In his book, Managing for Results, Peter Drucker disagrees persuasively that knowledge is the single thing that any business has for sale. Knowledge, as he sees it, is the power source that converts cash, machines, materials, land and human energy into desirable products.
Knowledge and information is power in negotiation. The surprising thing is that much of what you've got to know in bargaining is not too hard to get if you decide ahead what you need to understand and where you will look for it.
The challenge in negotiation is that the majority of people do not plan competently their negotiation strategy, no matter if they're the vendor or the purchaser.
The best negotiations are planned negotiations.
And, the pleasant news is that it's often less complicated than you envisage to get the information you want.
If you're the vendor in a negotiation, try to get answers to questions like these:
- How is the product I sell used and by whom?
- Where does the money come from? Who actually pays the bill?
- Who is the genuine decision-maker in the buyer?s organisation?
If you're a buyer in a negotiation, try to find solutions to questions like these:
- Why is this order vital to the salesperson and the salesperson's organisation?
- How did they barter last time? Do they stand firm for a bit and then cave in? What's the pattern?
- What are the time pressures on the vendor? Are there quotas, quarterly bonuses or commissions to think about?
There are several other questions each side should attempt to gain knowledge about, but these represent a good start to the planning process.
Information has been called the essence of negotiation.
The more that you know, the better you will do.
Yet it is well to remember that knowledge is only potential power if it is organised into a plan of action to achieve goals.
Knowledge and information is power in negotiation. The surprising thing is that much of what you've got to know in bargaining is not too hard to get if you decide ahead what you need to understand and where you will look for it.
The challenge in negotiation is that the majority of people do not plan competently their negotiation strategy, no matter if they're the vendor or the purchaser.
The best negotiations are planned negotiations.
And, the pleasant news is that it's often less complicated than you envisage to get the information you want.
If you're the vendor in a negotiation, try to get answers to questions like these:
- How is the product I sell used and by whom?
- Where does the money come from? Who actually pays the bill?
- Who is the genuine decision-maker in the buyer?s organisation?
If you're a buyer in a negotiation, try to find solutions to questions like these:
- Why is this order vital to the salesperson and the salesperson's organisation?
- How did they barter last time? Do they stand firm for a bit and then cave in? What's the pattern?
- What are the time pressures on the vendor? Are there quotas, quarterly bonuses or commissions to think about?
There are several other questions each side should attempt to gain knowledge about, but these represent a good start to the planning process.
Information has been called the essence of negotiation.
The more that you know, the better you will do.
Yet it is well to remember that knowledge is only potential power if it is organised into a plan of action to achieve goals.
About the Author:
Chester Karrass 1 of Karrass Limited, the world figurehead in negotiation skills conventions. Visit this link for more negotiating tips
No comments:
Post a Comment