Shapiro Negotiations https://www.shapironegotiations.com Sales, Negotiations, and Influencing resource by SNI Fri, 10 Jul 2020 01:24:01 +0000 en-US hourly 1 https://wordpress.org/?v=5.4.2 https://www.shapironegotiations.com/wp-content/uploads/2016/08/ShapiroNegotiationsLogo_Flat_Green-150x150.png Shapiro Negotiations https://www.shapironegotiations.com 32 32 SNI Presents at 2020 SAMA European Conference https://www.shapironegotiations.com/sni-presents-at-2020-sama-european-conference/ https://www.shapironegotiations.com/sni-presents-at-2020-sama-european-conference/#respond Wed, 08 Jul 2020 01:15:42 +0000 https://www.shapironegotiations.com/?p=7636 Even during the time of a global pandemic, SNI remains active in a global fashion. Today, Partner and Master facilitator Jeff Cochran delivered a break-out session for the Strategic Account Management Association’s 2020 Virtual Pan-European Conference. Jeff was scheduled to be a part of the SAMA event live in Prague, but as it shifted to …

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Even during the time of a global pandemic, SNI remains active in a global fashion. Today, Partner and Master facilitator Jeff Cochran delivered a break-out session for the Strategic Account Management Association’s 2020 Virtual Pan-European Conference. Jeff was scheduled to be a part of the SAMA event live in Prague, but as it shifted to the virtual format, we adapted the content which ended up being by attended by individuals as close as Ellicott City, Maryland USA and as far as London, England, U.K. and Milano, Italy.

SAM’s from all over the world took part in a few of our signature skill isolating exercises and found them engaging, entertaining, and educational.

Perhaps one of the best moments of the session was the feedback one participant provided – “I did not like being fooled [by the exercise] but it drove the point very well that I do not probe as much as I should. However, I did remember the lesson from a previous session you conducted last year and have been successfully aiming high ever since and it has worked very well. I know this will do the same for asking questions!”

We are thrilled that this session and others we have done have had a real business impact on participants all over the world.

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Top 10 Most Valuable Leadership Traits https://www.shapironegotiations.com/top-10-most-valuable-leadership-traits/ https://www.shapironegotiations.com/top-10-most-valuable-leadership-traits/#respond Wed, 03 Jun 2020 09:15:04 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7439 Good leadership is an invaluable asset for any organization. Unfortunately, many people misunderstand the elements of what makes a great leader. The modern business world has changed dramatically in a short time, thanks to the technology boom that continues to disrupt companies all over the world. Many business leaders have had to adapt their strategies …

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Good leadership is an invaluable asset for any organization. Unfortunately, many people misunderstand the elements of what makes a great leader. The modern business world has changed dramatically in a short time, thanks to the technology boom that continues to disrupt companies all over the world. Many business leaders have had to adapt their strategies and philosophies to account for a constantly shifting business landscape.

A recent study conducted by Harvard Business Review found that people who stayed at a job were happier in part because their leaders gave them the freedom to develop their careers. This group used their strengths 33% more often and were more confident that they were improving their skills by 37%. Employee retention and overall company culture can be improved or hurt by how company leaders handle themselves.

A high-quality business leadership course can help you better grasp the fundamentals of good leadership, but it’s vital to understand the traits of a good leader and identify your own strengths and weaknesses when it comes to leading your organization. Being a leader requires much more than the ability to make business-critical decisions with confidence; you must be able to inspire your employees, make them feel valued and part of a team, and encourage them to not only do their best work, but want to do their best work.

Essential Leadership Traits Every Business Leader Should Have

As you review the following essential leadership traits, bear in mind that these qualities can apply to in-person exchanges and virtual environments alike. As the world turns toward digital communication, remote work is becoming more common. Sticking to a traditional office-based workspace could potentially hamstring your operation. It’s essential to branch out and account for remote work to secure top talent for your organization, and you’re going to need to know how to manage and lead remote employees effectively.

The cost of poor leadership can be incredibly steep. Research shows that as many as half of the employees of an uninspiring leader are likely looking for new jobs elsewhere. Keeping your business operations flowing smoothly is just one part of running a successful company; you must also inspire your team and extract their best work to keep your company moving forward.

1.Effective Communication Skills. Leaders aren’t effective or inspiring if they cannot convey their ideas and plans concisely in an understandable way. Every good leader should be an effective communicator. This not only takes practice but also requires a blend of other essential leadership traits. Communication skills are extremely important in digital workspaces as well. A good leader should be able to effectively communicate across multiple channels, including personal interactions, voice calls, email, and the various text-based messaging platforms modern businesses use to maintain productivity across great distances.

2. Nothing diminishes an employee’s confidence faster than a dishonest leader. It’s essential for a good leader to be honest in all dealings with their employees. They must convey information accurately, represent their plans and decisions clearly, and provide their teams with all of the information they need to do their best work. Leaving out important information or sticking too closely to a stringent “need to know” policy can be incredibly frustrating for employees and won’t do much to inspire confidence.

3. Great leaders need to be able to interpret how their employees feel without directly asking. Keen awareness of one’s workforce and their attitudes as well as self-awareness are crucial components of good leadership. As a leader, you need to know how to read between the lines in text-based communications and intuit your team members’ feelings to fully grasp their motivations, goals, and hopes for their work. Awareness is also valuable in terms of diagnosing issues with business practices. If you aren’t aware of a problem, you can’t hope to appropriately address it.

4. The ability to understand other people is an often-overlooked aspect of good leadership. Too many leaders take a Jupiterian position over their workforces, only stepping “down into the weeds” to micromanage or address issues when they have no idea what it is like to be the boots on the ground for the company. If you want to be able to really empathize with your employees, you need to understand what they do on a day-to-day basis and try to relate them on personal and professional levels.

5. Accountability and Professional Responsibility. Leaders must be able to own their decisions and the consequences of those decisions. A great leader knows how to take responsibility for major decisions and the fallout from poor ones. Bad leaders pass the buck and typically attempt to cast blame for failed projects, mistimed campaigns, and other mistakes on their managers and employees. This is not a tenable strategy, and the leaders who do these things hemorrhage loyalty very quickly.

6. Optimism and a Forward-Thinking Attitude. No one wants to come to work everyday to a job they feel is pointless. Employees at all levels need to feel like their work has purpose. It’s the leader’s job to inspire this feeling of purpose. Leaders should look at missteps and difficult times as opportunities and avoid falling into despondency that will inevitably soak into every layer of the company. When leaders maintain their optimistic outlooks and maintain forward-thinking leadership presence within an organization, this inspires employees to put their best work forward.

7. Fostering Creativity in Employees. It’s one thing to know how to find top talent, but it’s another thing entirely to extract the best possible work out of talented employees. A good leader should know how to recognize creativity and acknowledge employees who display creative thinking. Sticking with what works will only last so long, and every business will inevitably encounter disruptions and other issues that demand creative solutions. The best leaders are the ones that empower their teams to deliver great results during these times.

8. The Ability to Promote Teamwork. All employees should know how to work effectively on their own, but they must also know how to work cohesively in groups. It’s the leader’s job to delegate tasks to the most appropriate agents to execute those tasks and assign teams that draw out the strengths of each individual member.

9. Leaders are the ones responsible for making business-critical decisions, and they need to make such decisions with confidence. A good leader is one who can make a calculated decision with confidence and stick by that decision as the consequences of it unfold. Employees look to their leaders to know what they are doing and how to make the best out of uncertain situations.

10. A disorganized leader does not inspire much confidence in employees. Great leaders should be able to multitask effectively and keep their materials, projects, team members, and ideas organized. A well-oiled business machine is one that maintains solid organization from the top down, so it’s the leader’s job to set the standard of organization for a company. In virtual work environments, organization is especially important so employees can stay on track regardless of distance.

The business world will continue evolving in surprising ways, and great leaders will need to adapt to the times. Even as workplaces grow more digital and remote work becomes the standard for many industries, great leaders are those who maintain these leadership traits across all the channels they use to manage their companies.

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Understanding the Unique Qualities of Keynote Speakers https://www.shapironegotiations.com/understanding-the-unique-qualities-of-keynote-speakers/ https://www.shapironegotiations.com/understanding-the-unique-qualities-of-keynote-speakers/#respond Wed, 27 May 2020 09:15:04 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7436 Being a successful public speaker is no easy undertaking. Even people who have years of experience delivering speeches in front of large audiences may still feel jittery and nervous before a speech. Additionally, different types of speakers have different responsibilities to both their own brands and their audiences. Professional speakers of all kinds must possess …

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Being a successful public speaker is no easy undertaking. Even people who have years of experience delivering speeches in front of large audiences may still feel jittery and nervous before a speech. Additionally, different types of speakers have different responsibilities to both their own brands and their audiences. Professional speakers of all kinds must possess a few crucial qualities to succeed in their speeches and deliver engaging, impactful, and ultimately useful information to their audiences.

Sales meeting kickoff speakers, meeting presenters, and keynote speakers all share many responsibilities to their audiences, but they have different goals when it comes to delivering their speeches. These three types of speakers function in different capacities. It’s a good idea to know the key differences between them.

Sales Meeting Kickoff Speakers

Sales organizations typically meet at least once each year for a “kickoff” meeting. The purpose of this meeting is simple: align the organization’s sales teams behind a shared vision for the company and the ultimate goal for the year. This could be breaking into a new market, bringing new products and services to established customers, or reaching a specific sales milestone. In many ways, a sales meeting kickoff event helps set the tone for the rest of the sales season.

A sales meeting kickoff speaker has the responsibility of essentially being the master of ceremonies for this event. This speaker will likely need to deliver the first major speech of the event, and this can be immensely impactful to the whole organization by setting the pace for the rest of the kickoff.

Sales meeting kickoff speakers essentially bridge the gap between meeting presenters. While a keynote speaker’s job is to generally fill seats at an event and capture the audience’s attention for an entertaining yet enlightening CEO-level breakdown of a topic, a presenter’s job is to dive into the finer details of the subject matter and inform the audience. A good sales meeting kickoff speaker should be able to handle a blend of both.

Sales meetings that kickoff the sales season should not only inform the audience of the organization’s goals for the season but also provide levity and entertainment that generates excitement and energy throughout the organization. Being an effective sales meeting kickoff speaker demands utilizing a few key traits of both meeting presenters and keynote speakers.

To be a good sales meeting kickoff speaker, you must know your audience. The same could be said of any professional speaker, but, for a sales meeting kickoff speaker, it is especially true. The sales professionals attending the kickoff event know their stuff, and they’re going to expect the speaker to as well. The first few minutes of the sales meeting kickoff speech are essentially a “test.” If the speaker fails, the audience will tune them out.

Meeting Presenters

While some speakers aim to entertain as they inform, meeting presenters typically lean toward being informative over being entertaining. A sales meeting is generally a time to discuss new strategies, refine selling techniques, and cover new ways of reaching customers. A meeting like this will typically last longer than a keynote speech or a sales meeting kickoff speech, so the meeting presenter has the added responsibility of keeping the audience attentive and engaged even longer than a keynote speaker or sales meeting kickoff speaker needs to manage. The average keynote speech may last 15 to 20 minutes, while an informative meeting could last 90 minutes or even longer in some cases.

A meeting presenter may not need to be as entertaining and engaging as a keynote speaker, but they must still capture and hold the audience’s attention to convey the topic at hand. While each audience member has a responsibility to absorb the lessons provided, the meeting presenter should attempt to deliver these lessons in an engaging way and at a steady pace.

Keynote Speakers

What is a keynote speaker? The name suggests that this type of speaker sets the “key note” for the event. The keynote speaker for any event first and foremost should draw a crowd. Typically, when an organization hosting an event hires a keynote speaker from outside the organization, the keynote speaker has a recognizable name and brand that carries authority. The audience will be expecting a relatable and engaging speech delivered by an accomplished speaker. However, you don’t need to be a celebrity to be an effective keynote speaker.

While sales meeting kickoff presenters have the responsibility of ramping up the organization’s energy levels to set the stage for a great sales year, and a meeting presenter has the task of delving into the specifics of a presented topic, the keynote speaker’s job is to set the tone for an event with a CEO-level perspective of the given topic. An effective keynote speech should straddle the line between informative and engaging and aim to transform the atmosphere of an event.

Being an effective keynote speaker demands confidence. Regardless of the speaker’s position and qualifications, the speaker must be able to convey the fact that they know what they are talking about and present their information in an informative and engaging way. The audience for the keynote speech should feel inspired and encouraged by what the keynote speaker has to say. They shouldn’t hold any doubts as to whether the speaker knows what they are talking about, and the keynote speaker’s talking points should be clear and relatable.

The Aristotelian Method for Being a Better Keynote

Thousands of years ago, the philosopher Aristotle broke down the three crucial components of being a persuasive and effective public speaker: ethos, logos, and pathos. Ethos refers to the speaker establishing their credentials and proving to the audience that listening to the speaker is worth their time. This should take up minimal time and the speaker should not focus too much on their own accomplishments. They should establish their background and, in so many words, say that they know what they are talking about.

The second component, logos, is the logic the speaker offers. The speaker should support their talking points with logic and facts. Bringing up verified statistics and pointing out observable data are two great ways to build up the logos behind a speech. This portion of the speech should take up much more than the ethos portion of the speech, but not as much as the third portion: pathos.

Pathos refers to the emotional connection between the speaker and the audience. The speaker should be able to convey their ideas in such a way that the audience remains emotionally invested in the speech. This is feasible in several ways, including anecdotal stories, humor, and tactfully delivered emotional appeals. The speaker should be able to evoke some type of emotional response, hopefully a positive one, and keep the audience engaged with the material of the speech.

Ultimately, learning how to convey ideas with authority and confidence in an engaging and sometimes entertaining way is the key to delivering a truly great keynote speech.

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UpJourney Asks SNI How To Answer: What Is Your Work Style? https://www.shapironegotiations.com/upjourney-asks-sni-how-to-answer-what-is-your-work-style/ https://www.shapironegotiations.com/upjourney-asks-sni-how-to-answer-what-is-your-work-style/#respond Thu, 21 May 2020 13:57:35 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7427 “As a job seeker, when asked about your work style, have a direct answer, don’t muddle through it.”- Andres Lares. This is a question that many job candidates get asked. One that is easy to stumble through as you try to figure out the chemistry you will have with a potential employer. Rather than try …

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“As a job seeker, when asked about your work style, have a direct answer, don’t muddle through it.”- Andres Lares.

This is a question that many job candidates get asked. One that is easy to stumble through as you try to figure out the chemistry you will have with a potential employer. Rather than try and hit the right mark, be honest about your style, and write down the environment that makes you thrive. This way it is honest yet provides the potential employer a sense of conviction of who you are and how you will fit into their organization, hopefully creating a happy match for both sides.

Read our Managing Partner’s full thoughts in “Answering the Interview Question: What Is Your Work Style?” by the Editors of UpJourney

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The Inherent Qualities of All Great Keynote Speakers https://www.shapironegotiations.com/the-inherent-qualities-of-all-great-keynote-speakers/ https://www.shapironegotiations.com/the-inherent-qualities-of-all-great-keynote-speakers/#respond Tue, 19 May 2020 22:31:12 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7422 Keynote presentations are typically some of the biggest highlights of professional events. A solid keynote speaker can unify an audience and deliver valuable, actionable, and relevant information in an engaging way. A keynote speech delivered expertly can completely transform the atmosphere of an event and open up engaging conversations and learning opportunities among attendees. Becoming …

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Keynote presentations are typically some of the biggest highlights of professional events. A solid keynote speaker can unify an audience and deliver valuable, actionable, and relevant information in an engaging way. A keynote speech delivered expertly can completely transform the atmosphere of an event and open up engaging conversations and learning opportunities among attendees.

Becoming a great keynote speaker means presenting that knowledge and expertise in a relatable, understandable, and engaging way. Watching some of the best keynote speeches can offer preliminary guidance and learning a few valuable strategies can propel your keynote speeches to greater heights.

What Is a Keynote Speaker?

A keynote speaker delivers a speech about a very specific topic. This topic could be an industry problem, and emerging trend or technology, or insights into a market from a specific angle. The keynote speaker delivers this speech with authority. The goal of the speech should be to increase the audience’s understanding of the given topic, encourage them to research and engage with the subject matter through their own professional capacities, and position the speaker as an industry leader.

The keynote speech should quite literally deliver the “key note” for the event as a whole, so the keynote speaker has the unique responsibility of setting the tone for what could be an immensely impactful industry event with far-reaching influence. The best keynote speakers are able to accomplish this in a way that appears as if they were born to do it.

The Difference Between a Decent and an Excellent Keynote Speaker

There’s actually a fairly wide gulf separating decent and excellent keynote speakers. While a decent keynote speaker can deliver the meat of a speech in a somewhat engaging and relatable way, decent keynote speakers typically fail to leave memorable impressions on their audiences. They may hold their interest for the duration of their speech, but the audience will quickly move on from the experience, absorbing little of what the speaker delivered.

Excellent keynote speakers, on the other hand, deliver memorable and impactful speeches that can completely shift the tone of an event. An excellent keynote can be the catalyst that kicks off a tremendously successful event or the sendoff that wraps up a professional conference with style and value. While a decent keynote speaker may seem like they know what they’re talking about, an excellent keynote speaker naturally positions themselves as an expert on the subject matter at hand. They deliver their speech with confidence and fluidity without stumbling for their words or feebly attempting humorous anecdotes that fall flat. Everything they say has value with little to no filler in the midst of it.

One of the most crucial aspects of being an engaging speaker is being able to keep your audience’s attention. Cognitive scientists say you’ve got about ten minutes before you start to lose the attention of a live audience. If you haven’t grabbed them within those ten minutes, it’s going to be much harder to do as you move forward.

What Strategies Should Be Used When Planning a Keynote Speech?

Perhaps you are preparing to deliver your very first keynote or you have acted as a keynote speaker in the past and want to refine your technique. Whatever your case may be, a few actionable strategies can help you evolve from an acceptable keynote speaker to a distinguished one:

1. Be personable, not prideful. Yes, you secured your place as a keynote speaker at an industry event, and your audience is going to gather to hear what you have to say because of who you are, what you have accomplished, and the brand you represent. These facts should not invite you to stroke your ego more than you provide value to your audience. Keynote speakers that do this are unlikely to headline more events in the future, so check your pride and instead approach your audience in an effort to be relatable.

2. Maintain authenticity. The authentic speaker is a memorable speaker. While you are trying to represent your brand, it’s vital to stay true to your brand’s core values and your personal values as you deliver your keynote. When you are authentic in the delivery of your ideas, your audience will perceive this genuineness and sincerity. This makes it easier to generate shared identification with your audience and encourage them to think about how the information you have to offer aligns with their personal and professional goals.

3. Leverage the power of humor but do so cautiously. Humor used correctly can be a fantastic social lubricant, easing your audience into the meat of your speech and also acting as engaging segues between your main ideas. While you may want to work a joke or funny anecdote or two into your keynote speech, be sure to think about these touches carefully. Misplaced humor can easily sink your entire presentation. If you know your audience and their expectations, you can devise humorous additions to your speech to match their expectations.

4. Set a pace and stick to it. You don’t want your keynote speech to be jam-packed with juicy information in the beginning, fall flat toward the middle, and then hit your audience with more useful tidbits at the end. Your keynote speech should flow like a good story. It should have a clearly defined introduction, supporting ideas with examples, a climax or full analysis of the problem you’re trying to solve or the issue you want to address, and then more supporting information that leads to a satisfying conclusion. Organize the ideas you want to explore in your keynote speech and set a steady pace for delivering them.

5. Don’t forget that you’re marketing your brand. When you take the stage as a keynote speaker, you are automatically representing your brand. Regardless of whether you’re delivering your speech as a speaker for your brand or on your own merits as an individual professional, your keynote speech will undoubtedly impact your sales. It’s your job to make sure it does so positively.

6. Convey energy and enthusiasm about the topic throughout your speech. If you don’t sound excited about what you have to say, it’s unlikely that your audience will feel very excited either. Stay true to your brand image and your values, but don’t fall flat when it comes to your delivery. Strive to be engaging and energetic as you deliver your keynote speech without seeming erratic or too informal.

Delivering a keynote speech can be a great honor for any professional. It’s a prime opportunity to not only position yourself as an authority on the given topic, but also position your brand as a leader in your market.

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UpCity Highlights SNI’s Belief In Social Proof https://www.shapironegotiations.com/upcity-highlights-snis-belief-in-social-proof/ https://www.shapironegotiations.com/upcity-highlights-snis-belief-in-social-proof/#respond Tue, 19 May 2020 17:50:40 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7409 “People are influenced heavily by marketing strategies that leverage social proof to affect their behavior as consumers.”- Jordan Stella As we teach influencing to companies and professionals of all types all over the world, we understand that building credibility is a key component to showcase before you’re able to influence someone. How do you build …

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“People are influenced heavily by marketing strategies that leverage social proof to affect their behavior as consumers.”- Jordan Stella

As we teach influencing to companies and professionals of all types all over the world, we understand that building credibility is a key component to showcase before you’re able to influence someone. How do you build credibility? One way is to borrow it from others and allow their presence to provide you the platform to start the engagement. Below is our example mentioned in building our credibility through our website and marketing.

“When we A/B tested, having our (recognizable) client names above the fold of the home page provided the best conversions.”  – Andres Lares, Managing Partner & CEO, Shapiro Negotiations Institute

Read Jordan Stella’s full piece “22 Experts Share Powerful Examples of Social Proof for Marketing” in UpCity’s blog.

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Comparación de tácticas de negociación entre compras y ventas https://www.shapironegotiations.com/comparacion-de-tacticas-de-negociacion-entre-compras-y-ventas/ https://www.shapironegotiations.com/comparacion-de-tacticas-de-negociacion-entre-compras-y-ventas/#respond Mon, 18 May 2020 22:42:23 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7404 No sería completamente incorrecto asumir que los equipos de compras y los equipos de ventas estaran en desacuerdo cuando se trata de negociaciones. El objetivo principal de cada equipo de compras es adquirir los servicios y las materiales esenciales que su organización necesite, y hacerlo del mejor proveedor y con los mejores términos de compra …

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No sería completamente incorrecto asumir que los equipos de compras y los equipos de ventas estaran en desacuerdo cuando se trata de negociaciones. El objetivo principal de cada equipo de compras es adquirir los servicios y las materiales esenciales que su organización necesite, y hacerlo del mejor proveedor y con los mejores términos de compra posibles. Esencialmente, esto requiere traducir las necesidades de una empresa en un proceso de compra coherente, y este proceso generalmente requiere solicitudes de información (RFI) y solicitudes de propuestas (RFP). Estos documentos esencialmente permiten que los equipos de adquisiciones  consideren sus opciones más fácilmente y que obtengan los mejores términos posibles para lo que necesitan.

En la otra cara de la moneda, los vendedores tienen la tarea de maximizar las oportunidades para sus organizaciones. Esto generalmente requiere eludir las RFP tanto como sea posible para acelerar el proceso y centrarse en las negociaciones con el cliente en vez de la adquisición. Cualquier cosa que le dé ventaja al equipo de ventas es una prioridad, y a veces puede parecer que las tres partes del equipo de compras, el equipo de ventas y el vendedor están en desacuerdo entre sus  mismos, mientras pueden trabajar juntos de manera efectiva.

Los proveedores que se sienten incapaces de diferenciar entre propuestas y agregar valor también podrían sentirse aislados de su cliente. El equipo de ventas no se siente en control de la situación debido al tiempo dedicado a examinar las RFI y las RFP, y el equipo de adquisiciones puede estar atrapado en el medio, intentando alcanzar sus objetivos presupuestarios y al mismo tiempo aplacar y complacer a las otras partes en este negocio tan pantanoso como un triángulo amoroso.

Shapiro Negotiations ha trabajado con equipos de ventas y adquisiciones de todas partes del mundo. Hemos capacitado a negociadores en varios idiomas, con una amplia experiencia en capacitación en español y portugués en toda Europa y América del Sur. Sabemos cómo las interacciones entre proveedores, equipos de ventas y equipos de compras tienden a desarrollarse, y también en varios idiomas. Nuestro objetivo con nuestra línea principal de programas de capacitación en negociación es ayudar a los negociadores a lograr un resultado “ganar-ganar” con sus negociaciones para que todos  los partidos salgan de la mesa sintiéndose satisfechos y enriquecidos con más de lo que esperaban.

Los vendedores absolutamente tienen el objetivo de maximizar las ganancias, es su trabajo. Los equipos de compras tienen la tarea de reducir el gasto siempre cuando sea posible, y los equipos de ventas tienen como objetivo cumplir con sus objetivos de ventas. Mientras sea una explicación básica para que poder entender como se puede desarrollar fácilmente la fricción entre estas tres partes, la armonía también es posible.

Uno de los aspectos más importantes, si no lo más importante de la negociación, es comprender que el precio no es la meta principal de la negociación. Cuando tres de estos partidos se reúnen para una negociación, operar bajo el supuesto de que la negociación es un fracaso a menos que se logre el mejor precio posible solo sirve obstaculizar una negociación efectiva. En Shapiro Negotiations, nuestra amplia experiencia en capacitación profesional en negociación comercial nos ha demostrado que hay muchos factores mucho más importantes en juego y que centrarnos en estos factores tiende a conducir a resultados más exitosos.

Las estrategias de negociación de adquisiciones más efectivas dependen de mucho más que lograr el mejor precio posible. De hecho, nuestra experiencia ha revelado que hay tres fuerzas principales e impulsoras detrás de todas las decisiones comerciales que requieren igual atención en todas las negociaciones: reducir costos, reducir riesgos y aumentar las ganancias.

Como consejo breve para los equipos de ventas y adquisiciones, no se desmerite cuando se trata de sus fortalezas y debilidades conocidas. No es raro que los equipos de ventas asuman que los equipos de compras tienen una ventaja inherente en las negociaciones, mientras que los equipos de compras siempre hablan de lo intimidados que estén en negociar con vendedores que conocen el mercado mejor que ellos. Subestimar sus fortalezas y sobreestimar sus debilidades es una forma segura de debilitar su posición de negociación aún antes de sentarse a la mesa.

Alinear objetivos con estrategias que parezcan conflictivas

Algunas de las preocupaciones más comunes entre los compradores incluyen iniciativas de gestión de proveedores, prácticas de proveedores respetuosas con el medio ambiente, estrategia de gestión de riesgos recientemente implementada y prácticas obligatorias transmitidas desde arriba. Los proveedores que tienen visión de túnel cuando se trata de precios pierden inherentemente sus oportunidades de capitalizar estos intereses especiales y aprovecharlos para negociaciones más exitosas. Los equipos de adquisiciones en todo el mundo están comenzando a darse cuenta de que deben proporcionar a los proveedores “victorias” claras si desean recibir los niveles esperados de calidad del producto, entrega eficiente y servicio general.

Muchas organizaciones en todas las industrias están comenzando a darse cuenta de que presionar demasiado a un proveedor por el “mejor precio”, el vendedor simplemente podría retirarse de la discusión debido a que no puede pagar el precio sugerido o no estár dispuesto a lidiar con tácticas de negociación de mano dura. Presionar por el “mejor precio” no solo puede manejar a negociaciones interrumpidas o demolidas y a la imposibilidad de llegar a un acuerdo aceptable, sino que también a un potencial perdido para fomentar una asociación profesional lucrativa.

Las negociaciones de adquisición son una práctica única, y Shapiro Negotiations ha desarrollado un programa totalmente personalizado y especialmente dedicado a capacitar a los equipos de adquisiciones para negociar de manera más efectiva y para capacitar a los equipos que venden en adquisiciones. Estos programas cubren un espectro amplio de tácticas y técnicas de negociación, que incluyen:

Preparación

La mejor manera de mejorar sus posibilidades de una negociación exitosa es prepararse lo más exhaustivamente como posible desde ambos lados de la mesa. Tómese el tiempo para investigar ofertas anteriores con términos similares y buscar precedentes. Desarrollar esta lista le permite crear alternativas para el otro lado de la tabla, esencialmente neutralizando preventivamente cualquier resultado que pueda ser negativo para su lado de la mesa.

Este tiempo dedicado a la investigación también facilita la determinación de intereses que pueden estar más allá de la cuestión del precio, como los intereses especiales y el potencial para cultivar asociaciones duraderas. La preparación también significa el desarrollo de preguntas para hacer al otro lado que podrían revelar aún más potencial. Estas preguntas conducirán naturalmente a otras preguntas, lo que le permitirá continuar sus preparaciones, incluso mientras las negociaciones están en marcha. Fechas de entrega conocidas, las debilidades, las fortalezas y las oportunidades, junto con una estrategia firme para las ofertas de su lado, son cosas esenciales para una negociación exitosa. Tómese este tiempo en preparación para determinar su objetivo razonable más alto, su mejor alternativa a un acuerdo negociado (BATNA) y su punto de marcharse.

Para el equipo de ventas, la preparación significa crear una estrategia que diferencie a su organización de sus competidores. En Shapiro Negotiations, generalmente aconsejamos a los clientes de nuestro equipo de ventas que intenten obtener una ventaja sobre el proceso de RFP y creen una línea de comunicación diferente con un cliente que no deje las compras en el frío. Cuando los equipos de adquisiciones se sienten excluidos de estas discusiones, naturalmente los frustra. En su lugar, busque oportunidades que potencialmente le permitan a su equipo asesorar sobre el proceso de RFP.

Una ilustración perfecta de esta técnica sería un contrato reciente que manejamos para capacitar a cientos de profesionales de compras que trabajan para un cliente de Fortune 100. Decidimos arriesgarnos y compartir nuestros pensamientos sobre por qué su RFP deseada estaba mal construida. Estaban adoptando un enfoque problemático para la negociación y les proporcionamos ideas y explicaciones sobre nuestros pensamientos para mejorar su proceso de solicitud de propuesta. El cliente y sus profesionales de adquisiciones reconocieron el valor de nuestras ideas y eligieron Shapiro Negotiations para sus capacitaciones de negociación.

Preguntar

Shapiro Negotiations ha capacitado con éxito a muchos de los equipos de ventas y adquisiciones más grandes del mundo, y con mucha frecuencia hemos descubierto que los profesionales de adquisiciones normalmente son excelentes para resolver problemas, pero tienden a entrar en detalles minúsculas en las negociaciones y raras veces comienzan con una visión general de la situación. En el otro extremo del espectro, los equipos de ventas tienden a hablar a través de negociaciones en lugar de escuchar y enfocarse en los objetivos e intenciones del otro partido.

Nuestro enfoque para la capacitación de negociación ayuda a los profesionales de adquisiciones en romper el hábito de ir línea por línea por los Acuerdos de servicios maestros y, en cambio, enfocarse en los intereses de cada partido. Capacitamos a los equipos de ventas para crear preguntas para formular al otro partido y les enseñamos en aprender constantemente sobre el otro partido en las primeras etapas de la negociación. Eventualmente, estos equipos tendrán que referirse nuevamente a la MSA y crear una propuesta detallada, pero tomarse el tiempo para aprender del otro lado de la mesa y compartir lo que necesitan puede proporcionar un valor excepcional a cada grupo involucrada en una negociación. Cuando se trata de capacitación en sondeo, o como hacer preguntas útiles, sugerimos comenzar con unas preguntas muy abiertas y colocar todas las cartas sobre la mesa antes de que las diferentes partes comiencen a investigar qué términos tienen prioridad.

Animar a la otra parte a proporcionar la mayor cantidad de detalles posible y luego absorber la información recibida es clave para un sondeo exitoso. Sin embargo, lo que no se dice es lo más importante en la fase de sondeo en una negociación. Saber cómo dejar que el otro partido hable y decirle lo que quiere ayuda a eliminar la posibilidad de que su parte confíe en suposiciones.

Todas las partes deben esforzarse por utilizar preguntas abiertas en las negociaciones y alentar a la otra parte a continuar con sus respuestas para obtener más detalles. Todo esto proporciona más información que en última instancia fortalece su propia posición de negociación. Si está vendiendo en compras, haga preguntas que sean atractivas para sus objetivos, como el proceso de toma de decisiones y el cronograma en lo que tengan que trabajar. Hacer preguntas que diferencien su enfoque de negociación ayudan a distinguirlo, proporcionándole información adicional pero también mostrando al otro lado que comprende sus objetivos y aprecia sus intereses.

Proponiendo

Desafortunadamente, los procesos de adquisición a veces pueden limitar la cantidad de tiempo disponible para hacer preguntas y conversar sobre una oferta, y esta limitación existe específicamente para minimizar el sesgo y maximizar la objetividad del proceso de licitación general. Preparar una oferta ganadora puede parecer una tarea desalentadora debiendo de esta limitación, para todas las partes involucradas.

El proceso de propuesta generalmente depende de la responsabilidad de la parte vendedora durante la etapa de respuesta, por lo que esta sección se enfoca en el lado de venta de la tabla. Primero, ¿determina qué hace cuando reconoce que la otra parte está mercantilizando su posición durante las negociaciones de licitación? Es posible que deba confiar en algunas suposiciones razonables sobre las necesidades y objetivos ocultos de la otra parte y luego capitalizar su capacidad para negociar alrededor de esos intereses. Si tiene la oportunidad de preparar sus preguntas antes de la negociación, tómese el tiempo para escribir sus líneas de preguntas y ensayarlas para encontrar un tono bueno y la entrega correcta.

En nuestra experiencia con la capacitación de negociación, vale la pena invertir este tiempo en practicar. Si tiene problemas para justificar pasar el tiempo practicando, recuérdese los objetivos que comparten casi todos los equipos de compras. Si no tiene tiempo para hacer preguntas antes de su negociación, debe recordar algunas reglas cruciales para elaborar propuestas sólidas:

1. Conocer y comprender el proceso del otro lado.

2. Mantenga el respeto por su proceso en todo momento.

3. Fomente un diálogo extenso que lo ayude a construir una relación comercial duradera.

4. Evite presupuestos u ofertas de estimaciones aproximadas. El otro lado solo se centrará en el final del rango que sugiera que los beneficie, y por eso, apegarse a cifras exactas facilita las cosas para todos. Esto también indica más confianza en su lado de la mesa y generalmente conduce a mejores resultados.

5. No sobreestimes las debilidades, y esto se aplica tanto a los tuyos como a los que conoces del otro lado de la mesa. Ambas partes sienten la presión de desempeñarse lo mejor posible y proporcionar a la otra parte un acuerdo de beneficio mutuo les permite entregar una victoria a sus jefes y fortalece su relación profesional.

6. Desarrolle algunas expectativas razonables de lo que espera de su asociación profesional. Usted y la otra parte pueden desear conversar de desarrollos nuevos, abordar necesidades y preocupaciones recientemente descubiertas y ayudarse mutuamente en equilibrar esas necesidades en el futuro.

7. No respondas demasiado rápido. Seis de las palabras más poderosas en el mundo de la negociación son “Nos estaremos en contacto con ustedes”. Lleve usted la propuesta a las partes interesadas de su organización, tómese el tiempo para considerar la solicitud y evalúe el valor potencial. El resultado del acuerdo en sí mismo puede no ser tan importante como la forma en que se logra el acuerdo.

Estas reglas fundamentales de negociación pueden ayudar a cerrar las brechas entre posiciones de negociación aparentemente conflictivas y ayudar a las partes negociadoras en lograr la unidad, construir asociaciones duraderas y, en la última instancia, lograr un éxito más grande por trabajar en una manera cooperativa en vez de competitiva.

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Crucial Considerations in Interests-Based Negotiation https://www.shapironegotiations.com/crucial-considerations-in-interests-based-negotiation/ https://www.shapironegotiations.com/crucial-considerations-in-interests-based-negotiation/#respond Mon, 18 May 2020 22:30:30 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7396 Negotiation doesn’t always need to be about “winning” or ensuring your side walks away from the table with as much as possible while leaving the other side with as few concessions as possible. This positional bargaining approach may have been the favored strategy among business negotiators in previous years, but now we know that this …

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Negotiation doesn’t always need to be about “winning” or ensuring your side walks away from the table with as much as possible while leaving the other side with as few concessions as possible. This positional bargaining approach may have been the favored strategy among business negotiators in previous years, but now we know that this strategy doesn’t empower long-term success the way interests-based negotiation or cooperative negotiation can.

When you adapt your approach to negotiation with a leaning toward integrative bargaining, you not only increase your chances of having a successful conclusion but also raise the likelihood of forging a long-lasting relationship with the other side. A few key considerations can empower you at the negotiation table and increase the chances of successful interests-based negotiation.

Examine the Research Carefully

Consider what generational or gender aspects may affect what your team brings to the table. For instance, some women have to overcome cultural stigmas around negotiation – one study suggested only 16% of women in one control group even attempted to negotiate. Millennials tend to have difficulty negotiating compared with other past generations for much different reasons than women traditionally have. Both these issues, once considered, can actually help the process.

By now, your negotiation team should be aware of what their life experience brings with them. It can actually be an effective way to handle opposition research. When you know the goals and motivations of the other side because you feel empathy, it is easier to connect with them from a cooperative angle. Instead of leveraging their needs and wants against them, positioning your side to offer them a competitive edge is much more likely to yield positive results than a standard transactional negotiation.

To capitalize on interests-based negotiation, make sure your team spends as much time as possible examining all available research on the other side prior to commencing negotiations. The more you know about the other side’s motivations and goals, the more information you have to make calculated suggestions and replies during negotiations.

Appreciate the Value of Considering the Other Party

Everyone approaches the negotiation table with goals. Falling into a pattern of considering these negotiations as a competition could lead to a great deal of missed opportunities. When you acknowledge and appreciate the other party’s position, you inherently open up more opportunities for your own organization’s advancement. You likely have short-term goals you would like to realize through your negotiations, but an interests-based approach opens the door to long-term partnerships that can be mutually advantageous for your team and the other party.

Transactional or competitive bargaining inherently reduces the chances of reaching a win-win outcome. A competitive approach to negotiation may work out in your favor in the short-term, but it ultimately harms your chances of building lasting relationships that could be incredibly valuable for the future of your organization. Interests-based negotiation tactics can also strengthen your reputation among other businesses, potentially opening even more doors in the future. Once your team has established a reputation for seeking the win-win scenario in every negotiation, the process gets even easier.

Have Your Team Implement Interests-Based Negotiation Strategies

For your negotiation team to successfully reach the win-win scenario in each negotiation, they must remember that they are only one of two sides in each negotiation. It can be easy for negotiators to lose sight of the big picture and focus solely on walking away from the table with as much as possible while yielding as little as possible. However, this is not a viable long-term strategy for successful sales negotiation. Instead, start cultivating better habits among your team members geared toward interests-based negotiations.

1. Teach your team the value of research.

It’s simply good practice to walk into any negotiation armed with as much information as possible. Research the other party’s past transactions, if possible, and try to glean as much insight as you can into their short-term and long-term goals. Understanding the other party is the first step in successful interests-based negotiation.

2. Encourage agility.

Make sure your top negotiators know the differences between integrative and distributive negotiations and how to adjust their tactics accordingly. Some negotiations revolve around a single factor, while others have many moving parts in play. It’s possible to strive for interests-based negotiation in both. Your team should be able to vary their strategies to account for both of these types of negotiations and navigate all types of business discussions fluently.

3. Deliver carefully measured responses and teach conflict resolution.

Some people are more forthcoming with details about their goals, while others play their cards closer to the vest. Whatever the case may be, make sure your team knows how to take their time and avoid rushing their responses. Encourage your team to absorb as much information as possible during a negotiation and use that information to deliver the most effective responses possible. It’s equally important for them to know how to defuse heated moments and steer the discussion back toward aligning both parties’ goals.

4. Always have a BATNA, or Best Alternative to a Negotiated Agreement.

Your negotiation team should walk into every conversation with a clear vision of their goals for the negotiation. Remember, these goals may not always be entirely attainable; walking away from the table as soon as you realize you’re not going to get exactly what you want is not interests-based negotiation. Establishing a BATNA essentially gives you much more to work with when it comes to achieving an acceptable middle ground with the other party. If your primary goals are unattainable, you can still leverage the principles of interests-based negotiation to reach your BATNA and preserve your relationship with the other party.

5. Ensure your team knows how to listen and remain flexible. 

The key to interests-based negotiation is reaching a mutually agreeable resolution with the other side, and this doesn’t always mean compromise. Instead of only getting some of what you want and the other side getting some of what they want, encourage your team to be alert for opportunities to create the win-win scenario. Listening is crucial: your team should be able to pick up on the verbal and nonverbal cues that hint toward the other party’s motivations and underlying goals.

Interests-based negotiation isn’t just an option for your negotiation team to try. It’s a scientifically proven way to improve the outcomes of your negotiations. Even negotiations limited to basic positional negotiation strategies can benefit from implementation of interests-based negotiation principles. After reaching a satisfactory agreement, pursuing interests instead of objectives could potentially lead to both sides of the negotiation extracting even more value from their agreement.

Ultimately, interests-based negotiation should be the standard operating procedure for any forward-thinking negotiation team. This approach to negotiation provides several tangible benefits over more traditional, aggressive bargaining tactics that leave little room for the win-win scenario.

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CLO Exchange – BCG Graphic Explained https://www.shapironegotiations.com/clo-exchange-bcg-graphic-explained/ https://www.shapironegotiations.com/clo-exchange-bcg-graphic-explained/#respond Tue, 12 May 2020 16:32:07 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7375 This past week we presented at the Virtual CLO Exchange – 21st edition. It was not only SNI’s first time at the event, but also the first time it was ever hosted virtually. In preparation for our session we discussed what we have seen up to this point in the training world relating to the …

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This past week we presented at the Virtual CLO Exchange – 21st edition. It was not only SNI’s first time at the event, but also the first time it was ever hosted virtually.

In preparation for our session we discussed what we have seen up to this point in the training world relating to the challenges posed by COVID-19. Initially, most clients appeared frozen and daunted by the situation as they were totally unprepared. Over the last month we have noticed that most companies fall into one of these three camps:

  1. Postponing and/or cancelling all training in the foreseeable future.
  2. Self-assessing and identifying current competency gaps while using in-house resources to address those gaps.
  3. Doubling down on training, tools, and the future as they see an opportunity and preparing to take full advantage.

As we thought through these typical responses and researched the last economic downturn, we came across a study by the BCG group. This study details the actions that were both the most and least effective to company performance and the employees’ commitment during the crisis. Included were two actions around training – cutting back on both individual and functional training – each action highlighted as the two LEAST effective actions which a company could implement during an economic downturn.

It motivated us to focus our keynote into one on helping learning leaders negotiate internally for more resources by providing them the tools to negotiate with their superiors and colleagues to buy into training during this challenging time when it may seem counter-intuitive. We are proud of this session and if it helped one CLO/Director of L&D/Sales Enablement/Learning Leader secure more funds, more buy-in, more resources of any type for a strong training initiative, it was all worthwhile….and supported by BCG!

BCG Infographic

 

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5 Essential Strategies Every Business Negotiator Needs to Know https://www.shapironegotiations.com/5-essential-strategies-every-business-negotiator-needs-to-know/ https://www.shapironegotiations.com/5-essential-strategies-every-business-negotiator-needs-to-know/#respond Mon, 11 May 2020 14:51:05 +0000 http://www.shapironegotiations.dreamhosters.com/?p=7365 Every modern executive knows that consistent training and development of new strategies are key components of success, especially in fast-paced and competitive market niches. Business negotiation is an area of expertise that every sales team should master, so it’s absolutely crucial for business leaders to help their sales team take full advantage of effective business …

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Every modern executive knows that consistent training and development of new strategies are key components of success, especially in fast-paced and competitive market niches. Business negotiation is an area of expertise that every sales team should master, so it’s absolutely crucial for business leaders to help their sales team take full advantage of effective business negotiation strategies, refine them with practice, and learn to incorporate them into their negotiations as second nature.

While every sales team will eventually develop its own techniques and tactics, a few business negotiation strategies are universally valuable to any sales team in any market niche. Review the following strategies for effective business negotiation and evaluate your sales team’s ability to put them into practice effectively.

1. Learn How to Really Listen

Too many people fall into the habit of simply waiting for their turn to talk instead of listening to the other member of a conversation. One of the most important business negotiation strategies any sales team should master is the ability to really listen. This means taking the time to hear what the other party has to say and absorb the information, take in nonverbal cues that hint toward motivations and goals, and then use that information to deliver appropriate, measured responses.

Waiting for your turn to talk simply increases the chances of creating division between your side of the table and the other. In any business negotiation, it is best to strive for a “win-win” situation rather than simply “beating” the other side by getting the better deal. If your sales team strives for the latter, they may ultimately succeed but doing so will likely diminish future relations with the other party. Learning to listen increases the chances of reaching harmonious agreements and mutually beneficial deals that lead to longer-lasting professional relationships.

2. Never Undervalue Research and Preparation

One of the biggest mistakes a sales team can make is entering into any business negotiation unprepared. Regardless of whether it’s an internal negotiation with company stakeholders to convince them of the value of a specific proposition or a business negotiation with another company with the goal of signing a lucrative contract, research is an absolute necessity.

Perhaps one of the most effective business negotiation strategies is refining the pre-negotiation research process. Train your sales team to take time to investigate the other party, discern their goals, concerns, and needs, and then develop a robust negotiation strategy that aims to capitalize on this information.

3. Develop a Negotiation Process to Build Confidence in High-Stress Negotiations

Business negotiation is one of the most cited pain points for small business owners. Unfortunately, many small business owners fall into the trap of feeling less confident than they should during negotiations simply because they do not have the weight of corporate power behind them. This is a dangerous fallacy that can lead to lost opportunities. Many small business owners find success in business negotiations and become more adept at business communication once they develop a solid negotiation process.

Building a solid negotiation process entails several parts. First, it’s vital to assign specific roles to specific team members. Every member of a sales team should know their role and how to capitalize on it for the good of the organization. The team should also know how to play off one another’s strengths and compensate for their known weaknesses, working to overcome them and refine their business negotiation strategies over time.

While it takes practice, developing a business negotiation process can help a small business owner overcome the stress that comes with wearing many hats while running a business. It can be difficult for anyone to switch gears on a dime to address specific business-critical issues, and solid business negotiation strategies built upon an actionable plan helps alleviate this stress. This process will require refinement and tweaking over time, but ultimately help a business owner operate his or her organization with greater confidence in the long run.

4. Know When to Play Hardball

It’s generally not a good idea to enter a business negotiation with the intent of playing hardball with the other side. This usually creates tension and division and is more likely to lead to a failed deal rather than a lucrative partnership. However, it is essential for every good sales team to know when to flip the switch and fight fire with fire when presented with hardball business negotiation strategies.

One of the best defenses against hardball tactics is information. The more information you have about the other side and their needs and motivations, the less likely they will be to succeed in surprising your sales team with information that catches them off guard. It’s not uncommon for business negotiation to involve some inflation and modification of the facts if these tactics can sway the other side into a more agreeable bargaining position, and solid research allows your sales team to effectively neutralize any of the opposition’s attempts to do so.

A great defense against hardball business negotiation tactics is measured yet equally impactful responses. Train your sales team to handle hardball negotiators gracefully and professionally, but to never concede ground when they don’t need to do so. If the other side presents your team with a “take it or leave it” attitude, make sure they’re not afraid to walk away from the table. In many cases, doing so with grace can have the other side singing a different tune very quickly when they know their bluff’s been called.

5. Strive for Principled Negotiation

One of the most consistently effective business negotiation strategies your team should master is principled negotiation. Instead of focusing on having your team secure the best possible deal at all costs and overcoming the competition, have them instead focus on creating win-win situations. Listening will come into play to a tremendous degree with this approach to business negotiation, so make sure your team knows how to listen and absorb information during a business negotiation. This helps them adapt their strategies and formulate more effective arguments, ultimately paving the way for your team to create valuable new partnerships.

Business negotiation strategies can vary from business to business and industry to industry. What works for one team in another market may not work for yours, and a customized approach to business negotiation is crucial to success. These are just a few critical strategies your sales team must master, and Shapiro Negotiations can help. Contact us today for more information about our training courses in business negotiation and learn how our team can help you refine your own business negotiation strategies.

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