1. International Negotiation Skills
How to get the best from your partners

2. ? Getting to a Deal US THEM Impose a solution Bully them
Persuade them with logic
Beat them with data Getting a Deal
Sell the benefit
Beg them/Appeal
Bribe them
Compromise
Find creative options Negotiating a Deal
Trade
Bargain

3. Mastering the Art of Movement
Canning

4. A Game With Different Rules?

5. Course Aims To give you a tool box of selected skills
we don’t tell you what’s right, we help you to choose what’s right ‘in context’
To offer a structured way to prepare
using ‘The Negamid’
To give you the chance to practice the skills
with ‘benchmarked’ scenario simulations
To give you expert feedback
without fear or favour and with video!

6. ? Scope of Approach Long-term partnerships Relationship is key
‘One shot deals’
Long-term partnerships
Medium-term relationship
Relationship is key
‘Win-Win’ ?
Let them win just enough
‘Win-Lose’
‘Screw them it’s war!’

7. Negotiation Process: Macro Flow
e e e
exchange
explore
eliminate

8. The Negamid Deal Them Us Talking Tactics/Targets Aims and Strategy
transients
Tactics/Targets
Aims and Strategy
C h a r a c t e r s
constants
C o m p a n y
C o m p e t i t i o n
Them Us
C u l t u r e

9. Culture
Symbols
Behaviour
Language
Values
Attitudes
Assumptions

10. The Canning ‘FAB 5’ Approach
Facts
Attitudes
Behaviour
Preparatory
Truth
Relationships
Time
Communication
The Human Condition
Facts
Attitudes
Behaviour
Experiential

11. The Five Dimensions of Culture
Relationships
Communication
Time
Truth
Human Condition
Culture

12. What is your Current Cultural Mind-Set?
Canning
I think they are strange
What you have to understand about them is …
It is dangerous to generalise
There are cultural differences.
It’s important to understand them
See the individual.
Empathise, seek out the common ground
The ‘right’ mind-set

13. Canning Negotiation Survey

14. Canning Negotiation Survey

15. Canning Negotiation Survey

16. Canning Negotiation Survey

17. Competition Who are they? What are they doing?
What are their strengths/weaknesses
How can we know more?

18. Company What do we know about them? How can we know more?
What are their real interests?

19. Characters Who are they? How do they see you? How can we know more?
What are their interests?

20. Is your next move in line with your strategy?
Aims and Strategy
Is your next move in line with your strategy?

21. Targets
Your Target
Their Target
Entry Point
Exit Point
Issue
Trades

22. Prepare to manage the movement
Targets
Issue
Target
Entry Point
Exit Point
Negotiation
Range
High
Low X
Agreement
Range X X X
Prepare to manage the movement

23. The Key Tactical Questions
Assessing the Power Balance
BATNA
Preparing the Key Questions
Planning Agendas
Identifying the Variables. Determining the Bargaining Range
Widening the Scope
Timetabling

24. Power Balance
Who needs who most?

25. BATNA ‘No deal’ is better than a ‘bad deal’
At what point does the deal make no sense?

26. Prepare the Key Questions
What is your current capacity?

27. Agendas
Don’t get lost …
… manage the issues
Get the full picture

28. Identify the Variables, Determine the Bargaining Range
Prepare for Movement
Identify the Variables, Determine the Bargaining Range
Prefer
Want
Need

29. Widen the Scope (‘Big Pot’)

30. Timetabling
What, When, Who, Where?

31. The ‘Live’ Skills Use small talk Question Manage agendas
Go in ‘high/low’
Trade, don’t give
Keep things open – nothing is agreed until everything is agreed
SOPHOP
Summarise
Catch what’s good for you, turn what isn’t
Widen the scope – explore don’t reject
Don’t be bulldozed
Take time-outs
Watch the body language
Be ready to close

32. Small Talk – Go Fishing
DAN

33. Ask Questions
Questions are winners!

34. Use Agendas
Don’t get lost!

35. Go in ‘High’/’Low’ and Manage the Movement
High risk/return
Low risk/return

36. I’ll open the book, if you show me the figures
Trade, Don’t Give
I’ll open the book, if you show me the figures

37. Nothing is Agreed Until Everything is Agreed
All we have to
discuss now are the
service and warranty
aspects…
We got a deal! Can’t wait to tell everyone!

38. Soft On People, Hard On Points

39. Summarise Better to check than guess The Welsh translation says:
‘I'm not in the office at the moment. Please send any work to be translated.’

40. Catch What’s Good for You, Turn What Isn’t
We’re glad you like
the proposal
We like your proposal
but we cannot work with Nigel White
What kind of person would you like to work with.

41. Widen the Scope
Explore, don’t reject

42. Give Yourself Time
‘Let me sleep on it’

43. Take Time-Outs
A break is better than breakdown!

44. The Finns are well known for expressing their emotions ...
Watch the Body Language
The Finns are well known for expressing their emotions ...
frustration
depression
joy
anger
delight
hilarity

45. Closing the Deal
Summarise with ‘Conditional Hook’ and presumptive close

46. Why Do People Co-operate?
Principle of Liking
Principle of Reciprocity
Principle of Authority
Principle of Social Proof
Principle of Consistency
Principle of Scarcity

47. Managing the Meeting How many We need to do you need? talk about time.
How much
does it cost?
I need to
leave early.

48. Managing the Meeting Exchange Explore Eliminate
Small Talk Business update Central Message Agenda ?
Probe, explain,
summarise,
and move on ? ? ?
Package negotiation
‘If we could would you …?’

49. Teamwork Prepare as a team Roles, not only functions Signals?
Verbal linking
Body language

50. Dirty Tricks Avocado Straw Man Phantom Boss Trojan Horse
Good Cop/Bad Cop
Poor Man
Deadline Bandit
Door Knob

51. Behaviour
hard
on the
person
on the point
soft
Canning

52. Behaviour
hard
the giver
on the
person
on the point
soft
Canning

53. Behaviour
hard
the loser
on the
person
on the point
soft

54. Behaviour
the caveman
hard
on the
person
on the point
soft
Canning

55. Behaviour
hard
the winner
on the
person
on the point
soft
Canning