1. C o n c e p t i a l T r a i n i n g A n d
C o n s u l t i n g
T h e L e a r n i n g J o u r n e y
© CONCEPTIAL TRAINING & CONSULTING

2. W H A T T O E X P E C T
CONCEPTIAL TRAINING AND CONSULTING
After the end of the program you should be able to improve the
following
1. Handling Negotiation
2. Understand and implement customer centricity
3. Influence and persuasion ability

3. Let us Know each other!
2-3 aspects to identify you.
One thing which people may not know
about you
If you could change one thing in the world
what would it be?

4. Welcome to Managing B2B Customers, Workshop

5. We are going to begin with ‘Negotiation Skills’

6. Learning Outcomes from Negotiation Module
• Define what is meant by negotiation
and apply that to a number of
different contexts
• Identify factors that can determine
the outcome of a negotiation
• Plan a strategy for successful
negotiation
• Understand the principle of ‘win-win’
negotiations

7. What is negotiation?
Negotiation takes place when two or
more people, with differing views, come together
to attempt to reach agreement on an issue.
“Negotiation is about getting the best possible
deal in the best possible way.”
Lets flip

8. Types of negotiation
• Distributive (win-lose)
• Integrative (win-win)
• Benefits of win-win

9. What have you negotiated?
• What have you successfully
negotiated ?
• What factors helped enable
your success?

10. Planning to negotiate
• Establish your objectives
• Establish other party’s objectives
• Frame negotiation as a joint search for a solution
• Identify areas of agreement
• Troubleshoot disagreements: bargain & seek
alternative solutions, introduce trade offs
• Agreement and close: summarise and ensure
acceptance

11. Basic Negotiation Terminology
• BATNA
Best Alternative to a Negotiated
Agreement
• Reservation value
least favourable point at which one will
accept a negotiated agreement
• ZOPA
Zone of possible agreement
range in which an agreement is satisfactory to both
parties involved in the negotiation process

12. Let us take an example in a sales scenario!

13. Case Study
• Rakesh is running a small company manufacturing AMOLED displays in India for smartphones called
DisplayQ. He is the only supplier in India which can provide AMOLED display to a global smartphone
brand SmartQ.
• SmartQ is a global leader in smartphones and is introducing a new range of smartphone with AMOLED
display, a departure from their LCD displays. They have options to go for global suppliers, but the import
duties will be 20%. They can get the same display from DisplayQ at 10% more cost than the global
suppliers but due to no import duties it will still be cheaper
• SmartQ is however worried about the quality and scalability of a small player like DisplayQ and wants to
tightly control their production, people policies and processes. It also wants DisplayQ to reduce its
selling price by 15%
• DiplayQ is worried about the impact and tight control of SmartQ. It is also not willing to reduce its selling
price as the quality standards that SmartQ wants, will increase their costs considerably.
• The order quantity is 10 million and DisplayQ cannot lose the order unless completely unfeasible
• Initiator will be SmartQ and respondant will be DisplayQ. The coach will observe the negotiation process
and share the BATNA, Reservation Value and ZOPA

14. Factors for success
• Legitimacy of your case
• Confidence in presenting it
• Courtesy to the other party
• Adaptation to the other
party’s style
• Rapport
• Incentives and trade offs
• Research the bigger picture

15. How to influence others in a Negotiation
The three ‘Ps’:
• Position (power?)
• Perspective (empathy)
• Problems (solutions)

16. Tips
• Aim high to begin with – easier to lose ground than gain
• Give concessions ‘reluctantly’
• Break down complex deals
• Language:
– Make proposals with open questions such as:
• “what would happen if we…?”
• “suppose we were to…”
• “what would be the result of?”
– Dealing with stone-walls: “what would need to happen for you to be willing to
negotiate over this?”
• Always get agreement in writing

17. Customer Centricity
Customer centric is a way of doing business with
your customer in a way that provides a positive
customer experience before and after the sale in
order to drive repeat business, customer loyalty
and profits. And a customer-centric company is
more than a company that offers good service

18. Customer Orientation
An approach to sales and customer-relations in
which staff focus on helping customers to meet
their long-term needs and wants. Here,
management and employees align their
individual and team objectives around
satisfying and retaining customers.

19. Exercise

20. Essential Skills for customer orientation

21. What is Active Listening

22. COMMON BARRIERS TO EFFECTIVE LISTENING
1. Knowing the answer
2. Trying to be helpful
3. Treating discussion as competition
4. Trying to influence or impress
5. Reacting to red flag words
6. Believing in language
7. Mixing up the forest and the trees
8. Over-splitting or over-lumping

23. Importance of customer centricity

24. Understanding Critical Conversations with Customers
There are high stakes and
potential consequences
There are opposing viewpoints
There is uncertainty about how
the conversation will play out
There is often historical baggage
There are powerful emotions
involved

25. Why is Holding Critical Conversation Important For Customer
Centricity?

26. How to Handle Critical Conversations
• Getting to Yes
• Getting Past No
• Feedback Approaches
• Exchange Theory
• Learning Conversations

27. “Getting to Yes” Strategy
• Separate People from the Problem
• Focus on Interests, not Positions
• Invent Options for Mutual Gain
• Use Objective Criteria
• Develop Your BATNA
(Best Alternative to a Negotiated Agreement)

28. “Getting Past No” Strategy
• Go to the Balcony
• Step to Their Side
• Reframe
• Build Them a Golden Bridge
• Use Power to Educate

29. Feedback/Learning Approach
• Focus on the situation, issue or behavior
that you hope will change.
• Recognize accomplishments and effort.
• Frame comments in terms of perceptions
and potential consequences.
• Be specific, future-oriented, and timely.
• Engage in joint problem solving.

30. Avoiding Common Pitfalls
When giving feedback:
• Invite questions and clarifications;
maintain two-way communication.
• Acknowledge the other’s concerns; listen
for what may be difficult for them to
change.
• Follow up to help them with new
approaches; change is seldom
straightforward.

31. Avoiding Common Pitfalls
When receiving feedback:
• Listen calmly; avoid over-explaining.
• Work hard to see the other’s perspective
and ask questions to clarify as needed.
• Assume good intentions unless clearly
proven otherwise.

32. Exchange Theory
• Assume the other is a potential ally.
• Clarify your goals and priorities.
• Diagnose your ally’s goals, concerns, and
needs.
• Assess your resources relative to your ally’s
wants.
• Diagnose your relationship with your ally (e.g. do
you need to prove your good intentions?).
• Determine an exchange approach; be prepared
for expectations of reciprocity.

33. Learning Conversations
Analyze the difference in your
view and the other party’s view of
events.
 Intentions
 Impact on the other
 Contributions to the difficulty
 Impact on identity
Decide what you want to accomplish
and whether talking is the best way.
Start the conversation as the
difference in your perspectives and
listen carefully.
Invent options to meet each party’s
important concerns and interests.

34. Sample Scenarios
Each small group of 3-5 will have a
scenario and will be asked to consider:
– What could make this scenario
difficult for each of you in the
group?
– What range of strategies would
the group consider to handle it?

35. Types of Scenarios
• How do you let your boss know if you think he/she is making an
error ?
• How would you negotiate (eg for a job or promotion), when you
can’t or don’t want to compromise on one of their top priorities ?
• How do you give directions to a strong willed employee who insists
on doing things his/her way and often argues with you ?
• How do you respond when a colleague believes you are treading on
his/her perceived turf, even when the roles are ambiguous.
• How might you give unsolicited negative feedback to someone on
your project team who is making other’s task more difficult ?

36. Consider for each scenario…
• Have you had related experiences?
• Where might the conversation best begin?
• What would you watch out for in:
Word choice
Tone of voice
Nonverbal communication

37. Concluding Points
 Be aware of timing – waiting to talk only helps a
difficult situation if the cause is likely to change
on its own.
 Recognize the possibility of transforming
relationships – trusting someone enough to talk
about difficult matters can lead to more
constructive interactions.

38. Feedback Rules
• TIMELY
• SELECTIVE
• BALANCED
• SUGGESTIONS rather than PRESCRIPTIONS
• DESCRIPTIVE
• SPECIFIC or focussed
 Avoid personal comments
 Avoid Mixed Messages
 Avoid diffusion
• DIRECTED towards behaviour that can be changed

39. Giving Feedback
• TIMELY: given as close to the
event as possible (taking
account of the person’s
readiness etc)
• SELECTIVE: addressing one or
two key issues rather than too
many at once
• BALANCED: good and the bad
• SUGGESTIONS not
PRESCRIPTIONS

40. Giving Feedback
DESCRIPTIVE, non-judgemental, based on
behaviour not personality
"I notice that you don’t look at people when they
are talking to you".
"I think your selfish in that you don’t listen to
anyone else".

41. Giving Feedback
SPECIFIC or focussed; In order to focus
developmental feedback:-
– Avoid personal comments
– Avoid Mixed Messages
– Avoid diffusion

42. Examples
‘you fool! Cant you remember that I needed these accounts for the meeting
yesterday?’
“Amit, I need the accounts for 2pm on Friday for the management meeting
later in the afternoon.”
‘Rohit, you always look as if you have just got out of bed but your work is
good on the whole)
‘Rohit, I would like you to take more care with your appearance in order to
make a better impression’
‘Some of you are not achieving your performance goals. You have to
improve.’
‘Rachna, you have not achieved your performance goals this week. Can we
talk about it & work out some plans to improve?’

43. Giving Feedback
DIRECTED towards behaviour that can be
changed
‘I really don’t like your face/your height/the fact
that you are bald etc’
‘It would help me if you smiled more or looked
at me when you speak’

44. But… before you give feedback
Always ask yourself:
• What is my intention behind giving this person feedback?
• How am I feeling about giving it?
• How is the other person feeling; if they have had a stressful day,
might be best left for another occasion. It is important they are in
the right frame of mind to accept it
BOTH PEOPLE SHOULD FEEL CALM

45. The Impact of Feedback
The person receiving the feedback can react with:
• Anger – ‘I’ve had enough of this’
• Denial – this reaction often accompanies the initial shock of feedback ‘I
cant see any problem with that’
• Blame – ‘It’s not my fault. What can you expect when the patient won’t
listen?
• Rationalisation – finding excuses to try and justify their behaviour ‘I’ve had a
particularly bad week’ ‘Doesn’t everyone do this?’
• Acceptance
• Renewed Action

46. Rules for Receiving Feedback
• Listen carefully to what is being said
• People should be receptive to feedback and see it as helpful.
• Don’t reject it!
Accept positive feedback…don’t reject it!
Accept negative feedback...don’t reject it!
Avoid arguing or being defensive.
• Ask questions to clarify fully and seek examples is useful.
• Acknowledge the giver of feedback and show his or her appreciation.
The feedback may not have been easy to give.
• Involve mutual goodwill
receiver should feel that the giver isn’t their enemy
giver needs to want to help receiver develop

47. What to do with the feedback?
It is up to you
• Read or listen
• Understand; Clarification: examples and alternatives;
Keep notes
• Give it time to sink in and get into perspective
• Try to keep feedback sheets/information together
• Address areas for improvement. Identify, Action Plan
• Try not to
feel devastated by small
criticisms and
try not to be defensive and
make excuses

48. Feedback Exercise
• You are heading the manufacturing setup of one of the components providers for
aeronautical products manufacturer Fairbus
• You also head the project and are responsible for providing timely delivery of GPS
system for a new range of commercial aeroplanes
• You are running out of deadline as one of your team member, who is heading the
quality department is not providing approval for one of the parts in the GPS system
that had previously malfunctioned
• You believe and it is also a fact that the quality team is being extra cautious in
approving the part and the part has been properly fixed and tested twice before
• It is also a fact that aeronautical products demand very high quality and lives are
stake here
• Use both your negotiations and feedback skills to provide feedback and negotiate a
way out of this logjam to prove you are customer centric

49. Persuasion

50. What is Persuation? Why is it important your you
In business, persuasion is a process aimed at
changing a person's (or a group's) attitude or
behaviour toward some event, idea, object, or
other person(s), by using written, spoken words
or visual tools to convey information, feelings,
or reasoning, or a combination thereof.

51. Persuasion
I. Social Psychology
II. Ethos
III. Myth

52. I. Social Psychology
1. Reciprocity
2. Consistency
3. Social proof
4. Authority
5. Likeability
6. Scarcity

53. 1. Reciprocity
One of the most potent
weapons of influence and
compliance:
We want to repay, in kind,
what another person has
provided us

54. 1. Reciprocity
• give a flower then ask for a donation
• send prospect pre-printed return address
labels with solicitation letter
• small gifts and comped meals
I.e.: We want to repay, in kind, what
another person has provided us
E.g:

55. 1. Reciprocity
I.e.: We want to repay, in kind, what another
person has provided us
• Technique 1: If someone makes a
concession, we are obligated to respond
with a concession
• Making a concession gives the other party
a feeling of responsibility for the outcome
and greater satisfaction with resolution

56. 1. Reciprocity
I.e.: We want to repay, in kind, what another person has
provided us
Technique 1: If someone makes a concession, we are
obligated to respond with a concession
Making a concession gives the other party a feeling of
responsibility for the outcome and greater satisfaction with
resolution
•Technique 2: Rejection then retreat:
exaggerated request rejected, desired lesser
request acceded to

57. 1. Reciprocity
I.e.: We want to repay, in kind, what another person has
provided us
Technique 1: If someone makes a concession, we are
obligated to respond with a concession
Making a concession gives the other party a feeling of
responsibility for the outcome and greater satisfaction with
resolution
Technique 2: Rejection then retreat: exaggerated request
rejected, desired lesser request acceded to
•Technique 3: Contrast principle: Ask for
higher value item first; or present the
undesirable option first

58. 2. Consistency
Our nearly obsessive desire to
be (and to appear) consistent
with what we have already done
Consistency is usually
associated with strength,
inconsistency as weak; we want
to look virtuous

59. 2. Consistency
Our nearly obsessive desire to be (and to
appear) consistent with what we have
already done
Consistency is usually associated with
strength, inconsistency as weak; we want to
look virtuous

60. 2. Consistency
Technique 1: Elicit a commitment, then
expect consistency
Technique 2: Public, active, effortful
commitments tend to be lasting
commitments
Technique 3: Get a large favor by first
getting a small one (small commitments
manipulate a person’s self-image and
position them for large commitment)

61. 2. Consistency
Outcome 1: Commitments people
own, take inner responsibility for,
are profound
Outcome 2: Commitments lead to
inner change and grow their own
legs

62. 3. Social Proof
One means we use to determine
what is correct is to find out what
other people think is correct.
The greater number of people who
find an idea correct, the more the
idea will be correct.
Pluralistic ignorance: each person
decides that since nobody is
concerned, nothing is wrong
Similarity: social proof operates most
powerfully when we observe people
just like us

63. 3. Social Proof
One means we use to determine what is correct is
to find out what other people think is correct.
The greater number of people who find an idea
correct, the more the idea will be correct.
Pluralistic ignorance: each person decides that
since nobody is concerned, nothing is wrong
Similarity: social proof operates most powerfully
when we observe people just like us

64. 3. Social Proof
• laugh tracks
• faith communities
• mob behavior
• inaction toward crime or emergency
• Jonestown
• applause
• testimonials
Examples:

65. The Asch Experiment
The Asch Experiment

66. 4. Authority
We have a deep-seated sense of duty to
authority
Tests demonstrate that adults will do
extreme things when instructed to do so by
an authority figure

67. 4. Authority
•Titles
•Uniforms
•Clothes
•Trappings
of status

68. Example of Authority
If your doctor tells you to do something,
you’ll listen and take his advice
seriously. Between the two of you, your
doctor’s education and experience
trump your own health care expertise.
You value his opinion so much that you
pay for it.
Authority is so powerful that it can
influence people beyond the first
degree. Your friends recognize the
power of your doctor’s words as well —
they will understand if you miss a party
due to “doctor’s orders”.

69. 5. Likeability
“We prefer to say yes to
someone we know and like”

70. 5. Likeability
• similarity of opinion, life-style,
background, personality traits
• familiarity and contact
• cooperation in shared goals
Compliance factors:

71. 5. Likeability
• physical attractiveness
• compliments
• association with positive things
(beauty, fashion, food)
• success
• smile
Compliance factors:

72. 5. Likeability
• Tupperware parties
• peer solicitation
• good cop / bad cop
• eating together
• celebrity endorsements
Examples:

73. 6. Scarcity
Opportunities seem more valuable to us
when their availability is limited
We want it even more when we are in
competition for it
E.g. Flash smartphone sales techniques

74. T H A N K Y O U !
www.conceptial-training.com