Sales Negotiation

1
Sales Negotiation

• Stessy FABER

2
Who am I ?

• Stessy FABER
• World Trade Center Atlanta
• World Trade Center Nice Sophia Antipolis
• Development Institute Paris
• Bouygues Telecom Entreprises
• Covidien France ( since 2005 ),
• ? Account Manager and sales coach

3
Contents

• I/ What does negotiate mean ?
• II/ The different types of negotiation
• Distributive
• Integrative
• Multiple Parties
• III/ The Swot Analysis
• IV/ How to negotiate
• Four key Concepts
• The preparation
• Tactics regarding Price/ Process/ People
• Barriers to Agreement
• V/ What makes an effective Negotiator ?

4

• VI / Professional Selling Skills
• a/ Need Satisfaction Selling Process
• b/ Why and How to open an interview
• c/ Why and How to probe
• d/ Why and How to support
• e/ Why and How to close
• f/ Resolving scepticism
• g/ Resolving a misunderstanding
• h/ Resolving a Drawback
• I/ Overcoming Customer Indifference

5
I/ what does negotiation mean ?

• Negotiation is the mean by which people deal with
  their differences. To negotiate is to seek mutual
  agreements through dialogue.
• Negotiation is an ever present feature of our
  lives both at home and at work. For ex when two
  spouses agree on who will wash the dishes and who
  will take care of the garden.
• The latin root of the word (negotiatus) means  
  to carry on business .
• In modern spanish, negocios means  business .

6

• Negotiation is an opportunity to demonstrate
  your commitment ( and your companys ) to long
  term relationship to maximize value for both
  parties.
• Negotiation in sales can be a formal event, at a
  specific time on a specific date, or it can be an
  ongoing theme at different points of the sales
  process.
• Negotiation is beyond price..it includes the
  entire value proposition. As a sales professional
  you are seeking mutually beneficial relationship
  with prospects and customers which means you are
  going to seek a true win/win solution.
• Practiced and applied, negotiation skills can
  increase the level of trust and credibility you
  have with your prospects and customers

7

• TEST 1
• Read the following sentence and quickly decide
  whether you believe it is true or false
•   Faced with a difficult opponent, it is better
  to concede something of little value in order to
  create goodwill .
• TRUE or FALSE ?

8

•  Faced with a difficult opponent 
• We prefer to think of those with whom we
  negotiate as potential partners. We are looking
  for a cooperation, even if they could be behaving
  in a difficult manner ( aggressive, abusive,
  irritating, shouting, swearing)
•  it is better 
• Better than what ? We do not know the alternative
  solution, so we can not say it is better
•  to concede 
• Never concede anything without getting something
  in return. Never give an inch trade it !

9

•  something of little value 
• What is of little value for you, might be
  something of good value another person. It is
  more important to consider how valuable it is for
  the other person. This is what negotiation is
  about.
•  In order to create goodwill 
• Admirable intention but it does not work like
  this with everybody, for ex , with difficult
  people.

10
II/ The Different types of negotiation

• There are two primary kind of negotiation
• Distributive A negotiation in which the parties
  compete over the distribution of a fixed sum of
  value. The key question in a distributed
  negotiation is   Whom will claim the most value
  ?  In distributive negotiations, a gain by one
  side is made at the expense of the other.

11

• Integrative A negotiation in which the parties
  cooperate to achieve maximum benefits by
  integrating their interests into an agreement.
  These deals are about creating value and claiming
  it.
• Few of your negotiations will be purely
  distributive or integrative.

12
a/ Distributive Negotiation

• Who will claim the most value. The term win-lose
  negotiation is probably more appropriate.
• A few examples
• The sale of carpet, where the buyer and the
  seller do not know one another. There is no
  relationship, all that matters is the price.
  Every gain by one party represents a loss to the
  other.

13

• Wage negotiations between business owners and
  their union employees. The owners know that any
  amount conceded to the union will come out of
  their own pockets and vice versa
• - In a purely distributive negotiation, the price
  is fixed, each parties try to get as much as
  possible. For ex Two people negotiating over
  shares of a freshly baked apple pie. The aim is
  to get / to negotiate for a large portion of the
  apple pie, knowing that any concession made to
  the other party will reduce his or her share by
  an equal amount.

14

• The seller goal in a distributive deal is to
  negotiate as high a price as possible the
  buyers goal is to negotiate as low a price as
  possible. A dollar more to one side is a dollar
  less to the other.
• The objective for both of them is to get, the
  more value as possible. Relationship, reputation
  take little part in this kind of negotiation.
• To achieve success in a distributive negotiation
  
• 1/ Start at the right price. Studies show that
  negotiation outcomes often correlate with the
  first offer. Indeed, the first offer can become a
  strong psychological anchor point.
• .

15

• 2/ Do not talk too much. Do not disclose any
  significant information about your circumstances
  ( why you want to make a deal, your options, your
  preferences )
• 3/ Information about the other side can help you.
  Learn as much as possible about them. And exploit
  what you learn in setting your first offer.
• 4/ Do not be aggressive, the other side may walk
  away

16
b/ Integrative Negotiation

• In a integrative negotiation, the parties
  cooperate to achieve maximum benefits by
  integrative their interests into an agreement
  while also competing to divide the value
• In integrative negotiations you have to be good
  at both creating value and claiming it.
• For example

17

• Gomez Electronics and one of its primary
  suppliers, Kraft Components Company, are
  negotiating an agreement under which Kraft will
  build and deliver 10 000 switches over 6 months.
  Gomez is interested in getting the lowest price,
  but also, in maintaining a long term relationship
  with Kraft. Krafts sale manager would like to
  maximize the price his company receives, but he
  would like to keep this long term customer.

18

• Together the two negotiators settle on an
  agreement that gives Kraft what it wants 2 per
  switch. In return Kraft agrees to give Gomez
  Electronics sixty days to pay instead of the
  usual thirty day arrangement. Further, the two
  firms agree to collaborate in designing a new set
  of switches.

19

• In an integrative negotiation, your task is
• 1/ To create as much value as possible for you
  and for the other side
• 2/ Ta claim value for yourself
• Your goal is to help the person you are
  negotiating with at little cost to yourself, and,
  have him help you at little cost to him.
• Finding opportunities for mutual benefit
  naturally requires information sharing. Unlike
  the distributive situation in which you
  deliberately play your cards close to the vest,
  an integrative negotiation encourages negotiators
  to do the following

20

• - Provide significant information about their
  circumstances
• - Explain why they want to make a deal
• - Talk about their real interests or business
  constraints
• - Reveal and explain in general terms their
  preferences among issues or options.
• - Use what they learn to find creative options
  that will meet the interests of both parties to
  the greatest extent possible.

21
C/ Multiple Phases and Multiple Parties

• When negotiation involve more than 2 parties or
  when negotiation takes place in phases, each
  devoted to one of several important issues.
• A/ Multiphase Negotiations
• Multiphase transactions and the prospect of
  future dealings offer important advantages for
  parties who are trustworthy and who would like to
  foster cooperative behaviour.

22

• In these situations, early phases allow the
  parties to build trust by performing their
  agreements as promised.
• Early phases also allow the parties to become
  familiar with each others communication and
  negotiation styles.

23

• b/ Multiparty Negotiations
• Multiparty negotiations can differ significantly
  from two party negotiations i none important
  respect coalitions can form among the parties.
  Coalitions make it possible for weaker parties to
  gather the stranght to push through their
  preferred proposals, or, at least to block those
  they find unacceptable.

24

• 2 types of coalitions
• - natural coalition ( allies share common
  interests )
• - single issue coalition ( parties have different
  issues, but are unite to support or to block for
  different reasons )
• Difficult because you must understand the goals,
  interests and relationships of many parties, and
  work from there.
• A natural coalition o f allies is hard to break,
  it is easier to deal with a single issue
  coalition.

25
III/ The SWOT Analysis

• The swot analysis is an extremely useful tool for
  understanding and decision making for all sorts
  of situations in business and organizations.
• Swot is an acronym for Strengths, Weaknesses,
  Opportunities, Threats.

26

• For Business and planning, competitor evaluation,
  marketing, business and product development and
  research reports.
• Another which complete the SWOT analysis PEST
  ANALYSIS, which measures a businesss market and
  potential according to external factors (
  Political, Economic, Social and Technological ).
• It is often helpful to complete a PEST analysis
  prior to a SWOT analysis

27

• A SWOT analysis measures a business unit, a
  proposition or idea
• A PEST analysis measures a market.
• SWOT analysis can be used for all sorts of
  decision-making, and the SWOT template enables
  proactive thinking, rather than relying on
  habitual or instinctive reactions.

28

• Here are some examples of what a SWOT analysis
  can be used to assess
• - a company ( its position in the market,
  commercial viability )
• - a method of sales distribution
• - a product or brand
• - a business idea
• - a strategic option such as entering a new
  market or launching a product
• - a potential partnership
• - changing a supplier
• - an investment opportunity

29

• Strengths
• Advantages of proposition ?
• Competitive advantages
• Resources, Assets, People ?
• Innovative aspects ?
• Price, value, quality ?
• Cultural

• Weaknesses
• Financials ?
• Disadvantages of proposition ?
• Lack of competitive strength ?
• Deadlines ?
• Cash flow ?
• Reliability of data, plan predictability

• Opportunities
• Market developments ?
• Competitors vulnerabilities ?
• Technology development and innovation ?
• Global influences
• Information and research

• Threats
• Political / Legislative effects
• Environmental effects
• Competitor intentions
• Vital contracts and partners
• Loss of key staff
• Sustainable financial backing

30
Subject of SWOT analysis example

• Scenario a business to business manufacturing
  company, who so far rely on distributors to take
  their products to the end user market.
• The opportunity is for the manufacturer to create
  a new company of its own to distribute its
  products direct.

31
Strengths

• - End user sales control and direction
• - Right products, quality and reliability
• - Better Product life and durability
• - Superior Product performance vs competitors
• - Have customer lists
• - Management is committed and confident
• - Direct delivery capability
• - Some staff have experience of end-user sector
• - Products have required accreditations

32
Weaknesses

• Some gaps in range for certain
• We would be a small player
• No direct marketing experience
• We cannot supply end users abroad
• Need more sales people
• Limited Budget
• Dont have a detailed plan yet
• Delivery staff need training
• Customer service staff need training
• Processes and systems
• Management Cover insufficient

33
Opportunities

• Could develop new products
• Local competitors have poor products
• Profit margin will be good
• End users respond to new ideas
• Could extend to overseas
• Can surprise competitors
• Could seek better supplier deals

34
Threats

• Legislation could impact
• Environmental effects would favor larger
  competitors
• Distribution risk
• Market demand very seasonal
• Could distract from core business
• Possible negative publicity
• Vulnerable to reactive attack by major competitors

35
IV/ How to negotiate

• Know your BATNA ( Best Alternative To a
  Negotiated Agreement )
• Knowing your BATNA means knowing what you will do
  or what will happen if you fail to reach
  agreement in the negotiation.

36

• If you do not know your BATNA before entering
  into any negotiation, you wont know whether a
  deal makes sense or when to walk away. The risk
  is to reject a good offer or to accept a weak
  offer
• Strong / Weak BATNA ( strong BATNA easier to
  negotiate / Weak BATNA puts you in a weak
  bargaining position.

37
Improve your Position

• 1/ Improve your BATNA
• 2/ Identify the other sides BATNA
• 3/ Weaken the other partys BATNA
• 1/ Improve your BATNA seems a given.
• Our consultant has 15 000 of other work she can
  turn to if negotiations with the new client fail.
  But she might be able to expand that other work,
  thereby improving her BATNA and giving her a
  strong hand in negotiations.

38

• For instance, she might call her current client
  and say   you know those marketing studies you
  asked me to develop. For a slightly higher fee,
  say, 5000 more, I could expand the scope of
  those studies to include sales estimates of your
  two leading competitors products. Would you like
  me to do that ? 
• If she got the go ahead to expand the project,
  her new BATNA would be higher 20 000 .

39

• Anything that can be done to improve your BATNA
  will strengthen your negotiating position. Take a
  minute to think of ways you could do that, given
  current circumstances.
• If you have a strong BATNA and if you are certain
  that its much stronger than anything the other
  side can muster, dont be shy about it.
  Discreetly let the other side know that youre
  negotiating from a strong position.

40

• 2/ identify the other sides BATNA
• Knowledge of the other sides BATNA is another
  source of negotiation strength.
• For instance, in the example given earlier, our
  consultant would have a stronger bargaining hand
  if she knew that her potential client would have
  to pay 25 000 to another firm for the same
  work.
• Thus, knowledge of the other sides BATNA is
  extremely helpful when you can obtain it. But how
  can you obtain that knowledge ?

41

• The potential partner wont tell you unless his
  BATNA is very strong. HE may even bluff about it.
  Sometimes, however, the other partys
  circumstances can be discovered. Asking questions
  during the negotiation can help you learn about
  the other sides BATNA, but you can also learn in
  advance by doing the following

42

• Contacting sources within the industry
• Checking potentially relevant business
  publications
• Reviewing annual reports
• Asking questions informally of the negotiator or
  others within the company.
• Imagining what your interests, preferences, and
  needs would be if you were in their position.

43

• Knowing the other sides BATNA lets you know how
  far you can go. But other knowledge is equally
  important. For instance, the more you know about
  the other sides concerns, industry, corporate
  structure, and other deals and goals, the better
  able you will be to find creative ways of meeting
  their interests ( preferably at low cost for you
  )

44

• A caution on BATNA Values
• Although it is absolutely essential that you know
  your own BATNA and try to estimate that of the
  other side, be aware that most people dont do a
  good job of estimating BATNA values. For example,
  Lax and Matthew describe an experiment involving
  the value of a company up for sale.   Even given
  identical business information, balance sheets,
  income statements, and the like , they write,  
  those assigned the company rate its true value as
  low, while, those assigned to sell it give much
  higher best estimates. Neutral observers tend to
  rank the potential someplace in between 

45

• The lesson here is that BATNA values can be
  influenced by your personal perspective. So be as
  objective as possible. Check your thinking with a
  neutral third party.
• 3/ Weaken the other partys BATNA
• Anything that weakens the other sides
  alternative to a deal will improve your relative
  position.
• In some cases, weakening the other sides BATNA
  may be done directly.

46

• No negotiator is in a weaker position than one
  with no alternative to a deal. In this case, the
  other side can dictate the terms. The BATNAless
  party is a deal taker, not a deal maker. If you
  find yourself in this dangerous situation, you
  must create an alternative.
• BATNA is a straightforward concepts. But applying
  it is no as simple as we have made it appear.

47

• Most business negotiations involve many
  variables, some of which cannot be quantified or
  compared.
• Not all situations are amenable to price
  adjustments, for the simple reason that price is
  not always the fulcrum of negotiated deals.
  Qualitative issues also matter. For example, a
  person who is negotiating the purchase of a small
  business may be concerned with when the
  transaction will take place and with the level of
  the current owners involvement as a consultant.
  In these cases, the negotiator must be able to
  make trade offs in both sizing up the deal and
  developing his or her BATNA.

48

• RESERVATION PRICE
• The reservation price ( also referred to as the
  walk away) is the least favourable point at which
  one will accept a deal. Your reservation price
  should be derived from your BATNA, but it is not
  usually the same thing.
• Consider the following example

49

• You are currently paying 20 per square foot for
  suburban office spare. The location is
  satisfactory and you believe the price is fair,
  but you wouldnt mind paying more to be closer to
  your downtown customers. While preparing to
  negotiate with a commercial landlord for an
  office lease, you decided that you would not pay
  more that 30 per square foot. Thats your
  reservation price. If the landlord insists on
  more, you can walk away and stay where you are (
  20 ) ( Your BATNA ).
• At the end of a lengthy negotiation, the landlord
  declares that he will not accept less than 35
  per square foot. You terminate the negotiation
  and walk away from the deal.

50
ZOPA

• The Zopa, or zone of possible agreement, is a
  third key concept to remember. ZOPA is the area
  or range in which a deal that satisfies both
  parties can take place.
• Put in another way, it is the set of agreements
  that potentially satisfy both parties.

51

• Each partys reservation price determines one end
  of the ZOPA
• Figure
• 250 k---------------ZOPA---------------275 k

52
Value Creation through trades

• Another fundamental concept is value creation
  through trades. This concept tells us that
  negotiating parties can improve their position by
  trading the values at their disposal. Value
  creation through trades occurs in the context of
  integrated negotiations. It usually takes the
  form of each party getting something it wants in
  return for something it values much less.

53

• Think a moment about your own negotiations with
  customers, suppliers, employees. Think of ways
  that you might be able to satisfy the other side
  with something that would cost you very little.
• For a supplier, that greater value might take the
  form of an extended delivery period. For the
  customer, having deliveries spread out during the
  month might be of no great consequence, but for a
  supplier with strained production facilities it
  may be very important

54

• For a customer, greater value at low cost might
  take the form of three months of free repair
  services if needed. For a vendor who has great
  confidence that its products will need no repairs
  during that period, free service is nothing of
  consequence. In providing it to the customer the
  vendor occurs little cost, even if the customer
  values the repair service highly.

55

• For another department in your company, greater
  value might be found in your offer of two
  high-powered workstations that your people rarely
  if ever use. That department may be able to offer
  something in exchange that you value more than it
  does

56

• For an employee, the opportunity to work from a
  home office two days each week may produce great
  satisfaction while costing the employee nothing
• Few of the things that others value highly will
  have little value to you and vice versa. But they
  are sometimes there, and a little thinking and
  probing can indentify them. Thats value
  creation.

57
To sum up

• We have explained the fundamental concepts used
  by skilled negotiators
• BATNA is the best alternative to a negotiated
  agreement. It is ones preferred course of action
  in the absence of a deal. Knowing your BATNA
  means knowing what you will do or what will
  happen if you fail to reach an agreement. Do not
  enter a negotiation without knowing you BATNA

58

• If your BATNA is weak, try to improve it.
  Anything that strengthens your BATNA improves
  your negotiating position.
• Indentify the other sides BATNA ( weaken it )
• Reservation price is the price at which the
  rational negotiator will walk away. Do not enter
  a negotiation without a clear reservation price

59

• ZOPA is the zone of possible agreement. It is the
  area in which a deal will satisfy all parties.
  This area exists when the parties have different
  reservation prices.
• Value creation through trades is possible when a
  party has something he or she values less than
  does the other party and vice versa. By trading
  these values, the parties lose little but gain
  greatly

60
Nine steps to a deal

• For the negotiator, preparation means
  understanding ones own position and interests,
  the position and interests of the other party or
  parties, the issues at stake, and alternative
  solutions. It means learning as much as possible
  about your BATNA and reservation price and those
  of the other parties, the zone within which an
  agreement can be struck, and opportunity to
  create more value. It also means understanding
  the people with whom you will be dealing.

61
Step 1 consider what a good outcome would be

• Never enter into a negotiation without first
  asking yourself,   What would be a good outcome
  for me ? What are my needs, and how do I
  prioritize them ?  Then ask the same questions
  from the perspective of the other side

62
Step 2 Identify Potential Value Creation
Opportunities

• After step 1, identify areas of common ground,
  compromise and opportunities for favourable
  trades.
• Any time value is created, you need to answer the
  question of who will claim that value. One party
  could claim 100 percent of it, or it could be
  shared in some way. Naturally, if you help create
  value through negotiation, youll want to claim a
  share. This is what sellers do in a negotiated
  business acquisitions.

63

• Example
• Wholesome Products is being purchased by
  Conglomerated Foods in a friendly takeover.
  Although Wholesomes shares trade for 50 per
  share on the stock exchange, Conglomorated is
  willing to pay 65 per share. Why ? Among the
  reasons, the acquirer sees valuable synergies in
  putting the two companies together. That extra
  did not exist in wholesome as a stand alone
  company and it might not exist if some other
  company were making the acquisition. But as
  Conglomerated sees it, adding Wholesome to its
  portfolio is equivalent to making two plus two
  equal five

64
Step 3 Indentify the BATNA, Reservation prices

• We mention these concepts again here because they
  are such important elements of preparation.

65
Step 4 Improve your BATNA

• Avoid to appear   Needy , equivalent of having
  a weak BATNA.
• You can avoid appearing needy by building a
  strong BATNA and letting the other side know that
  you are prepared to walk away if it demands too
  many concessions.
• Good negotiators work to improve their BATNA
  before and during deliberations with the other
  side

66
Step 5 Anticipate the Authority Issue

• The negotiator on the other side of the table
  must have full authority. Otherwise you risk
  falling victim to the old  car dealer  trick,
  where just as you are about to reach agreement
  with the salesman he says  I will have to clear
  this with my manager .

67

• In other words, the negotiation with the salesman
  is used to bring you to your bottom line, the
  second negotiation, with the manager, aims to
  push you beyond it.
• There are real advantages to negotiating with the
  person who has the power to sign
• - All of your reasoning is heard directly by the
  decision maker.

68

• - The benefits of the good relationship built at
  the bargaining table are likely to be reflected
  in the deal and its implementation
• - There are fewer chances of disputes or
  misunderstandings
• - You avoid the  car dealer trick  described
  previously.

69

• So do whatever you can indentify the real
  decision maker. Do not be afraid to ask,  Who
  will make the decision ? 
• If that person is not on the negotiating team,
  suggest that he or she be included
•  If Mr Jones will be making the decision,
  wouldnt be best if he participate with us ? That
  can avoid misunderstandings and save time 

70

• Also try to find out how the other side will make
  its decision. Is it up to one individual, a team,
  or a committee.   What decision making process
  do you use for an issue like this one ? 
• Dealing with negotiators who lack full authority,
  however may have advantages. These individuals
  may be freer to discuss their company interests
  and to explore creative options.

71

• If you are dealing with someone who does not have
  full authority, view this as freedom from the
  need to commit. But observe these cautions
• - Confirm the ground rule that neither side will
  be committing his or her company in the
  negotiation ( If they are not committing, you
  should not have to either.

72

• - Suggest using the opportunity to discuss your
  respective interests and to come up with creative
  options and packages.
• - When negotiating about price, do not leave your
  last price
• Instead of insisting that the person on the other
  side of the bargaining table has full authority,
  it is more important that you determine the
  authority level of the person with whom you will
  be negotiating, so you can plan accordingly

73

• Thus , try to ascertain the following
• - Who will be at the negotiating table
• - What is that persons title and area of
  responsibility
• - How long the other sides representative has
  been with the company
• - How the company is structure ( is it very
  hierarchical, with significant decision making
  powers centred at the top ? )

74

• Granted, this information may be difficult to
  obtain, but it is worth to try.
• If you learn that the negotiator for the other
  side has very little formal authority and is not
  respected or listened to by the decision makers,
  you have a problem
• Working with this person may waste your time.

75

• So try to get another representative to
  participate in the negotiations. One tactful way
  to do this is to suggest that you will be coming
  with a colleague, and request the other side to
  do the same.
• As for your side, always know exactly how much
  authority you have in negotiation, for example

76

• Are you authorised to commit to a deal that meets
  certain financial objectives ?
• Are you authorised to provide information about
  your companys needs, interests , preferences ?

77
Step 6 Learn all you can about the other sides
people, culture and goal

• Negotiating is, at bottom, an interpersonal
  activity.
• Who are those individuals on the other side of
  the table ? Are they experienced ? Is the culture
  of their organisation bureaucratic or
  entrepreneurial ? What are they attempting to
  achieve and how critical is this negotiation to
  their business ?
• Seeking answers to these questions is part of pre
  negotiation preparation and should continue at
  the table itself

78
Step 7 Prepare for flexibility in the Process

• Her are some things you can do to be more
  flexible in negotiations
• - Start with the assumption that the process will
  not unfold in a predictable, linear fashion
• - be prepared for changes on both sides new
  people and unanticipated developments
• - Treat every change as an opportunity for
  learning

79
Step 8 Gather external standards

• Both sides want to believe that any deal reached
  is fair and reasonable. The parties expect to
  have a continuing relationship, a sense of
  fairness and reasonable matters.
• Neither party should feel that it has been forced
  to make a bad deal.

80

• External or  objective  criteria can often be
  used to establish what is fair and reasonable
• For example, you might be able to say something
  like this
•  I have spent some time researching the
  commission structures used by commercial real
  estate agencies in the area.

81

• As you can see, for properties listed between 1
  million and 3 million, the commission rates range
  between 3 and 5 percent, with an average of 4,4
  percent. Thus, we believe that our offer to pay
  you a 4,5 percent commission is both fair and
  reasonable 

82

• There are often many relevant criteria for
  fairness.
• If you can convince the other side that a certain
  criterion of formula is fair and reasonable, they
  will find it harder to reject a proposal
  incorporating this standard and they are more
  likely to feel satisfied with the deal

83
Step 9 Alter the Process in you favour

• Have you ever felt that your ideas were ignored
  during meetings or formal negotiations ?
• The antidote is to work away from the table to
  change the process   Process move . Work behind
  the scenes to educate others on your ideas.

84

• If you have ever followed international conflict
  negotiations on the evening news, you have
  probably noticed that experienced diplomats dont
  jump right into the issues. Instead, they spend
  months trying to agree where the meeting will
  take place, who will participate.
• There are all process moves. Effective
  preparation includes attention to theses
  away-from-the-table issues.

85
How to play the game well

• Before we get into actual negotiating tactics,
  lets consider some tactics for getting the other
  side to negotiate.
• A party can be satisfied with the status quo
• How to make the other party willing to negotiate ?