PREPARATION

Aboueleish
INFORMATION SHARING
BARGAINING
FINALIZING THE DEAL

BATNA
BATNA is ;
Best

Alternative
Aboueleish
To
Negotiated
Agreement
Why BATNAS Matter
BATNAs tell you when to accept and when to reject an

agreement

Aboueleish
When a proposal is better than your BATNA:
ACCEPT IT
When a proposal is worse than your BATNA:

REJECT IT
Negotiation: A Counter-intuitive Process
Title comes from remarks made by participants at some of
my negotiation workshops
thats the opposite of what I do
I know I should do that, but I find myself doing exactly the
opposite
Its counter-intuitive

Aboueleish
What are people saying ?
They recognize the prudence of a particular strategy
But they find it difficult to implement it
Their natural inclination is to do the opposite of what
they recognise is the prudent strategy
Intuitive Counter-intuitive
What are
some of the intuitive things we do in a negotiation
the counter-intuitive thing we might consider as an
alternative ?
Automatic gear Shift into manual
Focus on Positions Focus on interests
Dive into the negotiation Defer the negotiation to a time of our own
choosing, gather information first
When our proposals are rejected, Ask why our proposal doesnt work, and
justify and defend them gather information
When a proposal is made to us Instead of rejecting, ask why their proposal

that is unacceptable, rejection is important, and gather information
17
Basic Principles Common To All Forms Of
Negotiation
There are minimum 2 parties involved in the
negotiation process. There exists some
common interest, either in the subject

Aboueleish
matter of the negotiation or in the
negotiating context, that puts or keeps the
parties in contact.
Though the parties have the same degree

of interest, they initially start with different
opinions and objectives which hinders the
outcome in general.
In the beginning, parties consider that negotiation is a
better way of trying to solve their differences.

Aboueleish
Each party is under an impression that there is a
possibility of persuading the other party to modify their
original position, as initially parties feel that they shall
maintain their opening position and persuade the other
to change.
During the process, the ideal outcome proves
unattainable but parties retain their hope of an

Aboueleish
acceptable final agreement.
Each party has some influence or power real or

assumed over the others ability to act.
The process of negotiation is that of interaction

between people usually this is direct and verbal
interchange.
Characteristics Of An Effective Negotiator
He should be a good learner and observer.

Aboueleish
Should know the body language of the
people at the negotiation process.
Should be open and flexible and yet firm.
Exercise great patience, coolness and
maturity.
Should possess leadership qualities.
Should control emotions and not
show his weaknesses.
Should bargain from the position of strength.
Should know and anticipate the pros and cons of
his each move and its repercussions.

Aboueleish
Should know how to create the momentum for the
negotiations and must know when to exit and where
to exit by closing the talks successfully.
Should build trust and confidence.
Should be confident and optimist.
Should have clear cut goals and objectives.
If necessary, he should provide a face saving

Aboueleish
formula for his counter party.
Should be able to grasp the situation from many
dimensions.
Should know human psychology and face reading
Should not be a doubting Thomas.
Should plan and prepare thoroughly with
relevant data and information to avoid
blank mind in the process.

Aboueleish
Should radiate energy and enthusiasm
and must be in a position to empathize
with his opponents.
Should be a patient listener.
How To Develop These Skills And Use Them
Effectively ?
what negotiation means and the various
forms it can take that negotiating, in the
fullest sense, means forging long-term

relationships the role that the individual
Aboueleish
personalities play in negotiating that you
must take a variety of approaches to
negotiation, since no single set of
principles will suffice in all circumstances
Negotiation Skills Style Test

Aboueleish
Aboueleish
Types Of Negotiation In Organizations
Managerial Negotiations
Types Parties Involved Examples
1. Different levels of 1. Negotiation for

Day-to-day/ Management pay, terms and

Aboueleish
Managerial working
Negotiations 2. In between
colleagues conditions.
3. Trade unions 2. Description of

the job and
4. Legal advisers fixation of
responsibility.
3. Increasing
productivity.
Commercial Negotiations

Aboueleish
Commercial 1. Management 1. Striking a contract with
Negotiations 2. Suppliers the customer.
3. Government 2. Negotiations for the
4. Customers price and quality of
5. Trade unions goods to be
6. Legal advisors purchased.
7. Public 3. Negotiations with
financial institutions as
regarding the
availability of capital
Legal Negotiations
1.Government 1. Adhering to

Aboueleish
Legal the laws of the
2.Management
Negotiations local and
3.Customers national
government.
How To Plan Your Negotiation Agenda

Aboueleish
Preparing For A Successful Negotiation
Depending on a scale of disagreement, the
level of preparation might be appropriate for
conducting the successful negotiation.

Aboueleish
For a small disagreements, excessive
preparation could be counter-productive
because it do takes time which is better
focused in reaching the team goals.
If the major disagreement needed to be resolved,
preparing thoroughly for that is required, and worthwhile.
Think through following points before you could start
negotiating.

Aboueleish
Goals:
What you want to get out from the negotiation?
What do you expect from the other person?
What you and the other person have
which you can trade?

Aboueleish
What do you and the other person
have so that the other wants it?
What might you both be prepared to
give away?
Alternatives:
If you do not reach the agreement with
him/her, what alternatives you have?
Are these things good or bad alternatives?
Gihan Aboueleish
Negotiation Skills -
How much it matters if you do not reach the
agreement?
Will the failure to reach the agreement cut out

future opportunities?
What alternatives may the other person have?

The relationship:
What is a history of relationship?
Can or should this history impact
negotiation?

Aboueleish
Will there be any of the hidden
issues that might influence
negotiation?
How you will handle these?
Expected outcomes:
What outcome would people
be expecting from the

Aboueleish
negotiation?
What was the outcome in the

past, and what precedents
been set?
The Consequences:
What are the consequences of winning
or losing this negotiation by you?
What are the consequences of winning

Aboueleish
or loosing by the other person?
Power:
Who has the power in the relationship?

Who do controls the resources?
Who stands to lose most if agreement is

Aboueleish
not been reached?
What power does other person have to
deliver which you do hope for?
Possible Solutions:
Based on all considerations, what

Aboueleish
possible compromises might be there?
Negotiating And Long-term Relationships
Good negotiators are the people who

understand

Aboueleish
how to build key relationships
how to identify what people need
how to give them what they need and
how to get what they want in return, all
in a way that seems effortless.
Negotiating And Individual Personalities
Autocratic managers typically hold the view that

they are going to get what they want when they
interact with subordinates, because their inherent

Aboueleish
authority precludes the need to negotiate.
These managers do not realize that, in the process

of handing out orders, they are engaged in a kind
of one-sided negotiation that can antagonize
others, with the result that the tasks they wish to
see completed may be carried out improperly or not
at all.
The Accommodating manager is more
concerned with what others want than with
their own needs.

Aboueleish
In order to avoid conflict, they do not negotiate
at all and often end up overriding their own
interests.
B.A.T.N.A

Aboueleish
The Negotiation Process
BATNA
The Best Alternative To a

Aboueleish
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual for a
negotiated agreement.
Your BATNA is the only standard which can
protect you both from accepting terms that are
too unfavourable and from rejecting terms it

Aboueleish
would be in your interest to accept.
In the simplest terms, if the proposed agreement

is better than your BATNA, then you should
accept it. If the agreement is not better than your
BATNA , then you should reopen negotiations.
Where Do Use This Skill?
Everything is negotiated.
Family and personal
Where should we go for dinner?
Can I borrow the car?

Aboueleish
Academic research
Fund my project.
Publish my paper.
Business ventures
I want a raise.
Invest in my company.
Pay me a license fee or Ill sue you.
Determining Your BATNA
BATNAs are not always readily apparent. Fisher and
Ury outline a simple process for determining your
BATNA:

Aboueleish
develop a list of actions you might conceivably
take if no agreement is reached;
improve some of the more promising ideas and
convert them into practical options; and
select, tentatively, the one option that seems
best.
A persons go for car purchase.
[To negotiate with showroom sales man
for lesser price]

Aboueleish
le The car owner is not
p
am agreeing for the lesser
Ex price.
A
N
T Than customer can
BA
ask for Radial
tires[best alternative]
with any increase in
price further.
CASE STUDY

Aboueleish
Case Study Application 01
Highly Brill Leisure Centre has hired you to

help them with their marketing decision
making. Perform a SWOT analysis on Highly

Aboueleish
Brill Leisure Centre, based upon the
following issues:
CASE STUDY Application 02
A community discovers that its water is being

polluted by the discharges of a nearby factory.

Community leaders first attempt to negotiate a
Aboueleish
clean-up plan with the company, but the
business refuses to voluntarily agree on a plan
of action that the community is satisfied with.
Issues In Negotiation
The Role of Mood & Personality Traits in Negotiation;
Positive moods positively affect negotiations

Traits do not appear to have a significantly direct

Aboueleish
effect on the outcomes of either bargaining or
negotiating processes (except extraversion,
which is bad for negotiation effectiveness)
Gender Differences In Negotiations;
Women negotiate no differently from men,

although men apparently negotiate slightly better
outcomes.

Aboueleish
Men and women with similar power bases use
the same negotiating styles.
Womens attitudes toward negotiation and their
success as negotiators are less favorable than
mens.
The Importance of BATNAs
Once parties establish a BATNA, they
must then compare the costs and
benefits of the BATNA to all of the

Aboueleish
settlement options on the table.
Ask, "What's it going to cost you if you

don't?"
Negotiation Strategies

Aboueleish
Most of the negotiation literature focuses on two
strategies, although they call them by different
names.

Aboueleish
One strategy is interest-based(or integrative, or
cooperative) bargaining, while the other is
positional (or distributive or competitive)
bargaining.
Interest-based Bargaining /Win-win Bargaining
Integrative bargaining in which parties collaborate to

find a win-win" solution to their dispute.
This strategy focuses on developing mutually beneficial

Aboueleish
agreements based on the interests of the disputants.
Interests include the needs, desires, concerns, and
fears important to each side.
Positional Bargaining
Positional bargaining is one that involves

holding on to a fixed idea, or position, of

Aboueleish
what you want and arguing for it and it
alone, regardless of any underlying
interests.
Aboueleish
Negotiation Skills Style Test
Gihan Aboueleish
Exercise #1
Roles : Rita, a 15 year old girl. The Observer
becomes Ritas parent. Others are Observers to
record use/abuse of win/win techniques.

Aboueleish
Background: Rita is calling home from a payphone
on Hwy 401 to tell her parent she is hitch-hiking to
Hollywood to be a movie star. She has no money,
is a little afraid, and secretly wants to go to drama
school. The parent is worried about Rita being out
after curfew. Parent picks up the phone, and has 3
minutes to effect a win-win approach before the
payphone times out.
Exercises #2
Background:
Suresh has a Programmer off sick, and wants to
negotiate two weeks of Kunals time to work on the
Companys most important project immediately, because
Kunal is the best programmer, and knows the tasks.

Aboueleish
Delays may affect everyones bonus.
Kunals Manager is concerned the loss of Kunal will

mean he will not be able to complete tasks on another
project their department is committed to deliver (requiring
one week of work in the next 3 weeks), because Suresh
has a reputation of over-utilizing resources (and padding
their schedule contingency). Other commitments will also
need juggling.
Exercise #3
Background: Raima is not using the

car this weekend, but is concerned
the good friend is a fast driver. The

Aboueleish
friend is generous, and has done
Raima several favors for Raima,
including a recent birthday gift.
Time: 3 minutes
Use.Competition
When quick, decisive action is vital (in
emergencies); on important issues.
Where unpopular actions need implementing (in
Gihan Aboueleish
cost cutting, enforcing unpopular rules, discipline).
On issues vital to the organizations welfare.
When you know youre right.
Against people who take advantage of
noncompetitive behavior.
Use ..Collaboration
To find an integrative solution when both sets of
concerns are too important to be compromised.
When your objective is to learn.
To merge insights from people with different

Aboueleish
perspectives.
To gain commitment by incorporating concerns into
a consensus.
To work through feelings that have interfered with a
relationship.
Use.Avoidance
When an issue is trivial, or more important issues are pressing.
When you perceive no chance of satisfying your concerns.
When potential disruption outweighs the benefits of resolution.
To let people cool down and regain perspective.
When gathering information supersedes immediate decision.
When others can resolve the conflict effectively.

When issues seem tangential or symptomatic of other issues.
Aboueleish
Use.Accommodation ;
When you find youre wrong and to allow a better position to be
heard.
To learn, and to show your reasonableness.
When issues are more important to others than to yourself and to
satisfy others and maintain cooperation.
To build social credits for later issues.

Aboueleish
To minimize loss when outmatched and losing.
When harmony and stability are especially important.
To allow employees to develop by learning from mistakes.
Usecompromise;
When goals are important but not worth the effort of potential
disruption of more assertive approaches.
When opponents with equal power are committed to mutually
exclusive goals.
To achieve temporary settlements to complex issues.

Aboueleish
To arrive at expedient solutions under time pressure.
As a backup when collaboration or competition is
unsuccessful.
Aboueleish
Understanding Your Style Of
Negotiation
Behaviour
Motivation:

Aboueleish
Assertive-directing, Altruistic-nurturing,
Flexible-cohering
Personal strengths
Personal weaknesses
Techniques for Better Negotiation

Aboueleish
1) Prepare, prepare, prepare
2) Pay attention to timing
3) Leave behind your ego.

Aboueleish
4) Ramp up your listening skills.
5) If you don't ask, you don't get
6. Anticipate compromise
7. Offer and expect commitment
8. Don't absorb their problems
9. Stick to your principles

Aboueleish
10. Close with confirmation.
01- Prepare, Prepare, Prepare
Pay attention to timing. Timing is important in

any negotiation. Sure, you must know what

Aboueleish
to ask for. But be sensitive to when you ask
for it. There are times to press ahead, and
times to wait. When you are looking your
best is the time to press for what you want.
But beware of pushing too hard and
poisoning any long-term relationship.
02- Pay Attention To Timing
Pay attention to timing. Timing is important in
any negotiation. Sure, you must know what
to ask for. But be sensitive to when you ask
for it. There are times to press ahead, and

Aboueleish
times to wait. When you are looking your
best is the time to press for what you want.
But beware of pushing too hard and
poisoning any long-term relationship.
03- Leave Behind Your Ego.
Leave behind your ego. The best
negotiators either don't care or don't
show they care about who gets credit
for a successful deal. Their talent is in

Aboueleish
making the other side feel like the final
agreement was all their idea.
04 - Ramp Up Your Listening Skills.
Ramp up your listening skills. The best negotiators are
often quiet listeners who patiently let others have the
floor while they make their case. They never interrupt.
Encourage the other side to talk first. That helps set up
one of negotiation's oldest maxims: Whoever mentions

Aboueleish
numbers first, loses. While that's not always true, it's
generally better to sit tight and let the other side go
first. Even if they don't mention numbers, it gives you a
chance to ask what they are thinking.
- 05if You Don't Ask, You Don't Get
If you don't ask, you don't get. Another tenet of
negotiating is "Go high, or go home." As part
of your preparation, define your highest
justifiable price. As long as you can argue

Aboueleish
convincingly, don't be afraid to aim high. But
no ultimatums, please. Take-it-or-leave-it
offers are usually out of place.
06- Anticipate Compromise.
Anticipate compromise. You should expect to

make concessions and plan what they might
be. Of course, the other side is thinking the

Aboueleish
same, so never take their first offer. Even if
it's better than you'd hoped for, practice your
best look of disappointment and politely
decline. You never know what else you can
get.
07- Offer And Expect Commitment.
Offer and expect commitment. The

glue that keeps deals from

Aboueleish
unravelling is an unshakable
commitment to deliver. You should
offer this comfort level to others.
Likewise, avoid deals where the
other side does not demonstrate
commitment.
Don't Absorb Their Problems.
Don't absorb their problems. In most
negotiations, you will hear all of the other side's
problems and reasons they can't give you what

Aboueleish
you want. They want their problems to become
yours, but don't let them. Instead, deal with each
as they come up and try to solve them. If their
"budget" is too low, for example, maybe there
are other places that money could come from.
Stick To Your Principles.
Stick to your principles. As an

individual and a business owner, you
likely have a set of guiding principles

Aboueleish
values that you just won't
compromise. If you find negotiations
crossing those boundaries, it might be
a deal you can live without.
Close with confirmation.
Close with confirmation. At the close of

any meeting even if no final deal is
struck recap the points covered and

Aboueleish
any areas of agreement. Make sure
everyone confirms. Follow-up with
appropriate letters or emails. Do not
leave behind loose ends.
Handling
D
fi ficult Negotiators

Aboueleish
Speak more quietly than them.
Have more space in between your words than them.
If they interrupt, pause for a few seconds after they finish.
Be critical of foul language.

Aboueleish
Do not rise to a bait if they attack or blame you.
Ignore all threats.
Handling Emotions
Emotional Challenges Recommended Response
Anger/exasperation Allow venting. Probe for why
Insulted What wouldnt be insulting?

Focus on issues

Aboueleish
Guilt
Re-focus
False flattery
Tips:
Dont lose your cool .
Try to defuse with acknowledgement, empathy, patience,
impartiality.
Consider dealing with less emotional issues first
Know your own Hot Buttons
Practice
Know Your Hot Buttons
Exercise: List the last 3 times you felt someone pressed
your Hot Button.
Subject Who pushed Why did you feel Next time I

discussed your buttons? manipulated? will..
SoReach
why negotiate?
an agreement
Get the better of the opposition
Compromise

Aboueleish
Settle a dispute
Make a point
Negotiation Styles
1. competitive
2. collaborative

Aboueleish
3. compromising
4. avoiding
5. accommodating
Key steps In writing
Speed
Enforce
Communicate clearly
Confidence
Flexible Close deal
Control
Build expectations
Strategy
Who with Which style?
Homework
Preparation Easy first
Objectives Manage agenda
91Benefits to both Negotiation Skills - Gihan
Aboueleish
Negotiation Strategy
High
BARGAININ
EMOTION
G
[Ability to modify others]
Gihan Aboueleish
INTITUTION
COMPROMI
LOGICALLY
SE
Low
Low High
INFLUENC
E
Bargaining Zone Model Of Negotiation
Your initial Your target

Your resistance
point point
point
Gihan Aboueleish
Area of
potential
agreement
Opponents Opponents Opponents

resistance target point initial point
point
Example

Aboueleish
Negotiating Behaviour
Gavin Kennedy describes 3 types of
behaviour that we can display and encounter
when in a negotiating situation.

Aboueleish
RED BLUE PURPLE
RED Behaviour
Manipulation
Aggressive

Aboueleish
Intimidation
Exploitation
Always seeking the best for you
No concern for person you are negotiating with
Taking
BLUE Behaviour
Win win approach
Cooperation
Trusting

Aboueleish
Pacifying
Relational
Giving
PURPLE Behaviour
Give me some of what I want (red)
Ill give you some of what you want (blue)
Deal with people as they are not how you think they are
Good intentions

Aboueleish
Two way exchange
Purple behaviour incites purple behaviour
Tit for tat strategies
Open
People know where they stand
Determination to solve problems by both sets of criteria of the merits of
the case and/or the terms of a negotiated exchange
Third-party Negotiations
1. Investigation
2. Mediation

Aboueleish
3. Conciliation
4. Arbitration
5. Adjudication
Effective Negotiation
Successful relationships are built on communication and
trust.

Lack of trust leads to win-lose or lose-lose result.
Aboueleish
Negotiation is one way of creating trust or deciding
whether trust is justified.
Example: The Negotiators Dilemma a classic risk
strategy game
The Negotiators Dilemma
B Cooperates B Competes
A Cooperates Both cooperates A Cooperates

Both have a good B Competes
outcome

Aboueleish
A has terrible
outcome,
B has great outcome
A Competes A Competes Both competes

B Cooperates Both have mediocre
outcome
A has great outcome,
B has terrible outcome
Negotiation Tips;
1) Do not underestimate your power.

2) Do not assume that other party knows your
weaknesses.
Gihan Aboueleish
3) It is a mistake to assume you know what the
other party wants.
4) Never accept the 1st offer.
5) Dont fear to negotiate.
Skills For Effective Negotiation
Preparation and planning skill
Knowledge of the subject
Ability to think clearly and rapidly under

Aboueleish
pressure and uncertainty
Ability to express thoughts verbally
Listening skill
Patience
General problem-solving and analytical skills
Preparation
1. Firstly understand what it is you want?
2. What do you think your opponent wants?
3. What would happen if you didnt do a deal?
4. Do you know your stakeholders?

Aboueleish
5. Do you know who the decision maker is? Are you negotiating with them? If
not what affect does that have?
6. Are there concessions you can build into the negotiation?
7. Know your product / service inside out? What standards are there in the
market place?
8. Know your price points?
9. What issues do you think youll need to overcome?
10. Prioritize!
11. Practice!
Information Sharing
1. Company activities and market position
2. Opinion on entry points
3. What elements are clearly off the table or not up for

Aboueleish
discussion and why
4. Opponents attitude and commitment
5. Motivational factors (I want this price because)
6. Stakeholders and importantly decision makers
7. Problems, issues or risk
8. An order/structure for proceedings
BARGAINING
Bargaining has two basic parts

Debating
Aboueleish
Proposing
DEBATING
To be successful in negotiation you must build relationships and trust
You need to avoid the following-
Point scoring Your company is always late with deliveries so Im not paying that!
Insults If you insist on that price you must be stupid
Provocation Keep talking like that and see where it gets you!
Gihan Aboueleish
Threats You just wait until your other customers hear about this
Instead try-
Building a relationship It will make your negotiation much easier
Sticking to an agreed agenda This will help avoid destructive discussions.
Share information and ask questions What do you want what do they want
Try and be positive and listen What do they want and why look for areas of
win/win or easy compromise.
PROPOSING
When proposing your offer consider
Consider both your entry and exit This could include all or
some of your wants, and your opponents entry and exit points

Aboueleish
Consider how you will phrase your proposal
Consider what will motivate your opponent into making the
deal
Consider the likely response Think about the if I do that then
they will do that
Are there alternative proposals? Once an initial response has
been made are you happy or do you need to offer up something
new.
Remember the key thing is to propose dont argue and try
and remain realistic, and invite a response from your opponent.
Finalizing The Deal
So when closing the deal consider
Do you have what you want?
Do they have what they want?

Aboueleish
Can you signify to your opponent that if certain terms were met
the deal could be done.
Do you both understand the potential non deal by not closing or
reaching agreement?
Document the agreement quickly and share it with your opponent
and get agreement on the details of the deal.
Do not offer further concessions!
Agree the measures that will be applied to record fulfilment of the
deal.
Cabot Circus - UK

Aboueleish
Aboueleish
Negotiation and Relationships
Global marketplace

Aboueleish
Long-lasting business relationships
Trust and integrity
Conflicts with short-term needs
Deals from position of strength

Preparation
Give and take

Trust and
integrity

Aboueleish
Shared values
Steady dialogue
Creative solutions
Your experiences? Negotiating in Dubai
Developers
Contractors

Aboueleish
Sub-contractors
Consultants
Suppliers
Local government
Summary
Promises keeping them is hard

Builds reputation

Aboueleish
More Trust = More Wins
Never compromise on integrity
Success is measure over time
People always give the
most consideration, the
best deals, to those people

Aboueleish
they like and TRUST
Thank you

Aboueleish

Mastering Negotiation Skills

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Mastering Negotiation Skills

Hochgeladen von

Copyright:

Verfügbare Formate

Presented By:

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

The process of conferring to arrive at an agreement between

Negotiation Skills - Gihan

It is a collection of behaviours that involves

Negotiation Skills - Gihan

A negotiator may be a buyer or seller, a customer or

Minimum two parties

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Thus, the deal is confined: there are not much opportunities

Negotiation Skills - Gihan

Characteristic Distributive Integrative

Negotiation Skills - Gihan

Negotiation Skills - Gihan

FINALIZING THE DEAL

Negotiation Skills - Gihan

BATNAs tell you when to accept and when to reject an

Negotiation Skills - Gihan

When a proposal is worse than your BATNA:

Negotiation Skills - Gihan

When a proposal is made to us Instead of rejecting, ask why their proposal

Negotiation Skills - Gihan

Though the parties have the same degree

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Each party has some influence or power real or

The process of negotiation is that of interaction

He should be a good learner and observer.

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Types Parties Involved Examples

1. Different levels of 1. Negotiation for

Negotiation Skills - Gihan

3. Trade unions 2. Description of

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Negotiation Skills - Gihan

Are these things good or bad alternatives?

Will the failure to reach the agreement cut out

What alternatives may the other person have?

Negotiation Skills - Gihan

Negotiation Skills - Gihan

What was the outcome in the

Negotiation Skills - Gihan

Who has the power in the relationship?

Negotiation Skills - Gihan

Based on all considerations, what

Negotiation Skills - Gihan

Good negotiators are the people who

Negotiation Skills - Gihan