How to be a Better Negotiator

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How to Be a Better Negotiator

Negotiation is often seen as a complex process, where both sides aim to achieve their best outcomes. Understanding the negotiation timeline and key concepts can help you navigate the process effectively. Below, we break down the essential elements:

Seller Entry and Buyer Entry

At the start of a negotiation, the seller typically has a high perceived value for their product or service, while the buyer enters with a lower perceived value, often influenced by their budget or desired price.

Changing Perceptions Over Time

As negotiations progress, perceptions on both sides shift:

• The seller may lower their price incrementally based on factors like market conditions or competition.
• The buyer's perceived value might increase as they recognise the benefits or receive concessions from the seller.

Key Negotiation Variables

Several variables influence the negotiation process, including:

• Product quality
• Delivery time
• Payment terms
• Other specific conditions

Adjustments in these areas help bring both parties closer to a middle ground.

BATNA and Points of Exit

Each party should identify their BATNA (Best Alternative to a Negotiated Agreement). If a satisfactory agreement cannot be reached:

• The buyer may exit if they believe a better alternative exists.
• The seller might walk away if the deal doesn't meet their minimum acceptable terms.

Reaching an Agreement Point

The negotiation often concludes at an agreement point where:

• The seller's reduced perceived value aligns with the buyer's increased perceived value.
• If no intersection occurs, both parties may revert to their BATNA.

Conclusion

Negotiation is a dynamic process of adjustments. By understanding the shifts in perceived value and employing the right tactics, both buyers and sellers can improve their chances of reaching a mutually beneficial agreement.

About the Author: Chris Farmer

Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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