Don't go to negotiations alone. It's best to take three or four colleagues with you. Let it be a representative of the company who is responsible for the project, or the commercial director and sales specialists. Ideally, if you participate in various conversations in this composition, it will be easier to achieve success.
Your team should be considered as a company of "Retinue" and "King". The former are managers and representatives of the management level, the latter are sales department specialists. We will distribute roles between colleagues taking into account their psychological characteristics.
Let's say a manager is flexible and uses a creative approach to his work. In this case, he is a "Violin". He faces an important task - to come to an agreement with partners. But when negotiations reach a conflict situation, he must find a compromise. If the manager's nature is the opposite, he does not want to make concessions and is not ready to bend, then he is a "Rock". His goal is to convey the position of his company and not deviate from it if the partner's proposals are not favorable enough. If there is an urgent need, another manager can be connected to the "Svita", who knows what online advertising is, understands procurement and deliveries.
The distribution of roles dentist database between the members of the "Retinue" and the decision on its quantitative composition should be entrusted to the commercial director or manager responsible for the project. In this case, he is the "King". His task is to determine the strategy for conducting negotiations and appoint a leader.
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Three scenarios
Remember that the situation can develop in three ways: optimistic, pessimistic and neutral. For any outcome, you should think through the role of each participant in advance. It also makes sense to decide in advance what questions your partner can ask and, of course, come up with answers to them. It is desirable that the list of such reactions be no less than ten.
Let's start with the pessimistic scenario . It should be given special attention if you are sure or assume that the potential partner's conditions will be unfavorable for you. The average negotiation time in this case is only a third of an hour. The "King" and "Rock" will be active in the conversation, the "Violin" can only watch from the side. The project manager or commercial director should start the conversation, and he will also finish it. The rest of the negotiations are in the hands of the "Rock". This tactic makes sense. After a conversation with a principled "Rock", it will be difficult for a potential partner to continue communicating with him, so he will prefer to contact the manager directly, which will definitely strengthen the authority of the latter.
"Kamen" is characterized by uncompromising behavior. He clearly knows what the company wants and will voice his demands without the slightest doubt. For example, he can insist that since the organization is ready to purchase large volumes of products, they are entitled to a discount of, say, 10% for every thousand kilograms. If the supplier asks to make a concession, "Kamen" confidently states that he agrees to work only on the terms already voiced. If the other party tries to suppress the partner's confidence with provocation, it will receive a clear answer: "We are professionals in our field - we will not cooperate on terms that are unfavorable for us on principle."
If the supplier does not want to give in, the project manager ends the conversation. He says that it is not possible to make a decision at the moment and suggests exchanging opinions by mail. At this point, the participants of the conversation part ways. A day later, the director sends out an e-mail, repeating the only acceptable option for cooperation, and a week later he contacts the potential partner by phone. Most often, after such behavior by the manager, a date for a follow-up meeting is set. Statistics show that more than half of such negotiations end in favor of the client.
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