The Negotiator Magazine

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Remember the bank purchasing manager who asked me for a better price? In this case, the bank's negotiator used the classic negotiating tactic of adding a 'nibble' to the end of the discussions. It was only by adopting a creative problem-solving approach that the contract was saved. By looking at the delivery and changing the minimum order requirement, I was able to secure the contract.

The result? A personal and professional achievement on both sides. we both felt that the agreement was satisfactory, and a there was realistic outcome to our negotiations.

Acceptable

As we move down the scale, the outcomes start to represent more closely the quick approach of negotiating. In the case of the acceptable outcome, you will get to the end of the negotiation and feel that, while the deal might be acceptable, you could have had a better outcome.

Don't waste time on such thoughts; they're entirely counter productive.

Here's a little experiment for you to try. The next time you go to buy a product, go to four similar establishments and check the prices. You'll probably be startled to note major differences. In most cases someone has sat down and, with a series of pen strokes, created a price. Again in most cases, people accept these pen strokes as a legitimate price that cannot be challenged!

It can. Ask for a better price. You will be pleasantly surprised.

Always ask for a better deal. Businesses are always keen to move a product or a serviceit's better than nothing.

It's an acceptable outcome.

Worst possible outcome

You can be faced with the worst possible outcome in all negotiation types, but it is far more common when you're using the quick type. For instance, if you're trying to negotiate a better price in a retail store and receive a resounding 'NO', it's probably because you're trying to negotiate with someone who doesn't have the authority to vary the terms.

The result? A lose/lose situation. You lose because you don't get the product or service; they lose because they didn't get your business. This is the worst possible outcome for both parties.

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March 2005