Negotiation Quotes

The red herring tactic is meant to drive the negotiation to focus on something inconsequential, distracting the seller from what you really what. [2015] - Brandon Turner

The question "Do you agree?" is a powerful tool. Use it often and use it early to encourage the other party to keep repeating the word yes! [2009] - Don R. Campbell

Make an offer that is crazily low. It usually brings a startled response from the other party. You then say, "Well, what did you have in mind?" Psychologically, the vendor will choose a figure closer to his or her bottom line because he or she will try to minimize the difference between the two numbers. A word of caution: don't use this technique unless your relationship is quite strong. This tactic can cause anger in the other party; you could lose face in the negotiation and the vendor may outright refuse to negotiate with you. [2009] - Don R. Campbell

It's important to know what motivates the other party to a negotiation. If you can show them how doing it your way is to their advantage, they might just go along. [2006] - Robert Irwin

As more and more time is spent on the negotiations, it becomes increasingly hard for the seller to dump the deal. If all the extras or problems are brought out at the beginning, it's so easy for the seller to just say "No!" The more time invested in a deal, the more each party has to lose if it doesn't go through. Any time spent considering the deal always increases the chances of getting the other party to say, "Yes!" [2006] - Robert Irwin

The offer usually has a time limit for acceptance. Set a deadline that forces the seller to comp up with a decision. In most cases, that's just one day, 24 hours, or less. From the buyer's perspective, setting a deadline may be the best way to get the seller to act. Either the seller will outright accept the offer, reject the offer, or make a counteroffer. In my experience, most often the counteroffer is the result. [2006] - Robert Irwin

Sellers seldom accept first offers. The process of buying usually involves offer, counteroffer, counter-counteroffer, and so on. [2006] - Robert Irwin

Negotiating a deal can only take place when there are two parties. If you wait too long, the other party may already have negotiated a deal with someone else. [2006] - Robert Irwin

If the seller thinks you're a little bit crazy, he or she may be more inclined to accept a goofy offer. [2006] - Robert Irwin

A person who finds price all important is often more than willing to dicker on the terms. [2006] - Robert Irwin

There's little point in the seller's countering a buyer's "close to asking" offer. Better to simply accept it than run the risk that the buyer will simply walk away in a huff. [2006] - Robert Irwin

A deal point is simply something negotiable on which the deal hinges. [2006] - Robert Irwin

One of the most valuable gestures a negotiator can learn to recognize is seated readiness. When you are presenting a proposal, for example, if the other person were to take this gesture at the end of the presentation, and the interview had gone well up to that point, you could ask for agreement and would be likely to get it. [2004] - Allan Pease

One of the key principles of negotiating: Never jump at the first offer. [2004] - Mike Summey

Produce more creative offers as you learn more about the seller's needs. Power goes to the side that is able to convince the other side that they have options. [2004] - Mike Summey

Projecting that you're prepared to walk away is the number one pressure point to use when negotiating with sellers. Before going into a negotiation, develop some options. Time pressure, information power, and walk-away power are three powerful pressure points that when used properly will get you better deals in any negotiation. [2004] - Mike Summey

The less you know about sellers, the lower your first offer should be. Assume that you will end up midway between the two opening negotiating positions. Your initial offer should be an equal distance on the opposite side of your objective as the seller's asking price. Specific numbers have more credibility than rounded numbers. Always flinch--react with shock and surprise at the other side's proposals ("You'll have to do better than that.") [2004] - Mike Summey

Use the power of a higher authority to negotiate. Your higher authority is a vague entity, such as a group of business partners.You should never offer to split the difference yourself, but always encourage the sellers to offer to split the difference. Make a small concession just at the last moment. [2004] - Mike Summey

The method of principled negotiation is hard on the merits, soft on the people. It employs no tricks and no posturing. Principled negotiation shows you how to obtain what you are entitled to and still be decent. It enables you to be fair while protecting you against those who would take advantage of your fairness. [1991] - Roger Fisher

The four points of Principled Negotiation (Negotiation on the Merits): People: Separate the people from the problem. Interest: Focus on interest, not positions. Options: Generate a variety of possibilities before deciding what to do. Criteria: Insist that the result be based on some objective standard. [1991] - Roger Fisher