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Everything can be negotiated! How to get the most out of any negotiation Gavin Kennedy

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Title: Everything Can Be Negotiated! How to get the most out of any negotiation
Author: Gavin Kennedy
Year: 1997
Genre: Foreign business literature, Foreign psychology, Personal growth

About the book “You can agree on everything! How to get the most out of any negotiation Gavin Kennedy

Are you seeking a pay rise, getting a bank loan, selling or buying an apartment/car, trying to get your child to behave? Our whole life is continuous negotiations, and if so, become a professional negotiator! Like Gavin Kennedy, for example. When reality resists your desires, you will be able to get your way with the help of the art of competent negotiation. A lot of things depend on the ability to make deals in your life - and sometimes life itself! What to do when you encounter an unwillingness to meet you halfway? Put pressure on the enemy? Moderate claims? Make concessions? Refuse to deal at all? Modern tactics and strategy of negotiation includes many secrets and tricks. Have time to listen to Kennedy's audiobook before your opponent or competitor listens to it!

On our site about books lifeinbooks.net you can download for free without registration or read online the book “You can agree on everything! How to get the best out of any negotiation by Gavin Kennedy in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and a real pleasure to read. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For novice writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you can try your hand at writing.

The text is a concentrate of the book, divided into conditional parts with non-original headings.

On the origins of the negotiations

You didn't learn the art of negotiation on the job. You learned negotiation effortlessly, striving relentlessly for what you wanted to get, and thereby satisfy your momentary desire.

Children are already Lisa negotiators: “If you feed me, swaddle me, I will stop yelling!”. The power of child negotiators lies in the asymmetry of values ​​- theirs and yours. They quickly notice what is most important to you, and by threatening to take it away from you, they get what they need.

But they change with age. Children can become more and more sophisticated and turn into Foxes. If their methods don't work regularly, they settle for what they have and turn into Sheep.

On the purpose of negotiations and deals

The goal of negotiation is not to win, but to get closer to what you need.

The art of the deal is to figure out what the other side wants. And if you have it, you can be sure that the transaction took place. What is of little value to you may seem priceless to the other side.

Negotiations are not concessions, capitulations and adjustments to the other side. This would be called coercion. Negotiations should be beneficial to both parties, but not necessarily equally. Both parties have the right to veto the final result.

The goal of negotiations is not a compromise, not a deal on equal terms. You must consider the interests of both parties, but think about your own and how to "bake a bigger pie for everyone."

If you think you see a simple solution to a problem that the other party doesn't notice, take your time, you may have overlooked something.

About the first offer

The worst thing you can do is accept the first offer. This undermines the faith of both parties in the success of the transaction and themselves.

The wrong approach to negotiations can spoil the whole impression.

Always question the first sentence. Your interlocutor does not expect you to accept him. It won't upset him. He can even raise the price if you agree right away.

About starting price

In negotiations, the moment of first contact is important. You can try to stun the other side with a high or low opening offer. It will make them think, doubt, rethink their principles and deal. But the initial price of the bargain must be realistic and justified.

For each one and the same thing has a different value. Find out the needs of customers, adapt your product to them and get money. The price should not exceed the amount they are willing to pay.

What is written (for example, in price lists) is believed more. This can be used as an argument. Do not write "bargaining is appropriate." You immediately belittle the value of the product, even without knowing its value to the buyer.

No need to give the buyer a detailed price calculation. This leaves him room to maneuver. He will question every point.

If you are selling an item and want to know how much the buyer is willing to pay, you can pretend that you are acting on behalf of another person. When asked how much an item costs, say that you were told not to sell below a certain amount.

The buyer can do the same. This is an easy way to state your demands and waive them, as well as to give the appearance of a neutral position.

On the balance of power

In any transaction, ask yourself who is buying and who is selling. The answer will help you understand which side the power is on. She plays a big role. Negotiations are a balance of power.

How the parties perceive each other's power determines their behavior. Strength is perceived subjectively. Objective reality does not always matter. Not everyone knows the market equally well.

All steps should be viewed as an attempt to change the perception of the other side about the realities of the market. If you believe that they have the power, there is nothing more to talk about.

Never trust the seller completely. Make up your mind about the real market.

On Vulnerability and Competition

The vulnerability of the position is not a reason to panic. Everyone is vulnerable.

Competition is not a problem, you should not immediately believe everyone, give up and play only at the price. Intimidation by competitors is a trick. No need to assume in advance that competitors and buyers are in a better position. Otherwise, you will subconsciously pay attention to it and you will definitely lose.

Rarely do two companies sell the same product in the market. Buyers may also have their own preferences. This can change the balance of power. Buyers may think that your competitors are not as strong as you think.

About negotiations and bargaining

There are no fixed prices in nature, so the first quality of a successful negotiator is the ability to challenge the price, and the second is the ability to repel the challenge thrown to your price. Only timid negotiators do not try to lower the price and immediately make discounts. Never accept the first offer. In any case, you won't lose anything. Do not give up. Counterattack.

If you give in the price, you will be pressured in everything. And always demand a price reduction in the future.

Price is only one supply variable. Don't change it. Vary other conditions to lower the overall price: “There is one price for this package. For a different price, another package."

Before cutting prices, analyze the opportunities and limitations of the opposite side.

Negotiations require two proposals. If your first offer is rejected, don't rush to offer new terms right away. The other side can only wait for this. Wait for the offer of the other side first. Otherwise, you will be negotiating with yourself.

Four key information points of the negotiations:

• your first offer;
• your last offer;
• opponent's first response;
• opponent's last reply.

Having deadlines helps you reach an agreement faster. For example, in the event of a conflict, you can sue to give the other side a reason to think.

It is important to justify the requirements for price reduction. For example, make a list of shortcomings of the subject of the transaction. You can also try to convince the seller that you want to cooperate, but can not give more in terms of a discount.

Showing emotions is a serious mistake. Do not give out your emotions, even if you really like or need something. Otherwise, it will be more difficult to get favorable conditions.

Think in advance of possible questions, answers, arguments.

Don't just stop talking. You can always agree. Strive for mutually beneficial agreements. As a last resort, let them know when you return to them.

Don't think in the same terms as your opponent. If they ask you for a discount of only 1%, calculate what it will result in and do it right in front of him.

Answer any objection with a question: “Why?”.

If you are asked to lower the price, and even with the help of tricks like a pack of business cards from competitors, ask why you should do it. The more confused and emotional the answer is, the less likely it is that competitors have offered something better.

Don't settle for simple contracts. They do not protect either side because they do not describe the details. Ask “what-if” questions until you have written down all the details.

About concessions and discounts

The most difficult thing is to cope with the desire to give in. It won't be mutual. Most likely, after that, the partner will continue to put pressure. Become Scrooge McDuck.

If you are confident in yourself, your product, represent a large company, remember that your product is in steady demand from consumers, and buyers want to see it on the shelves of their stores. Don't give in.

The most useful word of a negotiator is if: "If you...then I...". Concessions have different importance for the parties. A win for one side does not always mean a loss for the other. You need to look for a solution and make sure that in return for concessions you receive more than you give.

Don't donate anything. Do not just respond to concessions from the other side. The fact of giving in worsens your position more than its size.

Each discount is a step towards bankruptcy of the company.

About hardness and softness

Rigidity usually outperforms softness. The tough position of the opponent must be answered even more harshly. Then he will most likely soften his position. If you start from a soft position, it will harden. Soft negotiators lose sooner or later, as opponents feel their softness.

Rigidity does not mean rudeness, display of emotions or "cool" behavior, but a calm defense of one's positions. A tough negotiator would rather refuse a deal than agree to a bad one. Better 5 contracts of 20 thousand than 10 of 5.

About conflicts

Dissatisfaction with others is normal in both life and business. Express complaints competently, do not be indignant, do not blame, offer a realistic solution to correct the situation and take care of your own interests.

If you leave the search for a solution to another, then he will only care about his own interests. In addition, he will have to guess what to offer you.

If you attack, the person defends. If you attack violently, the defense turns into a counterattack. If you question his competence, he will deal with yours. Irritation cannot be removed by warming it up.

When proposing a solution, discuss it, not the legitimacy of your claims.

About tough opponents

Usually the most difficult opponents are powerful people, "cool" negotiators, cocky colleagues. Their methods are threats and intimidation. In fact, they are just rude people who only want to take.

It makes no sense to answer in their style. It will only get worse. They just don't know how to react differently. Politeness doesn't work either. They see weakness in her and start pushing harder.

The difficulty is that we subconsciously associate such behavior with the end result. No need to bristle or give up. Separate their behavior from the end result, pretend that nothing is happening. You can even say that their behavior will not affect the result, and you will be guided only by their proposals, arguments and concessions.

The result will not be fast. But gradually the opponent will realize that his usual methods do not work. If your opponent notices that you are reacting, he will increase the pressure.

It is possible to determine how weighty the partner's arguments are only in the process of discussion. So listen, and do not add fuel to the fire with settling scores and sarcasm.

The behavior of others should not affect your goals and actions. Stick to the point and go for your result.

About appearance, luxury and intimidation

Often the “successful” appearance of people, offices, reputation and prestige is used to intimidate you, pressure you, lower your self-esteem, subjugate, force you to work with them. You will be grateful for any bone they decide to throw you.

Such implicit intimidation is more dangerous than open intimidation, since we do not notice it, but it works. The thing is, most of us want to live in the same luxury. It is believed that successful people have high standards of living. Therefore, any confirmation of solvency is automatically associated with success.

When we see this luxury in others, we think they are better than us. We draw an analogy between external attributes and real power. This is used by almost all scammers. In fact, if you paid attention to the surrounding benefits, then the hook has already been swallowed. The rest is a matter of technique.

It is not easy to resist this, but it is possible. In fact, all this tinsel means nothing. The main thing is not to let yourself be intimidated. Therefore, the best reaction is to behave as usual.

Remember why you are there. If you do not let yourself be intimidated, and even demonstrate professionalism, this will be enough to start a serious conversation.

About threats

Threats can be used as a substitute for negotiations. “If you ... then ...” - and a sentence that does not suit you at all. But threats are real only if you believe they are real.

Threats can ruin good relationships or destroy bad ones. They rarely lead to the desired result. More often they are followed by counter-threats. As a result, returning to productive negotiations is very difficult. Try not to resort to threats, especially open ones.

Usually the threat is an attempt to lower the status of the negotiations, to remind about weaknesses, and it is not worth responding to them. But sometimes a threat is the only chance to save a negotiation. For example, when it is better to worsen relations than to stagnate endlessly.

In international conflicts, threats are the norm. In other cases, they usually disguise themselves as hints. Therefore, for the time being, you can pretend that you do not notice them. A common implicit threat is the intention to do business with someone else.

Before you threaten, you need to assess whether you are ready to carry out your threat, and how effective it will be.

If opponents believe that they put you on the shoulder blades, why should they negotiate with you and threaten you? So actually your position is not so weak. Just because you're cornered doesn't mean you don't have options.

Your task is to define the range of options and expand it. Otherwise, it remains only to choose from the proposed unprofitable alternatives. The longer the stalemate lasts, the more likely the parties are to compromise.

You can draw the attention of the other side to the impasse into which it drives the negotiations. But it is extremely important to choose the right moment in order to avoid discontent, irritation and anger.

The severity of the threat must be commensurate with the situation. No one will take you seriously if you threaten your neighbor with nuclear weapons.

The threat is acceptable at the end of the negotiations as a way out of the impasse, but not at the beginning. The threat that opens negotiations will not only not help to overcome the resistance of opponents, but will strengthen it.

Implementation of the threat can be costly for both the party resorting to it and losing the opportunity to deal, and for you. You will surely lose something - the dependence of partners in negotiations is never one-sided.

A careless remark can sometimes be perceived as a threat - and a challenge will follow in response. If negotiations break down, the threat may have to be carried out.

Dependence on the decisions of the other party increases the chances that you will be forced into certain actions. By reducing your addiction, you are more confident against threats.

Sometimes a hidden threat is enough. For example, it is worth punishing one small supplier, and the rest will understand how they should not do business.

On the interests of the other party

Appeal to the interests of the other side. Tell them not about your needs, but about the benefits they will have if they give you what you need. At the same time, interests and positions should be distinguished and taken into account. Positions are what we want. Interests are why we want it.

There are a number of reasons why parties take specific positions on an issue. Some people base their strategy on intimidation to force you to give up. Others strategize their strategy to have "bargaining space" if they believe they will have to give in to get a deal.

If the parties cannot overcome the conflict of interest, then it makes sense to focus on positions acceptable to both parties to the conflict. If the parties are stuck in a positional impasse, it is worth switching to considering the interests of the parties.

You should not focus only on interests or only on pressing issues. A dose of healthy pragmatism is a good antidote to overly straightforward negotiating methods. Always adapt your negotiation methods to the circumstances and don't cling to the same method in all situations.

On the specifics of international negotiations

Get used to the idea that you are a foreigner. Moderate national arrogance. Take the place corresponding to the foreigner in the general order of things.

Organize everything so that you work with full dedication. Get serious about jet lag and go to bed when it's customary in the country you're in.

Learn about the manners and customs of the people with whom you will be doing business. One way to improve your chances in international negotiations is to master at least the basics of the language spoken by your counterparties.

Adjust to the pace of negotiation that is familiar to the people you will be dealing with. Don't rush them or yourself. And don't think they'll fuss just because you're in a hurry.

Do not enter into discussions or make any comments about:

• the policies of the country you are visiting;
• her religion;
• lifestyle;
• business ethics;
• race relations;
• legal procedures;
• constitutional provisions;
• forms of suffrage;
• public or private morality;
• the widespread prevalence of offerings and bribes;
• corruption;
• freedom of the press;
• human rights.

Treat everyone with whom you have to deal with the deepest personal respect - whether you like it or not how the negotiation process goes. Respect for a person in business life is always a gift.

Do everything in your power to ensure the terms of the contract you have entered into. Each transaction should be both an obligation assumed by the company as a whole and your personal business. Your role is not limited to signing a contract. Your participation and interest are needed even after its conclusion.

When deciding how to conduct business abroad - especially in areas where the norms of behavior are rather vague - be guided by how comfortable or uncomfortable you feel, and not by what you think is right and wrong.

And remember, you can agree on everything!

Translator: Mikhail Vershovsky

Genre: psychology, self-management

Publisher: Alpina Publisher

Russian language

In front of you is a real bible of the negotiator, in which the basic principles of the negotiation process, strategic approaches and tactics are revealed step by step. The author talks about psychological traps and mistakes in prioritization, gives examples of catastrophic miscalculations and situations that can still be corrected. While working on the author’s assignments, you will often find yourself trying to solve them at first, guided by the usual “knurled” methods - but they, as the author convincingly proves, most often lead to defeat. Gavin Kennedy destroys common stereotypes with absolute ruthlessness, showing how deeply long-learned, but, unfortunately, wrong concepts and principles of the negotiation process sit in us.

This book will be of invaluable help to everyone involved in negotiations: businessmen, sales managers, procurement officers, and even representatives of the special services.

The book is written in a lively colloquial language and will be useful to everyone - even to those who take up it without any practical purpose.

annotation

In front of you is a real bible of the negotiator, in which the basic principles of the negotiation process, strategic approaches and tactics are revealed step by step. The author talks about psychological traps and mistakes in prioritization, gives examples of catastrophic miscalculations and situations that can still be corrected. Working on the author's assignments, you will often find yourself trying to solve them at first, guided by the usual, "knurled" methods - and they, as the author convincingly proves, most often lead to defeat. Gavin Kennedy destroys common stereotypes with absolute ruthlessness, showing how deeply long-learned, but, unfortunately, wrong concepts and principles of the negotiation process sit in us.

This book will be of invaluable help to everyone involved in negotiations: businessmen, sales managers, procurement officers, and even representatives of the special services. It is written in a lively colloquial language and will be useful to everyone - even to those who take up it without any practical purpose.

Gavin Kennedy

YOU CAN AGREE ON EVERYTHING! HOW TO GET THE MAXIMUM IN ANY NEGOTIATION

FOREWORD

I explain the success of the first two editions of Everything Can Be Negotiated! because she speaks the language of the deal. This is the language spoken by professional negotiators all over the world.

In the first edition (1982), I wrote that the topics and issues covered in the book were the subject of seminars "You can agree on everything." This material has been published in book form in order to meet the great need of negotiators for self-esteem tests, which I used extensively in my seminars. (As you can imagine, it's hard to keep people's attention for six hours with one continuous lecture.)

In the second edition (1989) I removed two chapters and added four new chapters, mostly on negotiations with foreign partners in Japan, the US, the Middle East and the Third World.

In order to include new materials and strategies used in my current seminars, I have significantly reduced the previous version. Seven chapters were thrown out, and nine new chapters were included in the book.

The structure of the self-assessment tests that precede each chapter has remained the same. But now, instead of points (quite arbitrary), your answer is assigned a category that categorizes it as conditionally analogous behavior of one of four types: Donkey, Sheep, Fox, or Owl.

I didn't come up with these analogies: I first came across them in a report on managerial policy by my colleague Bob Lee. However, as far as I know, these types were first applied to the practice of negotiation processes.

They are included in the book for educational purposes. I am convinced that people (and negotiators are a prime example of this) learn much better when the learning process takes place in an interesting and entertaining way. Each time the choice you make in the tests will help you better understand your behavior - you will be able to identify it as the behavior of a Donkey, Sheep, Fox or Owl (see Appendix 1 "Negotiator's Grid").

The four extended negotiation scenarios (in chapters 4, 8, 13, and 19) put your negotiating skills to a greater (but not overly difficult) test than the questions offered in the self-assessment tests. All four scenarios are taken from my seminar materials. To date, three thousand negotiators have already worked with these scenarios, and the results of this work are very encouraging.

After you finish reading the book, I want to invite you to try your hand at a short practice exam (Appendix 2). This is more difficult than just reading text or answering questions from tests and scenarios. Do not rush to answer (the exam is given approximately two hours). Try to answer by carefully reading the script and thinking carefully about what you have learned from the previous 26 chapters.

Those of you who would like to receive an assessment of your answers can send them to the addresses listed in Appendix 2.

By purchasing the third edition of my book, you also get the opportunity to send a letter describing one of the problems that you faced in real negotiation practice to the address of my HELPMAIL service. Provided that you have paid the postage (including mine!), the first contact with the HELPMAIL negotiator service is absolutely free!

Just please, do not contact the HELPMAIL service by phone - after all, it was not by chance that we called it HELPMAIL, that is, "help by mail." Your outburst will only cause my telephone lines to be overloaded and I will not be able to conduct my business as I should. In all other situations, I will be glad to hear from you and give my advice as a training exercise. Recommendations on how and where to write can be found in Appendix 3.

I am convinced that by adding value to our product, we are doing good business. The thousands of letters I have received over the past fourteen years (since the publication of the first edition) are a testament to how popular this type of communication is. The innovations proposed by us in the current edition will make this communication more useful and effective.

Gavin Kennedy's book "Anything Can Be Negotiated" has gained immense popularity. This is a real textbook for anyone who wants to master the skills of successful negotiations.

The author manages to explain in an accessible form the mistakes that we make all the time when communicating with other people. Even those who thought they knew enough about negotiation and had the right skills can become disillusioned with themselves. Gavin Kennedy shows how many things we do not do so simply because we are used to doing it this way, we programmed ourselves. He offers a non-standard approach to solving problems, making it clear that stereotypical actions lead to errors and lack of results.

The author divides all negotiators into 4 types, which he gives the names of animals. All types are described in detail by him so that the reader can recognize himself at one time or another. Before each chapter, it is proposed to pass a small test, which, in terms of subject matter, has something in common with the topic of the chapter. At the end, you can find out the test result and determine which type of negotiator prevails in each of the readers. Thus, reading is not just learning, but also work on mistakes, as well as self-knowledge.

It will be useful for everyone to read the book “You Can Agree on Everything”: diplomats, businessmen, leaders of all levels, teachers, people of any field of activity. We are constantly faced with the fact that we need to agree on something: from buying goods on the market to acquiring a huge company as a property, from solving minor domestic issues to international negotiations. A simple and understandable language of presentation makes the book understandable to any reader, the author gives examples of wrong decisions and gives recommendations for correcting the situation. After studying the book, doing the exercises, many will be able to change their lives for the better, avoiding conflicts and getting what they want, so that everyone is satisfied.

On our website you can download the book "You can agree on everything" by Kennedy Gavin for free and without registration in fb2, rtf, epub, pdf, txt format, read the book online or buy a book in an online store.

Everything can be negotiated! - description and summary, author Kennedy Gavin, read for free online on the website of the digital library ParaKnig.me

In front of you is a real bible of the negotiator, in which the basic principles of the negotiation process, strategic approaches and tactics are revealed step by step. The author talks about psychological traps and mistakes in prioritization, gives examples of catastrophic miscalculations and situations that can still be corrected. When working on the author's tasks, you will often find yourself trying to solve them at first, guided by the usual, “knurled” methods - and, as the author convincingly proves, they most often lead to defeat. Gavin Kennedy destroys common stereotypes with absolute ruthlessness, showing how deeply long-learned, but, unfortunately, wrong concepts and principles of the negotiation process sit in us.

This book will be of invaluable help to everyone involved in negotiations: businessmen, sales managers, procurement officers, and even representatives of the special services. It is written in a lively colloquial language and will be useful to everyone - even to those who take up it without any practical purpose.