Next time you negotiate with a strategic customer, ask them to include more data. To understand the value of data, imagine you are a director of a radiology company with millions of digital images. A company asks to buy 100,000 images plus your diagnosis of each image. This company will use these images to train Artificial Intelligence to analyse images automatically. How much will you sell them for?
Read MoreThere are two main risk-taking styles on the continuum. It is important to know your basic style, as it has a great impact on your willingness to take risks during a negotiation. But, regardless of your personal style, you will move along the continuum and back again during a negotiation.
Read MoreIn B2B settings negotiations are more complex than ever before. Most companies know how to prepare for and negotiate effectively but don't have a strategy or framework when negotiating with their top 10-20 accounts. They negotiate based on who is the 'top gun' negotiator.
Why is this?
Read MoreTo be a successful negotiator you need to understand that a negotiation can only take place when everyone involved thinks they will get some benefit from the transaction. Both sides want to be in on the deal and all will influence the outcome.
To be successful you must:
In essence - be a TOP negotiator.
Read MoreMany companies discover their largest accounts are transactional. They generate high revenues; however, place minimal value on the relationship and minimal value on your company's products and services. They are not interested in developing a strategic relationship with your executive team and if they do it is only to discuss getting reduced prices.
So, how should you best handle these accounts?
Read MoreI have been studying and practicing Negotiation for three decades. For much of that time I have understood the power of asking good questions. In the last few weeks I attended a breakfast being delivered by one of my colleagues, Stephen Kozicki, and discovered a great negotiation question.
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