Summary bcci biznegn aug2010

Copyright2009 Dr Wilfred Monteiro
www.synergymanager.net

EXERCISE:
DEFINE NEGOTIATING


Negotiating….LET’S DEFINE

“Negotiating is….


WHAT IS YOUR
NEGOTIATING PHILOSOPHY

My job is to put my cards on the
table while deciding an issue.
After that it is upto the other
party.


WHAT IS YOUR

I negotiate for extracting
maximum advantage to my
company and me. If the other
person does not go with it, that’s
his problem.

WHAT IS YOUR

I am prepared to go to any
distance to please the other
party for he may return the same
compliments when we meet next


WHAT IS YOUR

I like to achieve everything that my
company wants me to , and if
deadlock arose, I shall see the
other’s viewpoint, give in to certain
demands, but ensure that both of us
are happy in the end.

Negotiation Styles
HIGH A C C O M O D A T E
C O L L A B O R A T E
R E L A T I O N S H I P

Build friendly relationship Problem solved creatively, aiming for win-win
Characteristics: Characteristics:
Promote harmony Search for common interests
Avoid substantive differences Problem-solving behaviours
Give into pressure to save relationship Recognising both parties’ needs
Place relationship above fairness of Synergistic solutions
the outcomes Win-win becomes the main purpose of the negotiator

C O M P R O M I S E

Split the difference

Characteristics:
Meeting half way
Look for trade offs
F O R

Accept half-way measures
Aims to reduce conflict rather than problem solve synergistically

A V O I D
Take whatever you can get/Inaction
D E F E A T
C O N C E R N

Characteristics:
Be a winner at any cost/Competitive
Feeling of powerlessness
Characteristics:
Indifference to the result
Win-Lose competition
Resignation, surrender
Pressure/Intimidation
Take what the other party is willing to concede
Adversarial relationships
Withdraw & remove = behaviour of negotiator
Defeating the other becomes a goal for the negotiator

C O N C E R N F O R S U B S T A N C E
LOW Copyright2009 Dr Wilfred Monteiro
HIGH

Two types of negotiation

• Co-operative = win/win
– empathetic
– partnership agreements
• Adversarial = win/lose
– maximise own gain and other’s
loss
– unstable agreements

“People who expect more,
earn more.”
Dean Fouraker


Negotiation Skills
• Get results and get them
• What makes when and where needed
• Adaptable
an effective • Don’t bargain over positions
negotiator? • Focus on interests and needs
not positions
• Build relationships
• Separate the people from the
problems
– Face the problem not the
person
• Are concrete
• Use fair procedures
• Communicate Effectively


Are you a Motivated Negotiator?

• Enthusiasm • Social Skills
– Confidence – Enjoy people
– Engaged – Interest in others
• Recognition • Teamwork
– Accomplishment – Better as a team
– Pat on the back – Self-control
• Integrity • Creativity
– No trickery – Always looking for
– Trustworthiness ways to complete the
deal


Negotiating Skills
• Interpersonal
process
• Can be affected by
factors beneath
the surface:
– Emotions
– Attitudes
– Motives


STEPS IN THE NEGOTIATING PROCESS

PREPERATION

OPENING PRESENTING BARGAINING CLOSING

REVIEW FOR IMPLEMENTATION

STAGE 1 : PREPARING
• Establish Objectives
• Assign Priorities
– MUST achieve
– INTEND to achieve
– LIKE to achieve

RESEARCH ON INFORMATION
• What’s the fact & figures you need
• Source of information
• What information does the opponent have

STAGE 1 : PREPARING
CHECK ASSUMPTIONS:

1. What information does the opponent have
2. Estimate likely priorities of opponents
3. What are the pressures before your opponent
4. What are their issues, and concerns
5. What are their interests
6. What are the bridging factors which would make an
agreement possible
7. What are the concessions to trade

An Alternative: Interest-Based
Negotiations*
• Separate the people from the
problem
• Focus on interests, not positions
• Invent options for mutual gain
• Insist on objective criteria

*Roger Fisher & William Ury. 1991.
Getting to Yes. 2nd ed. New York:
Penguin. Copyright2009 Dr Wilfred Monteiro

Principle 1: Separate the People
from the Problem
• Disentangle the people from the
problem
• Deal with the people problem:
acknowledge perceptions, emotions
• Listen actively
• Speak to be understood
• Speak about yourself, not them

Principle 2: Focus on Interests,
Not Positions
• Positions: What disputants say they
want in a negotiation: a particular
price, job, work schedule, change in
someone else’s behavior, revised
contract provision, etc.
• Interests: Underlying desires or
concerns that motivate people in
particular situations (May
sometimes be the same as their
positions!)Copyright2009 Dr Wilfred Monteiro

Principle 3: Invent Options for
Mutual Gain
• Focus on the variety of ways issues/
interests (yours/theirs) might be
addressed?
• Avoid assuming there’s a single
solution
• Separate brainstorming from
evaluation of options
• Don’t assume zero-sum conditions
• Think creatively Dr Wilfred Monteiro
Copyright2009

Principle 4: Insist on Objective
Criteria
• Fair standards: market value,
precedent, blue book value,
professional standards, “best
practice,” industry average, equal
treatment, etc.
• Fair procedures: e.g. last best
offers, taking turns, drawing lots


Dr WILFRED MONTEIRO

• is a nationally acclaimed stalwart in the
field of business management with an
illustrious career spanning over 25
years
• He is a consultant and advisor to Board
of Directors of leading companies &
Chambers of Commerce;
• a management trainer of high repute
who has conducted over 1250 seminars
in India and abroad in areas of business
strategy, marketing & organization
development.
• a Visiting Professor to premier
management institutes and staff training
colleges throughout India.

website: www.synergymanager.net

CONTACT US
Dr Wilfred Monteiro
TELE : 91 22 9819843927
EMAIL: wm@synergymanager.net

Website: www.synergymanager.net

SYNERGY MANAGEMENT ASSOCIATES
sales force development expertise since 1993

OUR AREAS OF CLIENT SERVICE INCLUDE:
• Formulating Sales Strategic Plans
• Designing of Sales Systems & Process
• Auditing Sales Processes & Practices
• Leadership & Salesforce Development
• Key Customer-Account Management
• Improvising Salesforce Motivation & Engagement
• Installing Performance Measurement Systems
• Building Customer Centric Organizations

Summary bcci biznegn aug2010

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Summary bcci biznegn aug2010