When it comes to organisational buying decisions, many people are involved – formally or informally. How do you go about managing those relationships?
Having confidence is key for a successful negotiation outcome. Only 19% of negotiators who are unconfident are successful in achieving their targets. And those who feel neutral see an even lower rate of success, with only 16 per cent of them succeeding.
Particularly in the sales business, an improvement in the observable skill with which a thing is done will have an equally observable impact on the personal and corporate outcome. Huthwaite's Director of Sales David Freedman explains.
A key part of communication in negotiation is understanding the difference between messages sent, i.e. what you think you are saying to the other side, and messages received, i.e. how the other side perceives what you say.
A key point about trading is that, for negotiation success, effective negotiators know at any point in a negotiation the value of what they have given away and the value of what they are getting in return.
SKF saw the opportunity to create more mutually rewarding deals through the raising of the perceived value of their propositions. Here's what they did and why they did it.
Dr Janet Curran discusses counter proposals and the importance of verbal behaviours in bargaining.
What makes the simple day-to-day task of dealing with other people so full of traps and obstacles that turn a straightforward conversation into a tedious, confused or downright argumentative one?
One of the more surprising findings from Huthwaite’s original observational research was the fact that skilled negotiators expressed their feelings more than the average negotiators. Dr Janet Curran tells us more.
The acid test of an effective negotiation is the durability of the deal. In large, complex negotiations deals that can stand the test of time are going to be those that have been well thought through and considered by both sides.