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Best Practice Preparation: Using Purchasing Training To Find Important Factors To Unlock A Successful Negotiation
Most negotiators greatly underrate the amount of time required to plan for any business negotiation even though this is a key part of business negotiation best practice.
Using your negotiation skills to analyse the negotiation environment is a great place to start preparing for negotiations.
Some of the key elements to consider are:
- What is the nature of the sale/purchase in terms of risks involved, the level of expenditure and the difficulty of the deal?
- Competitive analysis: What is the nature of the market and what alternatives do our counterparties have at their disposal? We will approach a sole supplier in a different way than those in a competitive market.
- Is it a one-off deal or should we think about maintaining a long-term positive association that creates alternatives for future trade?
- Have we concluded any transactions with the other side in the past and what is their most likely approach to doing business?
- How skilled are the negotiators on the other side?
- What cultures will be present and what are the local practices?
- Who are all the groups & persons involved in the negotiation and what is the decision making process? A diversified style is needed as final decision makers will very often be interested in Return on Investment and augmented revenues & margins. The final user who looks for better output and efficiency will find the financial elements almost completely irrelevant.
Almost any negotiation training course will highlight the importance of setting formal deal objectives.
If we fail to plan and prioritise our deal objectives we put ourselves at risk of being manipulated and/or ending with a less agreeable conclusion. Whether you are involved in negotiation on the sales or purchasing side, consider the following elements when preparing for negotiation:
- Price and payment, Key responsibilities, Delivery, Warranties, Intellectual property and Risks.
Price and Payments: The competition and the complexity of most business transactions require finding methods to develop additional value and to move negotiation from positional bargaining to synergistic and creative joint problem solving. Professional buyers are not charged with getting the cheapest solution but rather with securing their organisations with the cheapest total cost of ownership, which is made up of things like:
- Purchase price, Maintenance costs, The cost of use, Support costs, Supplier performance metrics, Delivery, Quality and Client Support. (These concepts are covered in most purchasing training programmes).
If we are able to lessen our counterpart's costs in the whole life cycle of the product, solution or service and simultaneously provide value for money, we are in a better position to find common ground.
Key Obligations: Make sure your product and services are defined and reflect your priorities. Include all the relevant quantities and specifications.
Delivery: How key are the delivery timelines and what happens if the delivery doesn't take place on time?
Warranties: In order to preserve trust and credibility make sure that you can live with any promises.
Intellectual property: Carefully negotiate IP ownership rights and think about the following factors:
- Which party is paying for the Research and Development?
- Could the product development be utilised by competitors to your loss if you don' t own the IP? How can you stop competitors to use the same IP?
Risks: The best way to manage risks is to include the factors in a written contract. Cultural consideration is critical. In Asian countries the goal of negotiation is not a signed contract. In China, unexpected circumstances are resolved through the relationship.
Analysing the above elements are important in planning Concession Strategies that will help you to leverage maximum value from trades and in planning meetings optimally.
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