98.8% Of all customers recommend us, we're so confident about our results we publish all reviews and stats
View Live Stats View ReviewsIntroduction to Sales Negotiation
Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
From £495 List price £650
- 1 day Instructor-led workshop
- Courses never cancelled
- Restaurant lunch
Syllabus
Who is this course for?
This training course is ideal for any sales staff, account manager or purchasing manager who are either new to the negotiation process or who find themselves struggling to get the results they desire from the situation. They may not have negotiated before in any official position or received any prior training, instruction or defined expectation of the sales negotiation process.
You may also wish to consider our assertiveness training London courses.
Benefits
At the end of this course delegates will be able to confidently employ techniques and strategies that will help them to negotiate. They will understand how to achieve a win-win situation that addresses the needs of both parties.Course Syllabus
Understanding Negotiation in Sales
Negotiation: what, when and why?
The process of negotiation
Different styles, transactional, collaborating and creative
Preparing for Sales Negotiation
Preparation and planning
Personality profiling - Reading the style of the fellow Negotiator
Communication styles
Building Rapport/Relationships
Determine optimum success options
Understanding Possible Negotiation Outcomes
Win-win
Win-lose
Lose-win
Lose-lose
Working towards Win-Win Negotiations
Initiating, proposing and achieving win-win sales outcomes
Determining limits
Enquiring and listening
Overcoming objections
Opening, conducting and closing negotiations
Applying a win-win approach
Personal Action Plans
Prices & Dates
What you get
"What do I get on the day?"
Arguably, the most experienced and highest motivated trainers.
Face-to-face training
Training is held in our modern, comfortable, air-conditioned suites.
Lunch, breaks and timing
A hot lunch is provided at local restaurants near our venues:
- Bloomsbury
- Limehouse
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Refreshments
Available throughout the day:
- Hot beverages
- Clean, filtered water
- Biscuits
Online training
Regular breaks throughout the day.
Learning tools
In-course handbook
Contains unit objectives, exercises and space to write notes
24 months access to trainers
Your questions answered on our support forum.
Training formats & Services
Training Formats & Services
|
Testimonials
S&B Herba Foods Ltd
Jamie Swain,
Graduate Account Executive
Nick was a great trainer who was very enthusiastic about helping us learn and I would recommend this course.
Introduction to Sales Negotiation
Training manual sample
Below are some extracts from our Introduction to Sales Negotiation manual.
Positional/Distributive Negotiations
Distributive negotiations involve a fixed pie. There is only
so much to go around, and each party wants as big a slice as possible. An
example of a distributive negotiation is haggling over the price of a car with
a car salesman. In this type of negotiation, the parties are less interested in
forming a relationship or creating a positive impression.
Distributive relationships involve:
·
Keeping information confidential. For example,
you don’t want a car salesman to know how badly you need a new car or how much
you are willing to pay.
·
Trying to extract information from the other
party. In a negotiation, knowledge truly is power. The more you know about
the other party’s situation, the stronger your bargaining position is.
·
Letting the other party make the first
offer. It might be just what you were planning to offer yourself!
Principled/Integrative Negotiations
Integrative negotiations are based on cooperation. Both
parties believe they can walk away with something they want without giving up
something important. The dominant approach in integrative negotiations is
problem solving.
Integrative negotiations involve:
·
Multiple issues. This allows each party
to make concessions on less important issues in return for concessions from the
other party on more important issues.
·
Information sharing. This is an
essential part of problem solving.
·
Bridge building. The success of
integrative negotiations depends on a spirit of trust and cooperation.
The Negotiation Process
Preparation
·
Identify your key commitments
Exchanging Information
·
Outline Your Opening Position
·
Decide whether this will be High Ball or Low
Ball
·
Ensure that this position is realistic
·
Allow for movement within whatever opening
position you adopt
·
Confirm all agreements reached and positions
offered
Bargaining
·
Question for Information
·
Challenge other side for justifications of their
position
·
Examine and Test their commitment
·
Present Your Key Commitments
·
Explore Key Commitments
·
Summarise Arguments and Seek Acceptance
·
Identify and Highlight Common Ground
·
Be Prepared to Concede
·
Begin with those of Low Priority and seek High
Priority Items
·
Never Concede on More than possible by your
Brief
·
Use your Concessions Wisely
Closing
·
Emphasise the benefits to both parties
·
Carefully introduce the consequences of not
reaching agreement to both parties and losing what has been agreed so far
·
Timing is Essential
·
Take Care when making a Final Offer. Be sure
that it is consistent with your brief.
·
A Small Traded Offer is often better. A small
move by them in return for an extra movement by you.
Before you begin a
negotiation, you need to define what you hope to get out of it, what you will
settle for, and what you consider unacceptable. You also need to prepare
yourself personally.
Establishing
your WATNA and BATNA
In most negotiations, the parties are influenced by their
assumptions about what they think are the alternatives to a negotiated
agreement. Often the parties have an unrealistic idea of what these
alternatives are, and they are unwilling to make concessions because they think
they can do just as well without negotiating. If you do not have a clear idea
of your WATNA and BATNA, you will negotiate poorly based on false notions about
what you can expect without an agreement.
The WATNA is what is often referred to
as the ‘worst case scenario’ and is something that any sensible person
will think about before embarking on a new initiative. What if it goes wrong?
How will we deal with that? How you feel about the WATNA will dictate how
flexible you need to be (and therefore will be) in negotiations. If your WATNA
is something that would be difficult for you to accept, but the likelihood of
it happening is small, you might not feel compelled to give up much in
negotiations. If you could have the ideal situation, the ‘blue sky’ scenario,
negotiations would not be necessary. To focus on the negotiations with a sense
of purpose, your WATNA is important.
The
BATNA is almost more important than the WATNA. If you look at your
situation in the absence of a negotiated agreement, and find it almost
unthinkable, you will be pressed to enter negotiations in the hope of getting a
satisfactory agreement. The word ‘satisfactory’ is important here. Is the WATNA
better than satisfactory? Is the
BATNA worse? Generally, people only enter negotiations because they feel they must.
They arrive at this conclusion based on analysis of their WATNA and BATNA.
Identifying
your WAP
In any negotiation, it is
important that you keep your WAP to yourself, especially if it is significantly
less than your initial offer. If the other party knows that you will be willing
to take a lot less than you are offering, then you will be negotiating from a
position of weakness. If the other party knows, or has an idea of your WAP,
then it stops being your WAP and simply becomes your price.
Once you have set your WAP, it is essential to keep to it. A
walk away price becomes meaningless if you are not prepared to walk away should
it not be met.
A warning against setting your WAP unrealistically low is
that the other party will not take you seriously if you are a pushover in
negotiations. They will seek to test you at every turn.
Thanks. Your download will begin shortly.
Please help us
Share or create a link to this manual today!
Just follow these simple instructions...