Negotiation Tactics

Introduction

Selling is hard. It’s one of the most difficult jobs out there, and it’s easy to feel frustrated when things don’t go as planned. But if you’re like most salespeople, you’ll probably find that getting better results often comes down to how well you can prepare yourself before any negotiation begins. My hope is that this article will help take some of the guesswork out of your next sale by showing you what I’ve found works best when dealing with potential customers or clients who may or may not be on board with whatever deal we’re negotiating here today!

The best negotiators stay calm and focused.

The best negotiators stay calm and focused.

• Stay calm: Don’t let yourself get angry, excited or emotional. If you do, it will be hard for your opponent to take you seriously.
• Don’t make excuses: Don’t blame someone else for a problem or situation–it won’t help your case in any way! Instead of saying “It wasn’t my fault,” try saying something like “I understand why this happened.” Your opponent will be more likely to listen if they think that you understand their point of view instead of arguing with them about who’s right and wrong (which means no matter what happens during negotiations, both sides lose).
• Don’t threaten or promise things that are unrealistic for either party: If there are certain things that need doing before moving forward with a deal then make sure those tasks happen first before negotiating any further terms because otherwise both parties could end up feeling like they’ve been taken advantage over time which would lead nowhere good!

Now in selling, if you’re selling anything substantial with one spouse present and one spouse absent, you’re wasting your time.

• Don’t try to sell anything substantial without both spouses present.
• Don’t try to sell anything substantial without their spouse’s knowledge and consent.

Don’t give up too soon.

You should never give up too soon. You don’t want to assume that the other party isn’t interested in your offer, product or service. It is possible that they just need some time to think about it, so do not be discouraged if they do not respond immediately when you make an offer.

You also don’t want to assume that the other party doesn’t like your price; instead of asking them directly about their thoughts on pricing, try asking some questions about how much time would be needed for delivery and installation of products/services first before bringing up any concerns regarding cost or budgeting issues

Anybody who claims they’re going to sell non-manipulatively is gonna go hungry.

The first thing to understand is that manipulation is a tool. It can be used ethically or unethically, but it doesn’t have to be one or the other. Good manipulation is when you use your knowledge of the other person’s needs to help them achieve their goals, while bad manipulation is when you use your knowledge of the other person’s needs to achieve your own goals at their expense.

If someone says they’re going to sell non-manipulatively, they’re either lying or going hungry (or both).

Manipulation is not good or bad, ethical or unethical in and of itself. Just as contrary to some opinions, a gun is neither good nor bad in and of itself. Intent and actual usage determine good or bad outcomes. If I use manipulation to sell you a service that saves your company $50,000 this year, makes you a hero with your boss, and gets you a promotion, that’s good. If I use identical manipulation to sell you a new roof for your leaky factory at a too-cheap price, we then use substandard materials, the whole thing falls apart in six months, and you get fired over it – that’s bad.

Manipulation is not good or bad, ethical or unethical in and of itself. Just as contrary to some opinions, a gun is neither good nor bad in and of itself. Intent and actual usage determine good or bad outcomes. If I use manipulation to sell you a service that saves your company $50,000 this year, makes you a hero with your boss and gets you a promotion – that’s good! If I use identical manipulation to sell you a new roof for your leaky factory at too-cheap price using substandard materials which falls apart in six months causing major damage inside the building – that’s bad!

Strike a balance between stating your needs and putting the needs of others first.

The best negotiators are able to strike a balance between stating their needs and putting the needs of others first.

You need to be assertive, but not aggressive. You need to be firm, but not overly rigid. You need to be confident in your position without coming across as arrogant or overbearing

Show confidence even if you’re nervous.

• Show confidence even if you’re nervous.
• Don’t let your emotions get the best of you, but also don’t lie about how you feel. It’s okay to admit that negotiating is difficult for you, but don’t let that stop you from trying as hard as possible to get what you want (and deserve).
• Think about how your nervousness can help rather than hurt your chances at reaching an agreement: Nervousness can make people less likely to make snap judgments or give in too easily–you may be able to use this fact to your advantage!

Use facts to support your case.

You need to be able to back up your claims with facts. This can be as simple as saying something like “I’m not sure if you know this, but…” and then providing evidence for your position. This gives the impression that you have done research on the topic and are prepared to discuss it in detail.

You should also use facts when making arguments or presenting positions on issues that are important to both parties involved in negotiations. For example, if one party wants more money for their services than another party thinks is fair, try using some statistics about how much other people charge for similar services in order to support your claim that they deserve more money than initially offered by their client (and vice versa).

Be prepared to walk away if you need to.

You need to know your limits. You need to be able to walk away without anger or resentment toward the other party.

If you feel like you’re being taken advantage of, it’s okay to leave the table. Walk away with dignity and let them know that while they may have gotten the upper hand this time around, you’ll be back with more information next time around (and hopefully a better deal).

Know when to have backup plans in place just in case things go wrong or the deal falls through.

Once you’ve made a deal, it’s important to know when to walk away. If someone is asking for too much and you don’t think they’ll be able to fulfill their end of the bargain, don’t feel like you have to say yes just because it seems like the right thing at the time. You can always come back later on if they come around with another offer or lower their demands.

It’s also good practice to have backup plans in place just in case things go wrong or your deal falls through completely: maybe there are other companies that would be interested in partnering with yours; maybe another potential partner will come along soon; maybe there’s an alternative way of getting what you need that doesn’t require any outside help whatsoever!

Good negotiators can get better results because they know how to respond when things don’t go as planned

Good negotiators can get better results because they know how to respond when things don’t go as planned.

When you’re negotiating, it’s important to be prepared for the unexpected. A good negotiator will have anticipated different scenarios and made plans for each scenario before entering the negotiation room. Good negotiators are able to adapt their strategy on the fly if needed, but also have a plan in place so that they aren’t caught off guard by changing circumstances that might derail their original plan or undermine their authority with other parties involved in the deal at hand (such as an investor).

Good negotiators see opportunities where others see problems; they use these opportunities as leverage during negotiations to get what they want from their counterparties while minimizing any negative impact on themselves or their organization’s bottom line. This means being able to identify potential pitfalls early enough so that those pitfalls don’t become real problems later down the road–or even worse yet: irreparable damage!

very few people confidently make buying decisions purely through their own initiative. If you think you can be a fact presenter and let people make up their own minds, you will not be in sales very long.

• Very few people confidently make buying decisions purely through their own initiative. If you think you can be a fact presenter and let people make up their own minds, you will not be in sales very long.
• People are not rational when making purchasing decisions. They make decisions based on emotion, then justify them with logic later on (if at all).
• If someone does not feel like they need something right now, then they will not buy from you unless there is some other reason for them to do so–like feeling good about themselves after having spent time with an affable person who cared enough about them as an individual customer rather than just another sale number on his or her spreadsheet.

Conclusion

So remember, it’s not all about being manipulative. You have to balance being assertive and putting others’ needs first. Also, you should use facts and data to support your case as well as be prepared with backup plans in case things go wrong or fall through completely!