Sales Negotiation masterclass | Amaro Araujo | Skillshare

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

    • 1.

      Negotiation promo video


    • 2.

      Lessons intro


    • 3.

      Negotiation background


    • 4.

      Preparation and planning


    • 5.

      The dialogue


    • 6.

      Making an offer or proposal


    • 7.

      Close the deal


    • 8.

      Confirm implement and review


    • 9.

      The proposal or offer


    • 10.

      Don't leave money on the table


    • 11.

      Kralijc matrix


    • 12.



    • 13.

      Supporters and opponents


    • 14.

      Contact matrix


    • 15.

      Wrap up with support material


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About This Class

UPDATED regularly with new support material (PDF/PPT/VIDEO). Includes more than 15 extra support files.

In this course I'll go through all the fundamentals of Negotiation.

We all negotiate, even in our personal lives. With our wives, kids, parents or bosses. Everyday.

Knowing the negotiation background and understanding what is at stake each step of the way will empower you to reach your objectives.

In this course I'll touch the following topics:

- Preparation and planning

- Dialogue

- Making an offer / Proposal

- Closing the deal

- Confirming, implementing and reviewing the deal

By the end of the course you'll have a wide spectrum of things you have been missing and you'll be equipped to face any negotiation (personal or professional) at your benefit.

I'll explain and show you some tools you can use to give you a stronger position.

At the end of the course in the bonus lesson besides templates and many support material, you'll find some slides explaining how this course can help you on your career.

Meet Your Teacher

Teacher Profile Image

Amaro Araujo

International Sales Key Account Manager

Level: All Levels

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1. Negotiation promo video : Hello. So you're having a tough time with your negotiations? Your customers keep pushing back, saying that companies in cheaper coming back with for the challenges and demands or simply just ignoring our proposal for even having difficult to say no to your wife when she wants to go on the weekends toe Ah, mother cells or to say no to your kids. When they ask, you toe bring them to Disneyland. All of these are negotiations. Whether you recognize them or not, we are negotiating every single day, and I've built up this course to help you out to debts with that test, to which had some light on the most important aspect of the association to explain what the decisions about do not being locked on old habits and toe overcome different interests and positions without the needs off a fight. Both parties can be happy. We just have to understand the process behind it, use the right tools and close your negotiations successfully so that both parties are happy . And that's what these training is about. Curious. Join me. My name is Amada Rouge. I'm international key account manager. I've been in sales for more than 20 years, and I had to negotiate with really tough customers. I work for companies like Fujitsu, Irineos or Shell, and have dealt with customers like the Nana Be Wraps all I've close deals, very important deals and during all those years negotiation waas key to get away which Ah, successful deal. I'm also the author of Thes book Sales in Is My Passion that is available in Amazon and other bookstores and I will be cleared to guide you through this training. I designed this course for all those that want to store the developed further or learn the negotiation process. Understanding hits background, helped them or help you to get away of negotiation situations without the pain and the hurdle off, letting somebody down or letting yourself down. By the end of the scores, you'll have a complete vision of the negotiation process and all its implications. Why do we negotiate clarity on the objective stools in systems? All these will help you out toe go through negotiations without having that anxiety of Will I win her will I lose. This course is in a kind of a building block. The model you can attend to the different lessons don't have to greedy. Not in one go they just feet all together to give you the bigger picture. I'll be following you all day long, not only letting you reach information but sharing and actually explaining how it works in how should you apply it? The all courses video based at the end of each section. I also shared the main take aways. The ideal student for this course is any business student people in sales that are struggling with the negotiations entrepreneurs, marketing people and even professionals from other backgrounds that wants to move into a sales role or least understand the negotiation process. There are no particular requirements for this course besides the minimum understanding off business and sales. And, of course, an open mind and willingness toe learn. So I hope it sounds appealing, and I'm really looking forward to see you in the course. In the end of this course in the Resources section, you will find also a couple of slides to explain you how this course can help you in your career. Don't miss it out 2. Lessons intro : Hello. Welcome back. A mother, Rosa here toe. Tell you more about these course negotiation masterclass in this lesson. Now we'll just explain you how the courses structured. What is the content, how adolescents evolving and what format of the course. What can you expect from each and every lesson? Let's see it. And these others seven men lessons or pieces of the puzzle, as I used to call them because they all come together and feet. Background of negotiation, preparation and planning, dialogue, making an offer, closing the deal, confirming the deal and implementing the yards. Very often, people jump one of the other or rush in tow, the other one without closing the previous step. And it's very in crucial that we take your time to go through all of them through the all of them, clearly with your counterparts to avoid misunderstandings to avoid false expectations. Sometimes people ask me what is the more important parts off the interpretation process? All of them are important. You miss one of them, you will risk that your deal will not be implemented and executed until Bagan and again the lessons are overview representation so that you can follow up all the steps on your own pace. I'll be always we do taking you throw the old process and each and every lesson, and I will have also some quizzes and breakfast tests, not test. Your knowledge was just to make you embed that the things that Giuliani this goes at the end, I will have a wrap up of each chapter. I have this also in a pdf format, so that you can download it or with the highlights off its lesson. I will also have lots off Boehner's material in the very end of these course to support you and give you tools that you need to negotiate with confidence. I'm here to help, and I'm here to learn as well. So if there's something that I mean so that I should go through police, drop your comments, I'll be glad to hear them. I hope all this sounds exciting, and I'm really looking forward to see you in the course 3. Negotiation background: Hello, Amaro Zoo welcomed then toe Howard course negotiation masterclass as you remember these adolescents that we have in this course and we will jump right into the 1st 1 The background of negotiation, what the's negotiation and oftentimes, even in your personal life, I'm really sure that you negotiate almost every day, every single day, several times a day. The things you don't realize it, you know, don't notice that this is an appreciation or it could be a negotiation. Your wife, for instance, wants to do it something or wants to go to the cinema during the weekend. And you want toe watch football on TV. It can create friction and tensions between the couple and our between two persons. Why don't you negotiate it? Why don't you say Okay. Ah, instead of going in the afternoon, let's go in the evening because then I can watch my football. Then you can. You can have both worlds, and that's really the The easiest way to put it is not about yes or no. It should be about yes and or yes, which so it's an exchange. It's a trading something for something, and ah, there's really no point to having ah toe having a conflict in a situation where both parties can can get away with it. Okay, so the bigger on the initiation, the reasons for negotiation that year laid out. And of course, if you offer me something or if you if you push me for for something, If I'm not interested at all, it won't work. So in order to negotiate, there must be an interest form one part or the other in the business. Uh, in the business world, it can be that a supplier wants to sell something toward the buyer or two approaches or to accompany if they really don't. If interest you will lose time, energy and efforts for nothing, if they have some interest. And that's your primary cool is to find out what can be their interest. Do they have? How can you appeal to their interests? And once they are interested and that can be interested for several reasons in one set of scope for the other side of scope, then the negotiation itself starts. It doesn't mean that you already making offer No, But the old process starts now. So the most common reasons for negotiating is because I want something from from the other party or because I want something better than I had so far, or because I want to form a partnership with somebody or because we want to resolve a conflict. There's a conflict and we want to sit on the table and discuss it and overcome it. There are several several ways or their several reasons why people negotiate, and if they want to negotiate, that's a good sign. That's a very good sign. And yes, they will object. And yes, they will make your life difficult. And, yes, they will chair Lynch your offers. But if they have interests, they wouldn't come so far. Just toe. Drop it in yet so they can look out statements in this light. These are just some examples off. Why people, what is negotiation and why people negotiate. And I think it's important to have this in mind because oftentimes you just seen devastation as, um, a painful exercise to go through. And in the end, this is a very human ah interaction. Still, in the background of negotiation, we have several choices to resolve differences and again resolving differences. It's ah, a negotiation skill doesn't mean the devastation doesn't mean that money has to be involved . Doesn't mean that that, Ah, something valuable must be involved. We can talk even though Teoh the personal level. That's relationship level and still that will be a negotiation and you don't have to put the number on it. It's just a matter off resolving differences. And so here I have a couple off ways or options that you have in order to resolve settle differences. And that can be by trading games by a positional games by a sharing by forcing games by you abdication. So several ways to do it's one or some some more ethical than others. But they exist, and it's so it's important that you are aware of them, and particularly in the in the business world. You know very well that and of course, everybody will say that they will. They do business on the ethical way. But, um, the notion off ethics can derive from from company to company from the country to country from region to region and its importance to be aware off all those mechanisms just to wrap it up about the background of a negotiation, and I guess that by now you have a really good general idea. There must be interest on both parties in order to negotiate. If you are a seller and um, you want to sell something to a customer that doesn't show interest, it will need to find out. They will need toe appeal to their interest one way or the other. It's like when you are doing cold calling or when you are doing prospecting, you really need a good love line, ah, toe to attract their curiosity and interest. Otherwise, they might well say we have sufficient supply. A story within you do and you're cut it off. So we need to overcome that that first, um, obstacle in your way. And when the show interest, then the process can start. So for interests, people negotiate because they are interested either because they might get benefits or because they might be threatened. And, um, it all in the ends comes out to power. And this will have to be somewhere balanced along the way so that the interests triggered by a nearby benefits that's easy to seek. I will buy something from you because your price is cheaper or you're doing it under threats, meaning If I don't buy from you, I will not have the quality that my customers require toe to meet their demands. So there are several situations where the interest is triggered by threats and not by benefits. For instance, you supply a very important branch, but you will need to buy your raw materials from Ah, certain supplier or otherwise the brand will not buy your products. This is just to give you, ah, another of magnitude that the interests are not only three goodbye benefits but can have also well based or threats or risks that companies want to avoid simply great. So this was the background off negotiation. Trigger their interests. Their interest might be by benefits, gain or threats a voyage. And it all leads to power the feeling of power at both ends like sense. Take the time, go back and read it again. If you have any doubts, because it's really important to know these backgrounds in order to 4. Preparation and planning: the's lesson is important and that lesson is important. And you, you might think, OK, these guys just saying That's Ah, all the lessons are important and they are and they are. If you don't plan and prepare properly, you can negotiate later on. You can even cause of your But something might fail along the way. Okay, So professionally spent in planning is very important. This is where you establish what you specifically want, not general things. Not I would like to have thes and it no go specific. Go specific. So if you may start with a with a general idea my start with the general goal, I would like to attack that customer and that's that's big general things. But then Okay. How much share from from his volume Do you want to have? How much benefit do we want to make? How willing are you? Toe? Reduce your margins in order to enter that customer. What would be the impact in your portfolio? So go specific. This much specifically can go the better to have a slut clarity because this will be very crucial. Whenever comes the moments off the dialogue hence and and the exchanging of value. My other hand knowing very well your specifics will give you more confidence would give you more the sense of being prepared. You know what to expect. You know what's what is your absolute absolute No go line. You know absolutely. Where is your your range off going back and forth And this will put you in a more comfortable position Toe endured the the old discussion and bargaining etcetera, etcetera Therefore, ensure that you tackle at least these areas that I have here in this in this light, in order to build up your preparation in orderto to set up all the parameters that you were that you can have toe to come to see it on the table and to discuss the deal. So establish what you want Prioritize objectives So you may have a few object is not only one or two, but you need to rank them. What is and that's looked must What is something that I would like to have What is something nice to have but I can give away and as well what could I give away? What do I don't want to give away, but probably I will have to tow. Have all those things in mind clarify them identified. Possible strategies. Which one would be better for the specific customer? Know your own abilities and strengths and weaknesses because the customer will put them on the table. Remember the role of the customer. It's always toe put you on the less federal position in orderto extract a better offer from you. Clarify what you must avoid things that you really don't want toe go into define. They find the team that will be supporting you, the technical people, the aren t the regiment even, um and defined the negotiations that that you go to this is also very important. Therefore, I will put emphasis on the needs. Toby. Specific on your objectives. These seas crucial. You need to draw down into detail what your hope or expect to achieve, but on a very specific, measurable at Cheval and realistic away. Put it down, make that exercise, pick up a blank sheet of paper and go through that exercise. Don't just don't just goto a negotiation table just with your the light ideas off what you want or what you want to expect, and that Guzman will challenge a real bitch will give always something and it's done. That's not the way it should work. And that's not the way that you could have the best value out of your negotiation. It will leave money on the table if you're not prepared enough again within this planning and preparation part, do your research. What do you know about customer? What do you know about their behaviors with their current suppliers? What do you know about Ah, their individuality? Ease? Who is the decision maker? Who is the team involved in the purchasing? How is their market? How are the trends in their market and what what is their position? And do they have growth plans that make a research beforehand before you settle negotiated ? And obviously, when you sit on the negotiation table, you might be ableto confirm, or at least toe tackle those areas that ah, you were doubtful or even confirm or discards some of your assumptions. But going with with this ammunition to the negotiation table is a big plus, and we'll give you much more confidence that the same for yourself. What are your strength? What are your weaknesses? Do the same for yourself for your side. Who is the team supporting you? How is your markets? Ah, how is your position? What is your strategy of your company? All the things that by other hands they might challenge. They come up with things that you can anticipate that they will touch base on. Did you have any Any issue known to the public lately? All these things they will come up with Don't strike toe, keep things low profile. Of course, if there are things that you want to avoid Yeah, keep them already, but be ready. Um, because the customer might bring it to the table. So do these exercise for for both parties, the were research about your potential customer or your customer. And also be aware of your own situation of your company. Make a complete SWAT analysis ah, of your company off their company and, uh, and check about everything that might influence or might have weight on the negotiation reputation. Weakness is that you can explore which kind off behaviour do they have their current suppliers put all that, put the let down as well and put all that in the in the swat analysis and going back again toe toe. How specific it should be in your objectives once again prioritize objectives by contingencies by desirable Z and by essential elements. What is the minimum that I want out of these negotiations? It's important to know that because anything on top will be a place. And that's the point of this. Training is to help you out toe have that plus, then the strategy. Which strategy will apply during the negotiation, And it's very important, and you can only come up with it with strategy once, you know, once you have done all the research. Once you had anticipated, watch all the things that they might ask. Once you have defined your objectives on a specific, measurable way. Now we can come up with the right strategy toe implement Ah, your your action plan and have modern one strategy attention because you never know which one would be most suitable. Eso have in mind to three strategies that you can adopt, Um, and that's gonna depth to wear the customer specifics and behavior and entered the way that they will also go through this process. So it's important to define the strategy. How will you implement all these and therefore during the first meetings, assess which one works best. So don't Don't let yourself be locked up on a fixed strategy. Don't let yourself be prisoner over strategy. This strategy is not the objective. The strategy is how you run the process in orderto to implement what you have defined as your objectives and having used the research the back on the set of treasure. So this strategy is not your objective. So don't stick stubbornly within a strategy because it might hurt you more then being flexible and adapting during the negotiation process. And with this, we entered the planning and preparation parts. There's a lot of information here. Go back to it, take notes and embeds and imagine how these works in reality. Because when you add up all these small pieces that you're gonna have until the end, you will see that it helps a lot toe 5. The dialogue: he's never station master class and this one dedicated toe dialogue and said earlier, extremely important and said This one is not only important, it's also quite difficult and it will require some attention now, only now in the course, but also when you sit on the table. But if we go through these lesson carefully, it will be off great value to because during the dialogue face there are a few objectives that you should tackle. One is to uncover our as much information as possible about the other party in their positions, and sometimes they're not very cool. Unit Second informed the other party off your initial position and issues, because this way you will try to set the agenda and proactively take control of the process . So do not let them down, come down with with all their ah distractions. Third, it will help you to provide a quality check on your objectives and strategy. So in this in this, um, during this face, it will help you to assess all this and of course, fine tuning it. And finally, it will help you to confirm or discard the assumptions that you had on and this way will help you as well to find tune your desire objectives in their bottom lines. So during the dialogue face, you'll have to tackle these four suspects extremely important to move forward and to really unveil all their objectives. Toe check. If your strategy is the right one to fine tune your objectives on and and confirm elicit, discard the assumption that you had about some of the points about them. One of the best ways to were move on with the dialogue face is to use what we called the scope and technique and to use it revelry and what is cope about. Scope is about stop and summarizing. Let's clarify and contemplate options and opportunities plan as it could. You move. So these means that you'll have to be very attentive and but also patients and taking and taking your time toe using techniques like active listening. You stop and summarize if you what you heard is correct. And if something is unclear, you stop and ask for clarification. This way you unveil more options and the opportunities, and you can define better your plan and how can you execute it and using it reverie but making part of not not on a not using a zoo with with a small step by step, but using its naturally in your discussions. It will. This technique will allow you toe pace your negotiations if it'll efficiently, and your customer will get usedto to that sort off off, getting more clarification and confirming what they heard and not letting things and clear . And this will also educate your customer to be more precise, to be more specific and to be more open with you with their own expectations. So using this scope technique, it will allow it toe. Evaluate information continuously. It will allow it to determine which face you are in because sometimes they can just be moving back and forth back and forth. But coming up with these interventions once in a while will force them toe to be more specific and to move on toe their real objectives. It will allow you to reconsider your strategy. It will help you a lot to review if you have missed something on their side on on your hand . And, of course, it will help to wear identify missed opportunities, so being very attentive toe the message that they convey asking clarification. Ah, reaffirming. Is this what you mean and stopping and summarizing just to break them toe to stop them to go around the in the round? This will really help for a fruitful, clarifying discussion to remember scope. That's the term we use in this technique. So dialogue is extremely important and it doesn't happen. Doesn't need to happen in one time or can can be several meetings. What is important is that you advance and that you take all the eventual blocks or the central eventual doubts from each party and move along. So don't don't they stuck within a certain kind of topic, Tackle them, move to the other, tackle them, move to the other. Remember, we are moving further here. We're not just staying around and going around the pot. Um, you really need to use the dialogue to take a all your doubts to confirm your assumptions and to get them toe openly States, what do they need? What they want, what do they expect? And, um, using the scope technique, you can get there faster. OK, 6. Making an offer or proposal: the conversations about, we know and we plant it. Um, we had our dialogue, and now we are ready to make an offer. Which one it is enough for. Is it a deal? Oh, it's not a deal making an offer. It's normally your Ah, first indication off where you want to go, of course, depends off case by case, and there might be situations where their customers that don't want to establish strategic relationships and just want to buy from you and just want, just just allow you to be one shot. This is not a negotiation. Actually, it's almost a tender, and we're talking here in this course is about devastation, and negotiation means sitting on the table laying out, um, once needs demands and getting the other party to wear toe, toe meats and those and toe way get the best out of it. And therefore an offer in within the negotiation process is normally an indication. It sets somehow the starting point off of the deal that we are discussing. So in the end, it's a suggestion of a possible deal, and when done by the seller, it really serves already as an anchor, meaning but the point where we will start negotiating from um so it binds somehow the purchaser. If this is then simply intelligently and on due time, of course. And of course, this thesis offer, it's already you bind it, which, with several conditions so it limits as well. On the scope and limits is where the prime purpose is toe set, the first basics off how we can make a deal. Um, but imagine that you come up with your offer and it's a great already with a customer that was so great. That means that everything that you have, all the conditions that belong to that over are accepted and our meeting customer needs. That's great. That's normally that doesn't happen because against my will challenge something or the other with ask for more features or, ah, more conditions. Or we'll ask you simply toe were revised, the pricing mechanism or the pricing or the former whatever you have on the table. But at least this offer will be the kickoff part, so in the end, from your hands is a tentative to lay down the conditions for the deal, and it will also forced ah forced the customer to come up with with their position hold. This is not what we expected and starts being more clear on on their expectations about the old terms course important here, very important here as well. The language used the body language they all set up. It's very important. This is and also using using the research that we have done previously and also during the dialogue face in terms off cultural awareness in terms off what kind of personalities we have in front of us. This should be done. This offer should be done. Um, under that premise, that offer should not be just laid down on the table just like that again. That offer can be the opportunity to set up the agenda for the remaining Let's say, uh, the remaining off the negotiation until the closing of the deal, so we have an advantage. Can say OK, this offer is valid until EC states, and then it will push the customer to come up really with their with their positions. Don't just lay an offer on the table and go away waiting for the customer to come back. Use it, use it as a tool. Do you put them out self. They're off their off there and Castell and toe to lay down their position. So coming up with their first proposal, well then and well structured Ah, well, put you on somehow in the kind of a power position because now you are the leading part of the process. And she were forcing the customer to take a position in tow. Where to state what they think about it, what they want more, what they want less what they want differently. But then you can set the pace you can set. Okay, That's because it's until X dates these parts. Or I need your feedback until exit. So you are the leading process and that's that's ah, very good position to be in another important aspect off the proposal is toe make it conditional. So don't just offer something and leave it on the table and go back. Make it conditional. Bind the customer as long as possible. If you give me this, I can give you that. If you promise this Ah, I will second tonally if we can. If we can improve that, so you should use here. One of the most used techniques is if you do, then I will do. If you do, then I will do so. It's it's a trading. It's basically is the trading. And basically you are tight. Um, them up. You're not just giving enough just for enough for the offer is subjected to conditions, and these are conditions, so you cannot customer cannot come back later, saying that he accepts the offer just one part and not committed to the rest. So this is a kind of, um, forcing them to commit to something if they want something and leave no doubt during this process. Because remember, one thing very important in the way that you go through this process will educate your customer on how you negotiate. And, ah, if you have weaknesses during this process, they will explore them for the during following negotiations or the next negotiations. Therefore, during the offer, try to leave no doubts. Try to leave nowhere gray zones try toe. Besides these, if then, for it is a lot of people. Sometimes they make an offer pricing offer, and if they forget to put this offer is valid until ex state. This offer is valid for products sold between this product this period, and I've seen, really and it happens frequently. Customers using taking that in an advantages and to coming back later, saying OK, and I want to buy this product and you will tell him Hey, but now the price is different, but they say No, but I have your offer here, and this is comes become then a semantic discussion on just because you didn't have all the conditions and didn't have full clarity on your proposal. And sometimes it's common sense or it's it's You can assume that common sense, but don't let assumptions ruin your business. Be clear. Be specific. Therefore, like I told you about about your own objectives to move from general to specifics. Here when you come up with a proposal, the very specific Don't let things general, don't let things assume that our industry standards go specific. OK, so just to wrapping up a little bit, um, about the proposal and or your offer, bear this in mind. So keep your proposal success. Make the proposal conditions first offer Second. If you give me this, I'll give you that conditions specific. Try to lock in the customer and keep your offer big whenever possible. For instance, if you give me this, I will try if I can do this. And that's ah, very interesting technique that you can use to locking the customer to make him come out and be specific and then you will try to meet his expectations. So the the proposal comes on the specific conditions that your offer remains not locked yet . Ask the customer if he understood properly the proposal gallery five points and summarize it in the end tow. Avoid that. There are misunderstandings. Ask the customer to summarize in their own terms the offer so that once again, you double check that there no means understanding so gaps in the offer. So this is a checklist for making a proposal. Do you know what you want? Your objectives. Is it the proposal? Powerful enough. Now your specific Do you know what the other party wants? Have you carried out analysis? You know their interest in concerns Are you able to address their concerns? Is also very important. Can you formulate a good proposal from the all the information that you have above and remember to make the proposal? If then So this is a kind of chocolate speculates that you should always very mind. Do you know what you want? Do you know what they want? But again, specifics, specifics, specifics Can you come look? Come up with a proposal with a conditional proposal. If then I will see if and then rehearse your proposal even within your company rehearsed it to make the check. If it makes sense to check if there are important parts missing and to ensure that it will make sense that Kozma size it said a swell. Okay, you are making a no for you in the next lesson. 7. Close the deal: were on. We should be able to close the deal, right? Not so fast. Not so fast, Asai told you since the beginning, Fastness. It's not the best approach in negotiation course. Once again, every situation is different. And it might be a customer that is in a hurry toe to close the deal. But we're talking here about a recurrent negotiations or important strategical relations. Okay, so closing the deal in order to close it when we know when should the closet We made the offer door, so it should be time to close it. Right? Um, you know that oftentimes send you. I'm sure that that happens to yourself. Um, you have a nova remind or you were you You want to buy something and you want to buy a new TV. You went toe to a store in the the sailor just explained to what would be your best TV for you into the best prices that you think you are more or less convinced that sit well and meet your expectations. But you go home to think about it, and often times you will come up with a few things that you're not so convinced toward. that you are doubtful that that's right. In this part of the process, we try to ensure that there are no further doubts in customers it We try to make it in such a way that the customer will confirm and all these tackles. So all my doubts or no these tackles or my dealer needs or requirements and there's only one only one way to do it is asking you to the customer. Don't assume, even if during the dialogue process and even the offer, it seemed like all the customer requirements have been met. It seemed like even the price proposal was competitive. Don't assume. Ask the customer. Ask the customer. So with what we call it to the trial, close the trial close and he's away to force the custom. It will tell you yes or no. So it's not you. It's not your assumption. It's not you having exchange them in a couple of points. And they say we want peace in the tent and in it and you tackle them all. And she was, um Okay, now we got it. So the deal is closed. Ask them guys. We have met all these requirements. We have met all these dissenters in this. Is there anything else? Or is this Are you therefore ready to win? Toe closes? Ask them. Don't assume. Ask them And there are several ways to ask him. So you can ask them. Are you saying that if we address all these concerns would agree with my proposal or if we called resolve these issues, would you be ready to close the deal? So try to come up with some sentence Similar sentence according to your own specific situation, to lead the customer to tell you yes or no because customers, they also have their own and their own ah, integrity. And once they have tell you, yes, they will have a hard time to go back and say no or a deal. Eight. It's at the center. So instead of assuming yourself, even if you know that you met all their requirements, ask him. So we have met all your requirements here and we tackle the these issues So that means that you're ready to close the deal, right? Let them say it. This is the so called the trial close. It's like not a direct question, but it's like putting the question. Putting the burden on customer sense toe is not yet signing, but saying yesterday, and this trial close is extremely important to avoid to avoid the situation that occurs quite often. It's when people have agreed offers. Theoretically, the purchaser comes comes up later because they have discussed with their technical guys or with their credit or with their finance or whatever it is, and they will come up with further requests or demands. And this wasn't on the table, and this wasn't part of your offer. So you have tow avoided at all costs, my wonder, and using the trial close and being aware that this might happen. And don't let yourself fall in this trap. These sees a technique used quite often by purchasers, even when they went through the trial close. So what? What happens often is that purchasers will will ask you for, in their words, minor things. Oh, yes, by the way, we know that we agreed with with with your offer. But I just wanted this and that and that and even if at your eyes, what they asking is not very, very, very costly, and you could even support it in your in your proposal wouldn't recommend to do so because these again will educate them. We let them know how you behave, how you work, and for the future they will use it again. Therefore, if you're incorporate something new, adjust your proposal accordingly, or at least tell the customer. Look, this will cost us six, and we will do it. That's only that straight off X volume or or for next year. Or we extend the contract. So trade it. Don't give something for nothing. If a customer comes in the last minute or at, ah, oppose story and ask you for some giveaway, don't give away nothing. Four. No exchange exchange. Always buy something, and it doesn't have to be. Money doesn't have to be a higher price. It can be an extended contract. It can be higher volumes. It can be different packaging. He can be shipping conditions, trade always for something. So be very aware of these late demands. Events that comes afterwards that they offer your offer was accepted. Be always attentive, say no or whenever you say yes, Traded for something. And remember when we reach at thes level, there's a small risk that the customer will will get cold feet and get away because they didn't invest all this time. All the discussions if your proposals and your flora, if you're indications were in meets their expectations and the and needs therefore coming up with lately, men's just some tricky way toe Get Morse from you. But that's not That's not what you have discussed and agreed and therefore charge for it or ask something in exchange for it. It's very important, and this was happens frequently, okay? 8. Confirm implement and review: all confirmed the old officially buyer the means that you have in your company, but confirm it. Capture all the points and probably in the in the In an initial phase, you will not send it yet a contract. Or maybe it's not even the contracts, but capture all the points in the small email or letter and put their everything that relates toe the agreed conditions. It's extremely important, extremely important for you and for them, so that all the requirements and all the components off the deal captured on the written way that both of you shared Okay, this is what we have a great please confirm and he must answer. Yes, that's it, then. This is completely closing and and locking all discussions about to the deal. So the key points here is that both parties ever greet each even after the late demands that they have done so that part is already over, or at least discarded. Okay, if you want, you can jump into the confirming the deal. Um and when you made the offer and everything was agreed Ah, and you are now sending this email, it can be by now this time that they will come up with lately. Um and so be aware. This is our always by a tricks. Be aware of that. And once again, if they come with late demands, declined them or change the parameters of your offer. Okay, But then Onley attack. Change off this or that or that or that. And then you reconfirm the conditions of the deal. So it's critical. That's both parties have agreed. There is no gray zones that everything is black and white. There is no reason for me is understandings from their part or your prat and, um, build a safety net. If if there's something that might were wrong, what might not be respected, capture it already and states who, when, Why, how and should be addressed? Okay, these are the key points off confirming the deal by your email, and, ah, as previous ones extremely important parts off the negotiation process. Now, very often we have a deal. Everything is agreed to. We did. Our job has salespeople, so Ah, great. Let's drink champagne. Not yet. Pill? Not yet, because a deal is nothing if it's not implemented, so you need to ensure that deal is implemented and Ah, you can. You can argue. Is that my task or normally, normally, ISS Normally, yes, you went through the old process. You know what? What other conditions And you Sure, they ensure and, um, Trek that both your company and customer is fulfilling the agreements or otherwise watch what you have doing that all that work for. And you might well say Okay, I did my apartment and now it's excepto other departments. The which Well, that depends company to company and the companies that I work for. People that were doing contracts or negotiations would ensure that they would be implemented afterwards, so the agreement should be respected by both parties. If there's one part of your lagging behind, it should be a dressage on due time. Hey, wait. Are you buying less than it was expected or issue are not supplying what you should. You should come up to the gasman. Tell me, Look, we are having these difficulties. I cannot supply the old quantity, but we'll catch it up so it needs to be tracked. Surveyed followed up and ah, doing sure, and it's again educating the customer how your company works and what will they expect for the next term for the next negotiation, because if there are flaws in the oldest process, the customer will be attentive and we'll explore them the next time that they will negotiate with you all that they will have a contact. We do if, for instance, they don't coaches what they were supposed to, But they are benefiting from the price, and this goes on for the for the old year. Imagine that you're having a loss just because you're not tracking you're not following up the implementation of the deal. So it's important to implement and review which, even with the customer timely, you can do it by an early quarterly had you want. Thesis is our agreement. This is how we are doing. This is where we are deviating why and how will we tackle it? And that's how things should be done on the professional matter. So this was it, um, about this parting permission in meditation and review. And this was the final part of our course on DSO. We covered from the background of negotiation until planning preparation and Teoh Ah, the dialogue the offer free closing the deal, closing the deal, the late demands. And now the implementation off the deal. These are all the all school profit negotiation process. No step is more important than the other. All of them should be done carefully. And if they are done carefully, your life is not a mess. Um, I'm sure it will help a lot toe uncover money that you are leaving on the table. Okay. Hope you liked course. And of course, they'll be a lot off support material on, but in the end of these course are in the entry in the bonds lesson. See you with an ex course, and I wish your successful negotiations 9. The proposal or offer: let me help you. Which, which what's could be a good example Off a deal proposal that you sent to a customer. This is an example off deal proposal that I've built on a email and just toe explain or show you how a deal proposal can be done Very specific. Avoiding gray zones with all the parameters that is involved. You can see here on the subject. You can see in the body of the email that all the parameters are there and that the offer is as a certain validity, so the customer cannot play around to coming back. Two months later saying, Okay, I want to cross the PR offer. Maybe it's not valued anymore, but you need to state it. So this is just a very simple example. I will leave it as well in the supportive documents, just for your reference 10. Don't leave money on the table: I just want to give you a heads up with regards to the relevance off the implementation of the deal. Let's take our the offer that I showed you earlier. And let me just tell you one thing. Imagine that you have this offer. You have it on the paper. It was the agreed but in the end to customers ordering much lower than the stressful that I have here. But you didn't note because you didn't notice because you just did to the paperwork. You're not following it up. Actually, if they order lower than these volumes, they are benefiting from the highest price. And that's what happens very often, even when or mostly when you don't have these treasures, when you have just one single target volume or service that customers usually they promise very high volumes. But that's just to get the best price, and later on they they place lower, much lower than the promised, and in the end they are just benefiting for a higher price. So the implementation is crucial to ensure that the customers they fulfilled their committed obligations, and if you don't follow it up, you are leaving money on the table 11. Kralijc matrix: to support you, which, ah, preparation and planning. I will drop you a few tools that you can use, and I will drop them, of course, in the supported, supportive for documentation at the end, of course, but let me give you a brief overview off, but let me give you a brief overview off. What's their use? What's there? Let me give you in. But let me give you a brief overview on how they can be used and what's the benefit of them ? There are a few. Maybe you don't need to use them all, but least it's important that you are aware aware of their existence and that you can tailor made eventually or use or not, according to your business specifics, these one here is the so called crowl. It's metrics, and these helped you out toe Ah, as an axis between suppliers can cost impact that purchasers will always have in mind, and so they will assess if your item is critical. If it's just a leverage item, if it's a trust strategic item or if it's a bottleneck item and according Toa where they place your product, they will dedicate more or less time more or less attention. And also according to the cost, they will dig it more or less attention toe to a day negotiation, and they will be more or less challenging. So you can you can read a little bit where they place you according to these metrics here. And there are a few other things that will help you. What? That I will just let you know. 12. Swot: this is a kind of obvious, but just in case, SWAT analysis is something that you should always use during the planning and preparing face. A SWAT analysis will allow you to identify what are your strength and weaknesses. What are the opportunities out there or the threats and going a step further and defining offensive strategies or protective strategies, but as well the timing that those strategies will be implemented. So this is a very, uh, simple, straightforward stool but should be used during ah, planning and preparation face off your negotiations. 13. Supporters and opponents: this one here can be very important, because using these metrics can help you to define who at your customer can be. Your supporter can be a question supporter. Open it or construct if critic. So it might be that the purchaser, for instance, is pushing back the quality. People are kosher supporters, but for instance, their technical department is very supportive. Eso it's important to know who they are identified them, and this is also using, of course, the previous the previous in matrix. When you identify them, then you can leverage their influence in order to change their position. For this, if deeper chaser is reluctant and pushing back and you have therefore the technical people very supportive, you can try to leverage them so that they eventually can change the purchaser position. I think that that shut self explanatory but take a very good look at it, and once again it will be at the end of the course 14. Contact matrix: and then a tool that you can use is the contact matrix, and it's ah, handy to Is it also during the preparation and planning. And what's these metrics about is about linking who is who in your team and in your counterparts him. Of course, this will depend on which level off can't management or key account management you are in. You will not use it in the very early account management. But if you are moving up or if he wants to move up, it's important to link these. Ah, these interlocutors in your team and their team. This is one off the metrics that I have an entity important. You have another one. That, ah goes attribute a step further, and it will link the goals and responsibilities off each team member, at least inside your team. Let's take a look 15. Wrap up with support material : So here we are at the end of this course and in this video I will wrap up the main lessons . The main take aways, the things that you should bear in mind if you want toe, prepare and execute successful negotiations. Here we go. So, looking back, this is what we saw in this training First preparation preparation is key. Failing to prepare is preparing for failure. So preparing a negotiation Be specific prioritized Keep your stategy flexible. Have easy mind. Always know your counterparts know your customer What are their strengths? What are their struggles? No. Your company's strengthens to a ghost. No, your ambitions? No. And lay down your objectives Being specific and extent your options from the max that you would like to have up to the minimum requires it to expect your ah, you take it or leave it point. It's very, very important in preparation. Don't be worried too. Were spent too much time in preparation. It will save you time afterwards, after we have prepared our and negotiation rounds, we moved toward the dialogue. We sit with a customer and we start by tackling our assumptions. We start by tackling what we have found out or areas that we are not so sure about. They should be discussed, um, and should be clarified during the dialogue. Faces my preference at the very beginning because you cannot move toe to make an offer without clarifying all the points that you have open trends without letting. Know your customer as well off your expectations and ambitions. All these must be done during the dialogue faces. One thing that we're not doing here yet. He's negotiating or or a bag in ink. We're not bargaining here. We are just finding out What are the specifics off your requirements and what things can I or can I not? I propose you, and this is what we are doing here. The bargaining comes after we have made our over. So number two, number one preparation number to dialogue. They go time. Be constructive, acknowledge and develop signals off what where you are moving to And where is your customer moving to use scope? A regularly. Maybe you forgot what ah scope stands for, but I will come back to that later and take your time to understand. Don't assume. And when you have gone through a Randolph dialogues that can be one toe, whatever number of meetings it is needed toe move forward. And that's also a very important part. You should move forward every time that you met the customer. Don't talk again about the points that you have already scarce. So try to discuss points, close them and move to the next point. That's very important. Don't go back and forth, back and forth. So once you have tickled all and once you unveiled the customer's needs and once then you can go for ah for a proposition to make an offer. We are not yet with an offer crave grieved in stone. We are with an offer that is a kind of anchoring. This is a starting point. This is what we what we can offer that can be policy eventually. So make a proposal and no arguments here. We're just making a proposal. The realistic, obviously, and address during the proposal address the other parties issues so so you can refer. You were mentioned this issue and you mentioned these future and you mentioned this quality . Our proposal covers that, and during the proposal, once again tried to use the if then base your proposal conditionally. If you give me this and that and that, maybe I will not. Maybe I can go internally and discuss it in order that we try to accommodate that another. So we make it conditionally making them commit it and make your part's a bit more flexible to give you room for maneuver whenever whenever the customer comes up. Which ah, still in this face which additional requirements and somehow pushes into a corner hoping that you keep the same offer. Don't do that. Try toe exchange any additional future. Any change toe the to the initial parameters with something else. It doesn't have to be pricing and have to be in the former but extended contracts, higher volumes, different packaging, whatever it is change. Don't give away things just just to please the customer or to expecting them toe close the negotiation. It won't happen or it will give a sign for the next time they will know how to play. You avoid it. Okay. And once the proposal has been agreed, we moved to the closing. So you refer to the terms you refer toa toe. All the issues have to be tackled and all your conditions have been agreed. Ask the customer to confirm and don't leave room for further negotiations. Don't really leave room for further features or to change the basics because your offer your conditions were subjected to a certain kind off requirements. And it's not with the additional additional stuff that they will ask that. Well, that should move you to close the professor not don't go on that on the trip that is often played by by pro chases. Closing is the closing. Just be sure to put it on writing and to send it into your customer to confirm that all those terms and all those conditions are agreed by both parties. It's very important and, of course afterwards implemented the contract. But these are the basic steps off the negotiation preparation, dialogue proposal. Closing implementation, right? Just some additional stuff that we have here is well, as a rep up. Don't forget if a customer sits on the table, it's because they are interested to discuss with, you know, customer with loose time. If they would not be interested in your product or service is so don't be afraid. That said, the customer in the middle can run away or can just stop or ignore you. If they are there. They know the basics. They have careers. It'd to see what you have to offer and their crews to see your offer, and if they don't like your offer, they will challenge it. But if they are sitting on the table, they want they are interested in your product or service. That's the key message here. Another messages regarding to the That's a proposal and bargaining face. I told you during the preparation unit you need to set your expectations. What would be the best deal I could have out of thes and negotiation and what could be the worst or the max that that would go With this negotiation? You need to set it up. And during the dialogue you should assess. You should use the dialogue to see where there's the come to the customer comes from, which is his range I have. It's well here in this picture. Graham. You see one and the other, and in the middle there's the negotiation range, and it's this part that you should look for during the dialogue tow. Avoid that your expectations are too high or that the customer's expectations are, too I and way out off the off your capabilities and then its users to be negotiating. If we found out on a very all stage and that should be doing the dialogue, that's one of the other has a different set of expectations, then, okay, let's let's not go further. It's important during the dialogue. Initial dialogue face to find out which is the negotiation range off one at the other party and then where you will stand will depend a lot on on your fact flexibility on your on your potential and on costumes. Expectations, of course. And the bigger it is the negotiation range that we have in the middle of this green part here, the better ho obviously, because then you can play with with more or less features more or less conditions. If this range is too small, then you are a bit too narrow it to trade off things, and it will make a negotiation a bit more complex are complicated, but it's better than being out completely out. And then there will be even no chance at all, of course. So here, even if these small spaces this green space is too small. You still have chances to where to hit it right now. Just aware to refresh what here? We went through the course, some assorted two elements. How to prioritize objectives. A Zay said. You need to be aware off. What is your men and Max in terms of concessions? Up to which level would you go to get this customer to get this deal? So try to check what contingencies you have, what that desirable and with are the essential elements then about the strategy. Don't let this strategy become your objective. So don't hold on to your strategy because that's what you define in beginning if it's not working that after another one. So it always depends on the personalities that you have in front of you and the way that they are negotiating so you have to adapt. You have toe have some some strategies in mind beforehand, but again, be flexible concessions in or trade ing's never give something away for free. Never give something away, just to please the customer or two to expect that it will help toe close the deal. That's a bad sign that your cinch if you are giving something, Ask something in return. Or maybe there's something of what you are offering. That's the basics of negotiations. You don't give something away just because you want it or if you want to do it explicitly, they say it to the customer. Okay, this is not We didn't We didn't Our normal offers. This is not something that we do. We'll do it only this one's because of this and that. And yet but be aware, this is an exception that will not repeat the very clear set expectations. Because in the future the customer will have this in mind and will play the way that you were being accepting or not is laments. Always when making an offer. Always try to make it conditional, Conditional, very minded. If the customer commits to something, you will check if something is possible. If then if you give me this volume, then maybe I can internally convince management to give you this regulate or to give you this bride's French something for something. Make it conditional on a such a way. That day somehow start to commit. But you are still vague on what you will offer. That would be the best, the best strategy. But of course, but chasers are very smart and very used to this kind of negotiations as well, and they will try to have already commitments from your side. They don't want us, well, vague stuff, but try it. It's reading the strategy that really was. And with regards to the dialogue. So the scope, What's this? The scope stands for scope stands for stop and summarize regularly Stop and summarize. So this is what just what you are saying So you mean descend it. So what you're saying is, this is this. If this is to try to stop in summarize just toe toe somehow commits the customers somehow avoid gray zones or misunderstandings or avoid that customer later on, say, it's No, it's not that what that means, because one thing is when they say something and nothing is so, this is what you mean, and I confirm it. Then they will have difficulties to overcome and to change their their position. So s stop and summarize, see, clarify and completely contemplate all the gray zones or the vague stuff that is going around. Clarify them and contemplate, Try toe perceive in to read the big picture, what the customer started telling about and the implications that they have in the old process. Contemplate, take a time, take a rest. Don't so you don't need toe to go always rushing in. And this these meeting that have to go always back and forth. Now take your time and, if need it, go outside sung to go for a short break for a coffee. Also, ever go outside the room? Think about it. Read the the all intentions on the old situation from it. Is it all right? Stopping, summarized, clarified. Contemplate. Oh, options and opportunities. As long as you go clarifying and tackling your assumptions, then you start nailing down. What are the options in the opportunities that you are that you are facing and with all those? Then you can start planning planning according to your strategy, praying according to your range off negotiation items, feeding the customer demand with your possibilities. So starting planning this out even if it's only internally and finally exit. Could your move come with which for each off the customer's requests try toe, toe to fit and toe clothes that to move to the next? The next topic. Try to tackle each issue one by one, out another one out, another word out so that you can move forwards toe toe arrived to make the offer. So this is scope stopping. Summarize, clarify, contemplate options and opportunities plan as a critical move. All right, But with this, I end up the course. Of course, there will be much more additional material Indiana and take notes along the doors. Try to see how this art this fits in your day to day life. And if you have questions, suggestions, just get in touch. I'll be more than pleased to give my inside stand and you help you with it. OK, thanks a lot. I hope you enjoy it. Hope its well being group success in the organization's at issue around.