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HOW TO BECOME MILLIONAIRE
There is no shortcut to success, Hard work is only a key to success.
3
NEGOTIATION SKILLS
CONTENTS4
What is Negotiation? Features of Negotiation Why Negotiate ? Types of Negotiation 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
Where do use this skill?5
Everything Family
is negotiated.
and personal
Where should we go for dinner? Can I borrow the car?
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.
WHAT IS NEGOTIATION ?6
The
word "negotiation" originated from the Latin expression, "negotiatus", which means "to carry on business". process of conferring to arrive at an agreement between different parties, each with their own interests and preferences. give-and-take decision-making process involving interdependent parties with different preferences.
The
A
FEATURES OF NEGOTIATION7
Minimum two parties Predetermined goals Expecting an outcome Resolution and Consensus Parties willing to modify their positions Parties should understand the purpose of negotiation
Why do we NEGOTIATE ?8
To
reach an agreement To beat the opposition To compromise To settle an argument To make a point
TYPES OF NEGOTIATION9
Distributive Negotiation Integrative Negotiation
10
1st Type: 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.
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.
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2nd Type: 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? 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 nonfinancial 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
DISTRIBUTIVE VERSUS INTEGRATIVE NEGOTIATIONS12
Characteristic Outcome Motivation Interests Relationship Issues involved Ability to make trade-offs Solution
Distributive Win-lose Individual gain Opposed Short-term Single Not Flexible Not creative
Integrative Win-win Joint and individual gain Different but not always Opposite Longer or Short-term Multiple Flexible Creative
NEGOTIATION PROCESS13
PREPARATION Click here
INFORMATION SHARING Click here
BARGAINING click here
FINALIZING THE DEAL click here
BATNA14
BATNA is an acronym for:
Best Alternative Toa
Negotiated Agreement
Why BATNAs Matter15
BATNAs tell you when to accept and when to reject an agreement When
a proposal is better than your BATNA: ACCEPT IT a proposal is worse than your BATNA: REJECT IT
When
BATNA16
Best Alternative to a Negotiated Agreement Develop your BATNA- List your alternatives - Evaluate your alternatives - Establish your best as your BATNA
Consider their BATNA Have a Reservation Point the least you will accept List their alternatives their BATNA
BATNA Example17
Example: [Showroom salesman V/s customers]
A persons go for car purchase.[To negotiate with showroom sales man for lesser price]
The car owner is not agreeing for the lesser price. Than customer can ask for Radial tires[best alternative] with any increase in price further.
NEGOTIATION STRATEGY Berrin By: Kenneth18
High
INTITUTION [Ability to modify others]
BARGAINING
EMOTION
COMPROMISE
LOGICALLY
Low Low
INFLUENC E
High
Bargaining Zone Model of Negotiation19
Your initial point
Your target point
Your resistance point
Area of potential agreement Opponents resistance point Opponents target pointOpponents initial point
EXAMPLE20
NEGOTIATING BEHAVIOUR21
Gavin Kennedy describes 3 types of behaviour that we can display and encounter when in a negotiating situation.RED BLUE PURPLE
22
RED Behaviour
ManipulationAggressive Intimidation Exploitation
Always seeking the best for youNo concern for person you are negotiating with Taking
23
BLUE Behaviour
Win win approach
CooperationTrusting Pacifying Relational
Giving
24
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 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
25
THIRD-PARTY NEGOTIATIONS1. 2. 3.
4.5.
Investigation Mediation Conciliation Arbitration Adjudication
EFFECTIVE NEGOTIATION26
Successful relationships are built on communication and trust. Lack of trust leads to win-lose or lose-lose result. Negotiation is one way of creating trust or deciding whether trust is justified. Example:
The Negotiators Dilemma a classic risk strategy game
The Negotiators Dilemma27
B Cooperates A Cooperates Both cooperates Both have a good outcome
B Competes A Cooperates B Competes A has terrible outcome, B has great outcome
A Competes
A Competes B Cooperates
Both competes Both have mediocre outcome
A has great outcome, B has terrible outcome
NEGOTIATION TIPS28
1)
2)
3)
4) 5)
Do not underestimate your power. Do not assume that other party knows your weaknesses. It is a mistake to assume you know what the other party wants. Never accept the 1st offer. Dont fear to negotiate.
SKILLS FOR EFFECTIVE NEGOTIATION29
Preparation
and planning skill Knowledge of the subject Ability to think clearly and rapidly under pressure and uncertainty Ability to express thoughts verbally Listening skill Patience General problem-solving and analytical skills
30
THANK YOU
PREPARATION31
1. 2. 3. 4. 5.
6.
7.
8. 9. 10.
Firstly understand what it is you want? What do you think your opponent wants? What would happen if you didnt do a deal? Do you know your stakeholders? Do you know who the decision maker is? Are you negotiating with them? If not what affect does that have? Are there concessions you can build into the negotiation? Know your product / service inside out? What standards are there in the market place? Know your price points? What issues do you think youll need to overcome? Prioritize!
INFORMATION SHARING32
1.
2.3.
4.5.
6.7. 8.
Company activities and market position Opinion on entry points What elements are clearly off the table or not up for discussion and why Opponents attitude and commitment Motivational factors (I want this price because) Stakeholders and importantly decision makers Problems, issues or risk An order/structure for proceedings
BARGAINING33
Bargaining has two basic parts
Debating Proposing
DEBATING34
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! Threats You just wait until your other customers hear about this 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.
Instead try
PROPOSING35
When proposing your offer considerConsider both your entry and exit This could include all or some of your wants, and your opponents entry and exit points 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 DEAL36
So when closing the deal considerDo you have what you want? Do they have what they want? 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.