Motivation is what gets you started. Habit is what keeps you going.” – Jim Rohn
When negotiating a deal or sale, it is important to consider the skills and trades you’re offering and what you hope to get in return. When offering your services, it is recommended to refrain from giving “too much” away. What this means is not over-promising or giving away something too valuable without getting something back in return.
In high-stress sale or negotiating situations, it is easy to unload offers to try and appease the other party member. This is a self-defeating method, as it devalues your services and leaves you vulnerable to unwanted concessions.
If you plan to offer something, make sure there is a return on it. It is not undesirable to make the other party member ‘earn’ the concessions you have access to, as opposed to simply giving them to them. This will result in a more satisfactory experience for both individuals.
“Let us never negotiate out of fear. But let us never fear to negotiate.” – John F. Kennedy
Establish a Negotiation Strategy in Your Company
If you’re the head of a company, it is recommended to establish a quality negotiating plan among your employees. A good negotiating strategy can help improve customer satisfaction and potentially boost sales by implementing strategies that adhere to consumers’ wants and needs.
A poorly implemented plan may lead to conflict within a company or to disenfranchised employees frustrated by poor communication among their peers or superiors. With most organizations, negotiating is a daily business at every level. Whether it’s designating tasks for employees or handling customers, the ability to properly negotiate affects all areas of the workforce. A consistent and well-designed plan reduces stress among employees and lets staff learn proper negotiating tactics applicable both in and outside of work.
Don’t take it personally
Dealing with rejection or potentially rude customers is an expected part of negotiating. However, being sidetracked by personal conflict loses sight of the original deal or offer and results in time spent on unrelated issues. Understanding someone else’s personality or demeanor requires patience and sympathy. Peaceful negotiation requires focusing on the problem at hand and providing a solution irrespective of someone’s personality. Coming to a conclusion that satisfies both parties successfully defuses personal conflict and keeps the discussion civil between both parties.
“You do not get what you want. You get what you negotiate.” -Harvey Mackey
Negotiate Through Emotions
Negotiating can be an emotional investment among people, which can be a powerful tool to utilize. A common mistake among businesses is that they rely on logic or rationale to drive the negotiation process. Communicating ideals or values is almost always an emotional experience, with decisions being made based on greed, fear, ego, status or a desire to please.
An important tactic in negotiation is to show the benefits of a product or service, perhaps by painting a picture in someone’s mind or alluding to potentially successful scenarios or situations. This provides a visual imagery without actually spelling it out for someone, a clever tactic in challenging the other party member.
7 Key Inhibitors
Jeanne Bliss is an expert on customer-centric leadership. Her new book Chief Customer Officer 2.0: How to Build Your Customer-Driven Growth Engine is a success roadmap for leaders wanting to build a customer-focused organization. Jeanne pioneered the Chief Customer Officer position and has held the job for twenty years at Lands’ End, Allstate, Coldwell Banker, Mazda and Microsoft. She has led Customer Bliss since 2002 where she has consulted with some of the world’s largest companies.
With all of her experience and research, the very first thing I wanted to know was about the mistakes leaders are making. She shared with me the 7 growth inhibitors companies are making again and again.
What mistakes are holding companies back from building a customer-driven organization?
Are You Making These Mistakes?
There are 7 key inhibitors that companies stumble over in trying to earn customer-driven growth:
1. Not having executives engaged in the effort.
Often executives will say that they want to focus on the customer experience, but they hand off the tasks to a department or area to work on it. It is hard to sustain this work without executive involvement driving the new prioritization, removing actions that are in the way, and giving people permission to work together.
2. Starting with a mantra, not an action plan.
Often companies decide that they want to get some early traction by telling everyone to “focus on customer experience.” What happens next is that people realize this is a big corporate priority and begin making plans, creating new scoreboards and taking action. A lot of action occurs, executives get a false-positive that change is occurring, but it eventually stalls out because the actions don’t add up to improve complete end-to-end customer experiences.
3. Not defining the customer experience and gaining alignment.
The most potent recurring use for the journey map is to guide work and discussions from the customer perspective. Without this framework to unite efforts, silo work continues to proliferate.