Welcome

in

DermaLine
Youssef Safwat
No . 01223806640
 Getting What You Want
by Margaret Neale

“ The goal of negotiation is not to get a

deal … but a good deal ”
Effective negotiation is not just about money
.. it is equally about relationships and trust.

Not Everything Is Negotiable :

Every person has limits to what he/she will give and take.

Not everything SHOULD be negotiated :

Potential for MUTUAL BENEFIT

1998 : Yahoo refuses to buy Google for $1 million dollars.

2000 : Yahoo valued at $125 billion.

2002 : Yahoo realizes its mistake and tries to buy Google

for $3 billion, Google requested $5 billion” but Yahoo refused.

2008 : Yahoo refuses to be sold to Microsoft for $44.6 billion dollars.

2016 : Yahoo sold for $4.6 billion to Verizon.

Today : Google valued at $500 billion.

 No Common Ground
You Party
So nothing to gain from Negotiation

You Party Every Negotiation Looks like this

You
& In Total Agreement – So why
Party Negotiation?
 Preparation
The 80-20 rule

• 80% of your effort should go toward

Negotiation preparation.

• 20% should be the actual work involved in the

negotiation.
The Effective preparation abilities

The Effective preparation for a negotiation

should have three general abilities :
1. Self-assessment.
2. Assessment of the counterparty.
3. Assessment of the situation.
 Self Assessment

BATNA
Best Alternative To a Negotiated Agreement
 Reservation Point
• The point at which a negotiator is indifferent
between reaching a settlement and walking
away from the bargaining table.

Target Point
The ideal or upper limit of what a negotiator
expects to get out of a negotiation , also
called the aspiration or aspiration point.
When three types of information — market price
( Reference point ) , reservation price , and aspiration
( Target Point ) — were made available to negotiators ,
only reservation prices drove final outcomes.
Summary :
Don’t Negotiate if you don’t be well Prepared
 BATNA Summary
• You always have a BATNA.
• Always improve your BATNA.
• Never directly reveal your BATNA to the
counter-party.
• Signal to other party that you have
“attractive options”.
• Once you determine your BATNA , then
devise your reservation price.
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 Other Party Assessment
1. Who are the other parties?
2. Are the parties monolithic/identical?
3. Identify the Counterparties’ interests
and position.
4. Research of the Counterparties ’
BATNAs
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 Hidden Table
When more parties are involved in the
Negotiations , the situation becomes a
team or multiparty negotiation , and the
dynamics change considerably

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 Situation Assessment
• Is the negotiation one shot, long term, or
repetitive?
• Do the negotiations involve scarce
resources, ideologies, or both?
• Is the negotiation one of necessity or
opportunity?
• Is the negotiation a transaction or dispute
situation? 15
 Situation Assessment
• Are linkage effects present?
• Is agreement required?
• Is it legal to negotiate?
• Is ratification required?
• Are time constraints or other time related
costs involved?
• Are contracts official or unofficial?
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 Situation Assessment
• Where do the negotiations take place?
• Are negotiations public or private?
• Is third-party intervention a possibility?
• What conventions guide the process of
negotiation?
• Do negotiations involve more than one offer?
• Do negotiators communicate explicitly or tacitly?
• Is there a power differential between parties? • Is
precedent important ?
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Dealing with Drs.
Social Styles
Relationship challenges

1 2 3
Building new Transforming Managing
relationships
relationships relationships
from personal
level to business
level
 Relationships add value
• Customers perceive that value is added when they feel comfortable
with the relationship they have with a salesperson.

• A good relationship causes customers to feel that, if a problem arises,

they will receive a just and fair solution.

• A good relationship creates a clearer channel of communication about

issues that might surface during each step of the sales process.

• The salesperson who is honest, accountable, and sincerely concerned

about the customer’s welfare brings added value to the sale.
 Time Management

Time-consuming activities Time management

• On average, 60 percent of time
spent on administrative duties
and travel
• Log keeping shows where time
is spent, identifies “time
wasters”
• Sound time management can
lead to increased sales
• Change your view of time, it is a
scarce resource & should be
conserved

• Time wasting is a habit, it can be

changed, but needs hard work.
Time Management Methods

• Develop personal goals

• Prepare daily “to do” lists

• Maintain planning calendar

• Organize selling tools

Developing Personal goals
• To achieve efficient time management you need to know
your goals (career, family and life goals).

• Be clear about what you want accomplish.

• Avoid vague goals (I want to be successful)

• Goals serve as motivational and psychological forces for

sales people (increase my sales with 15%)

• Long-term , yearly , monthly and even weekly plans are

important.
 Goal-Setting Principles
• Reflect on areas where change is desired

• Develop written plan — with steps

• Modify your environment

• Monitor behavior and reward progress

The To-Do List

A daily list of
activities can help
set priorities and
save time.

Today this list is

recorded
electronically.
The To-Do List
More

High in Priority High in Priority

High in Urgency Low in Urgency
Priority

Low in Priority Low in Priority

Less High in Urgency Low in Urgency
More Less
Time
 Saving Time with Technology

• Conference calls

• Meetings in cyberspace (Web conference)

• Some customers prefer telephone/e-mail

contact

• Cell phones as timesaving tools (PDAs –

Personal Digital Assistants)

• Electronic file transfers

 Monthly Planning Calendar

A monthly plan of activities can

also set priorities and save time.
Avoid disorganization.
Post-its , notes and papers
floating on desks with significant
information of contact details ,
deadlines , etc.
Thank You