“IN NEGOTIATIONS LOSES THE ONE WHO IS MORE THAN ALL NEEDED DEAL »
Jim Camp is a negotiating trainer with 30 years of experience. He has advised over 150 companies, including Motorola and IBM. Over the years, Camp has made sure: the win-win strategy rarely works. Most often, it turns into a “win-lose” or “lost-lost.”
Camp wrote a book on Negotiation Techniques, First Say “No,” which was published by Our Format Publishing House.
We publish some tips.
#1. Don’t be perfect
To position your interlocutor, let him feel superior. Be a little imperfect and let your opponent dominate. Then he will make contact easier, without expecting a trick from you.
This technique in negotiations is called the Colombo effect: the serial lieutenant intentionally seemed less flawless than the interlocutor.
Opponent felt superior, relaxed and opened up for dialogue. Colombo created a comfortable atmosphere for the interlocutor, and he controlled the conversation and provoked even greater revelations.
Receptions in the style of Colombo:
– ask the interlocutor once again to tell about the details of the project, as if you didn’t quite understand something
– give the opponent an opportunity to show their knowledge
– don’t be afraid to make fun of yourself
– do not talk about how cool your company is, – let the interlocutor boast of the success of his business
7 negotiation rules from business coach Jim Camp. 0
# 2 Don’t show need
In negotiations, the one who most needs the deal loses. This makes a person addicted – he becomes open to any compromise, if only to sign a contract. As a result, he agrees to unfavorable conditions or scares off his unscrupulousness.
In order not to show need:
– speak less and listen more
– hold back emotions and do not raise your voice
– say not “I need …”, but “I want …”
Camp Case Study
Problem. The company is negotiating with a multinational corporation – this is its first major potential partner.
Act. The company agrees to all the conditions of the opponent: reduces prices, expands the range of services, reduces delivery time. She shows by all means that she needs a large partner.
Result. The transnational corporation has doubts about the competence and reliability of the company: something is wrong with it if it easily makes any compromises. As a result, the corporation refuses the deal.
# 3 Forget about “yes” and “maybe” at the start
“Yes” at the beginning of the negotiations are just emotions, because of which we lose control over further actions. The opponent has already agreed – what else to worry about?
“Maybe” means that none of the parties understands the real state of things: have you already reached the goal or your proposal has no chance?
Negotiations begin after the first “no.” This makes the opponent wonder why you refused. He concentrates on problematic issues, which allows him to work out the deal more deeply. “No” increases the chances that there will be no unsolved points in the final.
How the desire to please interferes with your work.
Camp Case Study
Problem. An international customer corporation chooses between three executing companies. At each stage of the negotiations, she asks competitors to lower prices for services.
At one of the next meetings, the company advised by Camp says no. Argument – further price reduction will be to the detriment of the quality of the project.
Act. The corporation finds out why the executing company refused. They enter into direct negotiations, begin to discuss in detail the commercial proposal and the details of the project.
Result. During the discussion, opponents work through the problematic issues of the transaction and make changes to the project. The corporation sees how much the new project is better than the previous one, and signs an agreement with Camp’s client company.
#4. Do not save the opponent
If it is difficult for your opponent at the negotiating table, do not “save” him with concessions that will speed up the decision.
Any “help” at the meeting, whether it is a discount or a change in the delivery time, is an emotional step. You don’t have time to analyze, and without it you don’t know whether you can implement what was said. Do not create false expectations.
7 negotiation rules from business coach Jim Camp. 1
Camp Case Study
Problem. At the negotiating table are two teams: an American executing company and a Japanese customer corporation. The transaction price is $ 1 billion. The Japanese have long been thinking about the terms of the contract and delaying negotiations.
Act. The representative of the American company decides to “save” the opponent and push him to a decision – he offers a 2% discount without discussing it with colleagues. The Japanese agree and go for a break.
Result. At the break, Americans contact management and get a 2% discount veto. They withdraw their offer and offer the Japanese to return to starting conditions. But the Japanese corporation has already formed other expectations, and it refuses the deal.