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  • Okay. we are going to have a little bit of a follow up

    we're gonna have a little bit of a follow up here and so what I like to do

  • here. And so what I'd like to do is very

    is very quickly talk about what we just saw in our discussions in our

  • quickly talk about what we just saw in

    conversations so getting more information is key

  • our discussions, in our conversations. So

    what do we mean when we talk about getting more information look back at

  • getting more information is key. What do

    the conversation that the dialog you can see that each side is trying to say all

  • we mean when we talk about getting more

    know your information is wrong let me tell you my information

  • information? Look back at the

    no no your information is wrong let me tell you my information so both sides

  • conversation, at the dialog. You can see

    are always trying to influence or give out that information because information

  • that each side is trying to say, "Oh no

    is king and negotiation information is everything this is key to assess

  • your information is wrong. Let me tell

    successful distributed bargaining before goals of the negotiator include one find

  • you my information. Oh no no your

    out the other side's resistance . to influence the other side's guesses three

  • information is wrong let me tell you my

    influence the other side's outcome evaluations and for influence the cost

  • information." So both sides are always

    of delaying or leaving the negotiation the ways to actually get this done are

  • trying to influence or give out that

    called the tactics and we kind of mentioned these already right let me

  • information because information is king

    just review them quickly because they're so key right

  • in a negotiation. Information is

    what we want to do is we want to keep our secret secret and we want to get the

  • everything. "This is key to a

    other side secret information we want to try to figure out the resistance . if we

  • successful distributive bargaining." "The

    can we wanted if we could get their target price that would be good

  • four goals of the negotiator include one

    we want to influence what they think of us and then we want to influence what

  • find out the other side's resistance

    they think the value really is and now we're going to look at a few specifics

  • point. 2.) Influence the other side's

    it's a little bit too tiny here for the screen but you can look inside your book

  • guesses. 3.) Influence the other side's

    and get the details what we're doing is we're looking at very specific tactics

  • outcome valuations. and 4.) Influence the

    to see so what we do is we started out at the beginning talking about the big

  • cost of delaying or leaving the

    idea making some goals getting a gold package and we talked about some overall

  • negotiation. The ways to actually get

    strategies the four big strategies now we're talking about distributive

  • this done are called the tactics." And

    negotiation then we get down to how do you actually do it what is the actual

  • we've kind of mentioned these already

    tactics that you use and now we're down to the very specific kinds of words you

  • right? but we just review them quickly

    can use and the specific kinds of tactics you can use i'm not going to go

  • because they're so key, right? What we

    over each one in a super detail but what I would like to do is just quickly shoot

  • want to do is we want to keep our secret

    over a few of them in direct assessment for example in direct assessment means

  • secret, and we want to get the other side

    how can you find out what the other side resistance point is how do you find out

  • secret information. We want to try to

    what that resistance is how do you find out what that target is you can try to

  • figure out the resistance point if we

    check information maybe check the newspaper check some articles check the

  • can. We want to, if we could, get their

    accounting public accounting statements of the other company so you can always

  • target price. That would be good. We want

    try to get information check the internet so you can find something out

  • to influence what they think of us, and

    about the other side and that information will help you understand

  • then we want to influence what they

    this product or this price that you're negotiating over now so indirect meaning

  • think the value really is. Okay, now we're

    try to find some information from another way direct assessment means find

  • going to look at a few specifics. It's a

    information directly from the other side

  • little bit too tiny here for the screen,

    how do you do that well you could just ask right it's very doubtful though tell

  • but you can look inside your book and

    you but you never know they might not be careful about keeping their secret

  • get the details. What we're doing is

    information secret so you could just ask another one is when they talk listen

  • we're looking at very specific tactics,

    carefully to what the other side says they may be giving you a clue about the

  • you see. So what we did is we started out

    resistance . and me giving you a maybe maybe giving you a clue about their

  • at the beginning talking about the big

    limits you are you listening in other ways you can just ask somebody on the

  • idea, making some goals, getting a goal

    team or maybe you have friends of friends of friends maybe you know

  • package. Then we talked about some

    someone who knows someone who knows someone at the company that's another

  • overall

    way it's also kind of it sounds indirect but actually a little bit direct because

  • strategies, the four big strategies. Now,

    you're getting information from people there that

  • we're talking about distributive

    another direct way actually screening selected presentation emotion all of

  • negotiation. Then we get down to how do

    these are ways to observe the other side or influence the other side to make them

  • you actually do it? What is the actual

    think something which you want them to think we can make them react in some way

  • tactics that you use? And now we're down

    to give you some information you can also use logic and hide information from

  • to the very specific kinds of words you

    the other side keep your secret information secret hide some information

  • can use and the specific kinds of

    like what is your inventory what are your sales numbers

  • tactics you can use. So I'm not going to

    what is your cost what is your capital cost what is your manufacturing capacity

  • go over each one in a super detail, but

    you can keep these things secret even hide them and that could actually

  • what I would like to do is just quickly

    influence the other side so you can use logic you can use outside partners you

  • shoot over a few of them. Indirect

    can change the schedule of the meeting for example I were supposed to meet this

  • assessment, for example. Indirect

    morning but actually we can't make it we have to postpone the meeting until

  • assessment means how can you find out

    tonight or maybe the other team is flying in on an airplane and fly for 12

  • what the other side's resistance point

    hours on a flight then you scheduled a meeting for early in the morning the

  • is? How do you find out what that

    next day and they only get a few hours sleep so you can schedule things or

  • resistance is? How do you find out what

    change schedules to make the other side more tired how does this help you

  • that target is? You can try to check

    it may mean that they're not so good at keeping their secret they make mistakes

  • information. Maybe check the newspaper.

    and tell you information that they would rather not tell you i know that all

  • Check some articles. Check the accounting,

    sounds a little bit kind of sneaky little bit harsh but these are tactics

  • a public accounting statements of the

    that are used in negotiation again the key point to remember is you want to get

  • other company. So you can always try to

    the other side secret information anyway you can so now i want to look at some

  • get information. Check the internet. See

    negotiation positions we kind of talked about this earlier in another unit when

  • if you can find something out about the

    we talked about how do you begin the first offer how do you do a follow-up

  • other side, and that information will

    offer so what I want to talk about is the tactics tactics you use to actually

  • help you understand this product or this

    influence or to give the signal to help you win

  • price that you're negotiating over now.

    as you negotiate remember first that distributive bargaining is all about

  • So indirect meaning try to find some

    getting something from the other side so it's important that the other side give

  • information from another way. Direct

    up something and you don't give up something where the other side gives up

  • assessment means find information

    more and you give up less the key to this is the start with an opening offer

  • directly from the other side. How can you

    that is not close to the resistance . remember that even your target . right

  • do that? Well, you could just ask, right?

    we talked about what your target price what's your resistance now you want to

  • It's very doubtful they may tell you, but

    be away from your resistance and then you want to even be a little bit away

  • you never know. They might not be careful

    from your target because the other side will push you over your target now of

  • about keeping their secret information

    course once you begin you can say things like in this example I won't give up

  • secret so you could just ask. Another one

    anything I I want to help you but I'm not going to give up anything so this is

  • is when they talk, listen carefully to

    kind of the stand you need to take I'm trying to cooperate but i'm not going to

  • what the other side says. They may be

    give anything up

  • giving you a clue about the resistance

    I want to help you but I'm not going to give in i would like to come to an

  • point.They may be

    agreement but this is my bottom line

  • giving you a clue about their limits. Are

    so this is the kind of normal negotiation stand you take with your

  • you listening? In other ways, you can

    position you try to sound like you're helpful but actually you're going to

  • just ask somebody on the team or maybe

    keep a solid position you're not going to move now that's what you present to

  • you have friends of friends of friends

    the other side that's what you make the other side here so that they think

  • maybe who know someone who knows someone

    you're being positive and actually you're trying to also be tough

  • who knows someone at the company. That's

    so what we have you are basically two attitudes friendly I'm trying to help

  • another way. That....

    you and tough

  • sounds indirect, but it's actually a little

    I cannot give you anything more friendly I want us to be happy I want us to win

  • bit direct because you're getting

    win but tough this is my bottom line

  • information from people there. That's another

    so these two ideas together these two attitudes these two ways these two

  • direct way actually. Screening, selective

    tactics to express yourself call them friendly and tough one way is friendly

  • presentation, emotion-- all of these are

    one way is tough now when you negotiate you mix these together of course but you

  • ways to observe the other side or

    tend to prefer one are you going to be mostly friendly are you going to be

  • influence the other side to make them

    mostly stuff so if you're going to be mostly friendly than the opening offer

  • think something which you want them to

    is going to be further from the resistance . and if you're going to be

  • think or to make them react in some way

    tough

  • to give you some information. You can

    in other words if you're going to be friendly then your resistance . you need

  • also use logic and hide information from

    to begin much further away because you're going to have to give up more can

  • the other side. Keep your secret

    you trying to be nice you're trying to be friendly okay i'll give you something

  • information secret. Hide some information

    i'll give you something i'll give you something

  • like what is your inventory? what are

    this makes the other side think that you're you're being friendly

  • your sales numbers? what is your cost?

    you're cooperating so you give up more and then they give up more and then you

  • what is your capital cost? what is your

    come to a conclusion sooner the other ways to be tough and it's gonna be tough

  • manufacturing capacity? You can keep

    that means I don't give in i don't give you one cent I don't get one dollar you

  • these things secret. You can hide them

    keep saying it's my bottom line I cannot give you any more but if you do that

  • and that could actually influence the

    then you must begin closer to your resistance . because the other side is

  • other side. So you can use logic. You can

    going to keep trying to push you but you're not going to move you begin very

  • use outside partners. You can change the

    very far away and you're very very tough it's going to be very hard to get an

  • schedule of the meeting for example. "Oh,

    agreement because you're so far and you're not going to move and remember in

  • we're supposed to meet this morning, but

    negotiation it's a process you have to give things up

  • actually we can't make it. We have to

    you cannot give nothing up right but the question isn't distributive can we give

  • postpone the meeting until tonight." Or

    up les and can we get more

  • maybe the other team is flying in on an

    even though the other side may not like the tough attitude this approach can

  • airplane, and they fly for 12 hours on a

    make the negotiation shorter because you begin closer to your resistance and you

  • flight. Then you schedule the meeting for

    say that's it that's all I'm going to do and I'm not going to change and if you

  • early in the morning the next day, and

    give something you get very very little bit at one time and then the other side

  • they only get a few hours sleep, so you

    gets tired and then you come to a conclusion faster on the other hand if

  • can schedule things or change schedules

    you're going to be friendly you need to begin further away and if you begin

  • to make the other side more tired. How

    further away from your resistance . you have to give up something give up

  • does this help you? It may mean that

    something talk talk talk to give up something give up something and it takes

  • they're not so good at keeping their

    more time so the tough negotiation

  • secrets. They may make mistakes and tell

    although it seems like it's harder actually in the end may make the

  • you information that they would rather

    negotiation shorter not always but it is possible

  • not tell you. I know that all sounds a

    once the other side sees how hard it is they're going to give up they don't want

  • little bit kind of sneaky, a little bit

    to keep fighting and then you can move forward okay but if you're too tough

  • harsh, but these are tactics that are

    if you're too hard what happens well if you're too tough

  • used in negotiation. Again, the key point

    if you're too hard if you're too far from the resistance . and you're over

  • to remember is you want to get the other

    the other side resistance . to just walk away

  • side's secret information any way you can.

    they will give up they will not negotiate that's possible

  • So now I want to look at some

    ok now let's go ahead and look at a nice simple diagram here in this diagram we

  • negotiation positions. We kind of talked

    can see what i'm talking about a little bit more graphic goal right let me give

  • about this earlier in another unit when

    you a nice killed clear look at that so we have an average right and this is

  • we talked about how do you begin the

    moving through time moving through time so we're going to be moving across time

  • first offer? How do you do a follow-up

    from the opening offer up here over to opening attitude first concession more

  • offer? So what I want to talk about is

    concessions final offer over there at the end so we begin and then we continue

  • the tactics, the tactics you use to

    until the end

  • actually influence or to give the signal

    so what happens when we have our opening offer

  • to help you win as

    well

  • you negotiate. Remember first that

    let me give you a nice clear shot here nice close-up opening offer don't start

  • distributive bargaining is all about

    to close to your resistance . start further away and then opening attitude

  • getting something from the other side. So

    means you start out friendly or tough you can be friendly or top of course you

  • it's important that the other side give

    have a little bit of both baby mostly friendly or mostly top but you can't

  • up something, and you don't give up

    really be half tough and half friendly because the other side will be confused

  • something, or the other side gives up

    at one minute you say I will not give it give anything

  • more, and you give up less. The key to

    this is my bottom line okay i'll give you what you want but that's my bottom

  • this is to start with an opening offer

    line

  • that is not close to the resistance

    okay i'll give you that too but that's my bottom line okay i'll give you $MONEY

  • point. Remember that? Even your target

    but that's really my bottom line this is my last bottom line is sealing system

  • point, right? we talked about, what's your

    very strange right

  • target price, what's your resistance. Now,

    can't really do that so what do we do if you're going to be friendly start

  • you want to be away from your resistance,

    further away from your resistance . if you're going to be tough

  • and then you want to even be a little

    the game closer but try to be mostly one or the other so as you move across you

  • bit away from your target because the

    have a consistent attitude if you take a strong stand then your first concession

  • other side will push you over your

    will be tiny if you take a friendly one and maybe bigger and you may get more

  • target. Now, of course, once you begin, you

    and then you give more concessions

  • can say things like in this example, "I

    how many do you give if you're being friendly you give many if you're being

  • won't give up anything. I want to help

    tough you give you and finally you get to the final offer

  • you, but I'm not going to give up

    so the key point here is to remember the negotiation has a beginning and an end

  • anything." So this is kind of the stand

    you gotta move through time as you move through time you're going to give

  • you need to take. "I'm trying to cooperate,

    something

  • but I'm not going to give anything up. I

    how much do you give and how much time does that take those are key questions

  • want to help you, but I'm not going to

    are you being friendly or are you being tough

  • give in. I would like to come to an

    ok let's do a little bit more follow up here and then this follow-up if the

  • agreement, but this is my bottom line." So

    concessions are made in negotiation when I move for what does this mean if you

  • this is the kind of normal negotiation

    don't give anything you cannot possibly move forward

  • stand you take with your position. You

    you gotta give something gotta give something kind you cannot give nothing a

  • try to sound like you're helpful, but

    tough stand fewer concessions a friendly Stan more concessions in both cases

  • actually you're going to keep a solid

    concessions are important so I don't want to tell you be tough and you never

  • position. You're not going to move. Now

    give anything to give something but how many concessions and how much do you

  • that's what you present to the other

    give depends on your stand concession should become smaller though even if

  • side. That's what you make the other side

    you're being tough even if you're being friendly your concession should become

  • hear, so that they think you're being

    smaller and smaller

  • positive when actually you're trying to

    in this way the other side will think the concessions are nearing the

  • also be tough. So what we have here are

    resistance . let me give you a little picture here to show you what i mean so

  • basically two attitudes: friendly, I'm

    I like this picture but it's very easy to understand so what we're seeing in

  • trying to help you, and tough, I cannot

    this picture here is as the negotiation moves forward you give more concessions

  • give you anything more. Friendly-- I want

    you begin you give something you give something to give something

  • us to be happy. I want us to win win, but

    ok now what you can do is you can say i'm going to give you something for

  • tough-- this is my bottom line. So these

    dollars or you can say i'm going to give you nothing zero dollars so I'm going to

  • two ideas together, these two attitudes

    give you nothing i'm not going to give I'm not going to give up anything i'm

  • these two ways, these two tactics to

    not going to change at all or I can say here four dollars so what does this mean

  • express yourself, call them friendly and

    what I give you four dollars up i'll cut the price for dollars for you and then

  • tough. One way is friendly. One way is

    you sell thank you okay

  • tough. Now when you negotiate, you mix

    blonde and then I say okay I cut the price another four dollars for you using

  • these together of course. But you tend to

    okay thank you but you know the price is still too high and I say okay i'll cut

  • prefer one. Are you going to be mostly

    the price for dollars for you to follow me

  • friendly or are you going to be

    so if I keep giving you four dollars four dollars four dollars

  • mostly tough? So if you're going to be

    what do you think you think what he gave me four dollars and he gave me four

  • mostly friendly, then the opening offer

    dollars and he gave me four dollars

  • is going to be further from the

    can give me another four dollars so if you give up more and you keep giving the

  • resistance point, and if you're going to

    same amount then the other side will think you can still give more but a

  • be tough, in other words, if you're going

    better way is you begin by giving four dollars and then next time you give two

  • to be friendly, then your resistance

    dollars then next time you give one dollar and in this way it looks like

  • point, you need to begin much further

    you've already given everything you can give so I begin by giving up a little

  • away because you're going to have to

    bit more then i give a little bit less then I give a little bit less and each

  • give up more beacuse you are trying to be nice.

    time I give less now it looks like i have no more to give you see so over

  • You're trying to be friendly. "Oh Ok. I'll

    time if you're being tough or if you're being friendly the same thing is just

  • give you something. I'll give you

    how long does it take you give up less and less so that the other side thinks

  • something." They'll give you something.

    you don't have anything more to give up

  • This makes the other side think that

    you cannot give nothing you cannot just say i give you nothing because then it

  • you're being friendly. You're

    won't move for you have to give some concessions but how much do you give

  • cooperating, so you give up more, and then

    well it depends on are you being tough

  • they give up more, and then you come to a

    are you being friendly and then you need to overtime change that to be less and

  • conclusion sooner. The other way is to be

    less

  • tough. And if you're gonna be tough, that

    so as a negotiation gets very near the end you give less and less the other

  • means I don't give in. I don't give you

    side gives less and less what happens as you get to the end that's when the

  • one cent. I don't give one dollar. You keep

    negotiation make it very hard at the beginning I give something you give

  • saying it's my bottom line. I cannot give

    something we both give something that's normal but then we get to the hardest

  • you any more, but if you do that then you

    questions the hardest part

  • must begin closer to your resistance

    this is when we need to have that final push this is very normal negotiation we

  • point. Because the other side is going to

    spent a long time you worked out many things you made a lot of progress now is

  • keep trying to push you, but you're not

    the final push and that is not easy

  • going to move. If you begin very, very far

    so how do you final push to find your agreements

  • away, and you're very very tough, it's

    what's the things you can do that tactics you can do for the final push

  • going to be very hard to get an

    here we have a few things in our book for example provide alternatives

  • agreement because you're so far and

    maybe you can give something else or do something else another thing you can do

  • you're not going to move. And remember in

    is assume a deal this is very common what does sumideal mean it means that

  • negotiation, it's a process. You have to

    we're talking talking and I want I need one more dollar and you say no I will

  • give things up. You cannot give nothing

    not give you a dollar it's just a dollar and you say no I cannot give you a

  • up, right? But the question in

    dollar and then I say okay it's a deal and you said no no well why didn't give

  • distributive is can we give up less, and can

    you a dollar so no that's okay i know you're gonna give me a dollar i assume i

  • we get more? "Even though the other side

    assume i just say well we can do it it's okay i think you'll do it I trust you I

  • may not like the tough attitude, this

    believe you and you just say it's a deal

  • approach can make the negotiation

    it's not really a deal but sometimes that works you can also split the

  • shorter." Because you begin closer to your

    difference with the split the difference

  • resistance, and you say, "That's it. That's

    half and half the little bit that's left just cut it in half and deadlines offer

  • all I'm going to do, and I'm not going to

    means i'm going to give you some time and before this time if you agree it's

  • change." And if you give something, you get

    ok but after this time

  • very, very little bit at one time, and

    game over i'm walking away that'll give the other side pressure to push to the

  • then the other side gets tired, and then

    end

  • you come to a conclusion faster. On the

    sometimes you can do what's called a sweetener sweetener means you give

  • other hand, if you're going to be

    something extra maybe you promised to buy more where you promise to in the

  • friendly, you need to begin further away.

    future

  • And if you begin further away from your

    buy from them again whereas a supplier you promised to give them a new product

  • resistance point, you have to give up

    if

  • something. Give up something. Talk, talk

    nature or a product they don't have today or product is very popular in the

  • talk. Give up something. Give up something.

    future like in our example so to sum up today a lot of material in this chapter

  • And it takes more time, so the tough

    a lot of technical material a lot of detail material especially on the

  • negotiation, although it seems like it's

    vocabulary and those charts showing you the different tactics

  • harder, actually in the end, may make the

    why so much detail because today's chapters about tactics

  • negotiation

    how do i do it it's easy to talk about but how do i actually do it and then

  • shorter. Not always, but it is possible.

    what's the main point today we take away from this chapter this unit we take away