Success Negotiating: Part One
Our image of negotiating tends to be highly influenced by the winner takes all model. This is the transactional process where one side outwits the other and receives the majority of the value. Think about your own business? How many business partners do you have where this would apply? For the vast majority of cases we are not after a single sale. We are thinking about LTV – the life time value of the customer. We are focused on the proportion of our time spent hunting for new business as opposed to farming the existing business. Where do you think the trust barometer would be located, if we started “outwitting” our clients in our negotiations? Especially in Japan, where trust is such a crucial element and everyone is focused on long term relationships. So success in negotiating in Japan will be very different and it will definitely be a win-win approach.
Fine, but do you have a consistent process to apply to your negotiations? Often we do it the hard way without a roadmap or we forget parts of the process. We are all rank amateurs anyway, because the amount of negotiating we do is limited and the size of the deals are usually modest. Have we got the basics covered? Here are four steps we need to cover:
Analysis
We begin by clarifying our own position. What is it we want to achieve and then we identify alternatives we can live with, if we can’t achieve all that we wish. We also look for ways to add value in areas other than price. Price is only one lever in a negotiation although most people get stuck on the idea it is the only lever. We want to understand the client’s positions and interests and the background reasons driving their approach. This is especially useful when looking for alternative solutions, as we might have something that is valuable to them, but not a great impost to us. We also should look to reframe the conversation to avoid confrontation. There are trigger words which can rapidly inject emotion into a logical discussion and we need to know what those words are for the opposite party. We can then phrase things in ways which is not incendiary.
Presentation
When we do public speaking we know that if we rehearse what we are going to say, it will go much better. When the American political leaders have their famous televised debates, they practice taking difficult questions so that they will appear unruffled and credible in their answers. Doing the same thing before a negotiation makes sense doesn’t it. Have well prepared what you are going to say and how you will say it. Have a colleague hit you with “toughies” – questions you would rather not have to face thank you very much. “More sweat in rehearsal, less blood in negotiating” should be the mantra. Like lawyers do when getting ready to go to court, we should also prepare the opposite sides case, the client’s case, as though it were our own. This gives us an insight into the likely approach they will take and we are then much better prepared to deal with it. Price isn’t the only thing so we should be ready to present added value alternatives to simple numbers. Because we have rehearsed their position, we can more effectively link our solution to the client’s positions and interests.
Bargaining
At some point there will be a gap between offer and acceptance and this is when we start trading things we want, for things they want. Bargaining down at the bazaar, in the souk, at the local flea market and in the B2B business world are entirely different. Our object is a sale with a nice regular, perpetual re-order attached to it, rather than “a one and done” outcome. So at the start we decide our ideal, realistic and fallback positions. We do this through the prism of our current demand, local and global business conditions, future business trends, price point profitability and our cash burn through rate. Negotiating tactics will be applied to us but the key is to respond logically rather than react emotionally. Easier said than done! However if we did our preparation well then we should be rock solid. We should be looking for win-win so we are trying to make it easy to agree with us and hard to disagree.
Agreement
Japan isn't much for legal contracts compared to the West. Most of our business is done without any contracts, as we agree verbally and then carry out our word and they carry out theirs. If we are talking about huge amounts of money however, then absolutely contacts will be needed. So even if a formal contract is not involved, we need some specification of all points of agreement. Put every key item in writing, be it the form of a quotation, invoice or just an email capturing the joint understanding of what is going to happen going forward and how much money is involved.
To make it very clear, create a checklist and schedule for fulfillment.
These four steps are not rocket science, but remember we are mostly amateurs in the field of negotiating and are you using this simple methodology or just winging it? Probably the latter, so these four things are there to work on, before your next negotiation, to become a more professional business person.
