| Power Negotiators know that anytime the
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| | after another. Now it looks as though the
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| other side asks you for a concession in
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| | whole thing is going to fall apart on
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| the negotiations, you should
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| | me." He should have known up front that
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| automatically ask for something in
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| | when the other person asked him for that
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| return. Let's look at a couple of ways of
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| | first small concession, he should have
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| using the Trade-Off Gambit:o Let's say
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| | asked for something in return. "If we can
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| that you have sold your house, and the
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| | do that for you, what can you do for
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| buyers ask you if they could move some of
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| | us?"I trained the top 50 salespeople at a
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| their furniture into the garage three
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| | Fortune 50 company that manufactures
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| days before closing. Although you
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| | office equipment. They have what they
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| wouldn't want to let them move into the
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| | call a Key Account Division that
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| house before closing, you see an
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| | negotiates their largest accounts with
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| advantage in letting them use the garage.
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| | their biggest customers. These people are
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| It will get them emotionally involved and
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| | heavy hitters. A salesperson at the
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| far less likely to create problems for
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| | seminar had just made a $43 million sale
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| you at closing. So you're almost eager to
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| | to an aircraft manufacturer. (That's not
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| make the concession, but I want you to
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| | a record. When I trained people at a huge
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| remember the rule: However small the
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| | computer manufacturer's training
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| concession they're asking you for, always
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| | headquarters, a salesperson in the
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| ask for something in return. Say to them,
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| | audience had just closed a $3 billion
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| "Let me check with my family and see how
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| | dollar sale-and he was in my seminar
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| they feel about that, but let me ask you
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| | taking notes!) This Key Account Division
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| this: If we do that for you, what will
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| | had its own vice-president, and he came
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| you do for us?"o Perhaps you sell
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| | up to me afterward to tell me, "Roger,
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| forklifts and you've sold a large order
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| | that thing you told us about trading-off
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| to a warehouse style hardware store.
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| | was the most valuable lesson I've ever
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| They've requested delivery on August
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| | learned in any seminar. I've been coming
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| 15-30 days ahead of their grand opening.
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| | to seminars like this for years and
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| Then the operations manager for the chain
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| | thought that I'd heard it all, but I'd
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| calls you and says, "We're running ahead
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| | never been taught what a mistake it is to
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| of schedule on the store construction.
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| | make a concession without asking for
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| We're thinking of moving up the store
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| | something in return. That's going to save
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| opening to take in the Labor Day weekend.
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| | us hundreds of thousands of dollars in
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| Is there any way you could move up
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| | the future."Jack Wilson, who produced my
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| delivery of those fork lifts to next
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| | video training tapes, told me that soon
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| Wednesday?" You may be thinking, "That's
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| | after I taught him this Gambit, he used
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| great. They're sitting in our local
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| | it to save several thousand dollars. A
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| warehouse ready to go, so I'd much rather
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| | television studio called him and told him
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| move up the shipment and be paid sooner.
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| | that one of their camera operators was
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| We'll deliver them tomorrow if you want
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| | sick. Would Jack mind if they called one
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| them." Although your initial inclination
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| | of the camera operators that Jack had
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| is to say, "That's fine," I still want
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| | under contract and ask him if he could
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| you to use the Trade-Off Gambit. I want
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| | fill in? It was just a courtesy call.
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| you to say, "Quite frankly I don't know
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| | Something that Jack would have said, "No
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| whether we can get them there that soon.
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| | problem," to in the past. However, this
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| I'll have to check with my scheduling
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| | time he said, "If I do that for you, what
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| people, and see what they say about it.
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| | will you do for me?" To his surprise,
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| But let me ask you this, if we can do
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| | they said, "Tell you what. The next time
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| that for you, what can you do for us?"One
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| | you use our studio, if you run overtime,
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| of three things is going to happen when
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| | we'll waive the overtime charge." They
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| you ask for something in return:1. You
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| | had just conceded several thousand
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| might just get something. The buyers of
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| | dollars to Jack, on something that he
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| your house may be willing to increase the
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| | never would have asked for in the
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| deposit, buy your patio furniture, or
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| | past.Please use this Gambit word for word
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| give your dog a good home. The hardware
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| | the way that I'm teaching them to you. If
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| storeowners may just have been thinking,
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| | you change even a word, it can
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| "Boy, have we got a problem here. What
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| | dramatically change the effect. If, for
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| can we give them as an incentive to get
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| | example, you change this from, "If we can
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| them to move this shipment up?" So, they
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| | do that for you what can you do for us?"
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| may just concede something to you. They
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| | to "If we do that for you, you will have
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| may just say, "I'll tell accounting to
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| | to do this for us," you have become
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| cut the check for you today." Or "Take
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| | confrontational. You've become
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| care of this for me, and I'll use you
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| | confrontational at a very sensitive point
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| again for the store that we're opening in
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| | in the negotiations-when the other side
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| Chicago in December."2) By asking for
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| | is under pressure and is asking you for a
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| something in return, you elevate the
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| | favor. Of course, you're tempted to take
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| value of the concession. When you're
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| | advantage of this situation and ask for
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| negotiating, why give anything away?
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| | something specific in return. Don't do
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| Always make the big deal out of it. You
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| | it. It could cause the negotiation to
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| may need that later. Later you may be
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| | blow up in your face.When you ask what
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| doing the walk through with the buyers of
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| | they will give you in return, they may
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| the house, and they've found a light
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| | say, "Not a darn thing," or "You get to
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| switch that doesn't work. You're able to
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| | keep our business, that's what you get."
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| say, "Do know how it inconvenienced us to
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| | That's fine, because you had everything
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| let you move your furniture into the
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| | to gain by asking and you haven't lost
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| garage? We did that for you, and now I
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| | anything. If necessary, you can always
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| want you to overlook this small problem."
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| | revert to a position of insisting on a
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| Later you may need to be able to go to
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| | trade-off by saying, "I don't think I can
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| the people at the hardware store and say,
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| | get my people to agree to that unless
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| "Do you remember last August when you
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| | you're prepared to accept a charge for
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| needed me to move that shipment up for
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| | expedited shipping" or "unless you're
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| you? You know how hard I had to talk to
| |
| | willing to move up the payment date."Key
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| my people to get them to re-schedule all
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| | points to remember:o When asked for a
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| our shipments? We did that for you, so
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| | small concession by the other side,
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| don't make me wait for our money. Cut me
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| | always ask for something in return.o Use
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| the check today, won't you?" When you
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| | this expression: "If we can do that for
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| elevate the value of the concession, you
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| | you, what can you do for me?"o You may
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| set it up for a trade-off later.3) It
| |
| | just get something in return.o It
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| stops the grinding away process. This is
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| | elevates the value of the concession so
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| the key reason why you should always use
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| | that you can use it as a trade-off
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| the Trade-Off Gambit. If they know that
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| | later.o Most important, it stops the
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| every time they ask you for something,
| |
| | grinding away process.o Don't change the
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| you're going to ask for something in
| |
| | wording and ask for something specific in
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| return, then it stops them constantly
| |
| | return because it's too
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| coming back for more. I can't tell you
| |
| | confrontational.Roger Dawson
|
| how many times a student of mine has come
| |
| | Founder of the Power Negotiating
|
| up to me at seminar or called my office
| |
| | Institute
|
| and said to me, "Roger, can you help me
| |
| | 800-932-9766
|
| with this? I thought I had a sweetheart
| |
| | Dawson is the author of two of
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| of a deal put together. I didn't think
| |
| | Nightingale-Conant's best selling
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| that I would have any problems at all
| |
| | audiocassette programs, Secrets of Power
|
| with this one. But in the very early
| |
| | Negotiating and Secrets of Power
|
| stages, they asked me for a small
| |
| | Negotiating for Salespeople. This article
|
| concession. I was so happy to have their
| |
| | is excerpted in part from Roger Dawson's
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| business that I told them, 'Sure, we can
| |
| | new book - "Secrets of Power
|
| do that.' A week later they called me for
| |
| | Negotiating", published by Career Press
|
| another small concession, and I said:
| |
| | and on sale in bookstores everywhere for
|
| 'All right, I guess I can do that too.'
| |
| | $24.99.
|
| Ever since then, it's been one darn thing
| |
| |
|
