This is not the time for sales people to leave money on the table. Similarly, this is not the time for buyers to pussyfoot with their counterparts. Do our managers know negotiation well enough to coach their own people? There is a saying that goes, “when the blind leads the blind”, they both fall into the ditch. These we all know.

The question now is:Do our salespeople, purchasing people and managers really know how to negotiate? 
  • Do they understand that bargaining is not negotiation and is in fact a poor cousin of negotiation, is inefficient, barbaric and susceptible to deadlocks?
  • Do they know when negotiation begins and when to stick to selling…as this point is exact and not just a matter of gut-feel, or do they waste resources (time, money, effort) because of unwarranted or premature negotiations?
  • Do they still think negotiation is an art? Have they missed the boat on the science of negotiation where framework and process have taken over mere gut-feel, to increase the probability of successfully reaching optimal agreements?
  • Do they know how to handle gambit combos with the right gambit-busters or are they prey to the dark side of negotiations? Can they handle the war-monger tacticians, the marathon men, the illusionists or are they a willing victim to these?
  • Are they aware or prepared to survive and operate in all 4 nego-sphere quadrants or do they waste precious would-have-been profits because of lack of skill?
  • Do they have a framework to predict agreements and deadlocks?
  • Do they know how to use 3 kinds of stonewalls, modify position without loss of face, use a parachute option, avoid impasses and deadlocks?
  • Do they have a 1-page tactical negotiation tool planner that simply yet comprehensively prepares them for a real-time negotiation encounter or do they just use a way too simplistic and unreliable elementary level analysis of issues, range for each concession and walk away point, because in negotiation, PREPARATION has NO SUBSTITUTE!
  • Do they know how to use the simple mathematics of negotiation in tandem with the process of concession management that will spell a big difference in terms of profit and loss?
  • Do they know how to make power analysis?
  • Do they know how to effectively negotiate from both a strong and a weak position?
IGNORANCE is not blissful when it leads to disaster. But such is avoidable if people know and understand framework, process, and skill points of negotiation. After all, THE GREATEST SOURCE OF POWER IN NEGOTIATION IS THE POWER OF KNOWLEDGE.

Key Benefits to Participants
Each participant will learn:

  • A clear distinction between negotiating and bargaining
  • Understanding of when negotiations should begin and when not to engage in it
  • Knowledge of negotiation frameworks
  • Understanding of the negotiation process
  • Seed implants of skills involved in tactical negotiation
  • Familiarization with ploys and how to handle each effectively
  • Confidence points that reinforces negotiation-posture
Key Benefits for Company
The company will gain:
  • Financially from more efficient execution of sales and/or purchase deals
  • From strategic partnerships with suppliers
  • From ripple effects on other team members
  • from the impact of a more productive and job-satisfied negotiations-trained personnel/team
Program Concept  
Negotiation is part art but largely systematic; bargaining is part ignorance and pervasively inefficient.   Participants are provided knowledge input on negotiation frameworks. Lots of stories, cases and examples are used to hammer down critical components and principles of negotiation.

The seminar culminates with a negotiation simulation that uses a case common to all groups but compartmentalized in terms of information, just like in the real world.  The case is tactically planned for and then role-played in front of the class by several groups. Apart from providing an immediate opportunity to practice negotiations in a safe environment, participants learn to be more observant of the exchange and process, stimulating development of their diagnostic faculty and tactical negotiation reflexes.

Program Overview
Module 1: Negotiation Frameworks & Principles
  • Identifies exactly when negotiation should be or not be used
  • Differentiates negotiation from its poor cousin, bargaining
  • Discusses the elements involved in negotiation as well as their dynamics
  • Shows how negotiation adds value to both the customer and the company allowing for customer satisfaction, transaction remorse avoidance at a profit to the company
  • Relates relationship posturing to negotiating success
  • Tackles principles and sources of power and the three (3) ways to neutralize it
  • Provides guidelines when negotiating from a weak position
  • Compares deadlock and agreement predictors
Module 2: Negotiation Processes
  • Walks the participants through the main negotiation process
  • Provides the very valuable concession management process
  • Shares with participants a very effective tool (one-page template) for tactical-level negotiation preparation
  • Shows how to avoid deadlocks
  • Tackles the use of backdoor exits (saving grace) and parachute options (walk away) that do not diminish credibility nor spark an unintended deadlock
Module 3:Negotiation Tactics
  • Reveals common gambits and dark ploys
  • Provides the framework to better understand the 3 families of gambits in relation to the nego-sphere (negotiation atmosphere) quadrants
  • Shows how to diagnose and effectively handle each of these commonly used gambits and balance-upsetting dark ploys using a diagnostic-prescriptive format
Module 4:Culminating Skill Lab
  • Provides participants a safe environment to practice using their newfound knowledge, tools and skills under the guidance of the facilitator
Who Should Attend
Any person engaged in selling or buying, entrepreneurs and executives, managers, supervisors, executive assistants and other personnel, who deal with either external or internal counterparts and customer service personnel and other customer-interfacing personnel will largely benefit from this seminar.

Case examples of the following scenarios shall be discussed:
  • Negotiating instead of bargaining
  • Sticking to selling when negotiating is not the right tool
  • Bypassing issues to effectively expand solution options
  • Upstaging mere win-win paradigm
  • Avoiding bloody negotiations
  • Using backdoor exits
  • Using the parachute option
  • Handling egos
  • Making costless concessions
  • Negotiating from power vs. weakness
  • Neutralizing power bases
  • Predicting or agreements or deadlocks
  • Handling deceptive tactics and warpath gambits
  • Handling stubbornness-type ploys
  • Using pressure and offense moves
  • Preparing tactically for a face-to-face encounter
  • Avoiding the mobile phone trap
  • Justifying a stonewall
Case examples from the following products / industries shall be cited:
  • Advertising
  • Automotive
  • Agriculture
  • Banking
  • Direct Selling
  • Distribution
  • Food & Beverage Insurance
  • Media
  • Personal Care
  • Quick Service Restaurants
  • Retailing
  • Telecom
  • Technology
What our past participants said:
“After 25 Years in the business and attending several nego seminars in several countries, this is the best.”– Christian Couvreux, COO, Rustan Supercenters, Inc.
“I learned a lot from Mr. Untivero. He is a very patient, attentive and intelligent seminar director. The knowledge I acquired from the nego seminar will be very useful and helpful.”– Maribel del Mundo-Garcia, Sales Manager, ABS-CBN
“This is the best seminar I have attended!” — Ma. Jacqueline Garcia, Division Manager, Royal Duty Free
“The seminar was very informative and I can easily relate to the topics. I’ve been in many situations wherein negotiation was needed, and now I know where I could have improved on.”– Gladys Carteciano, Export Associate,  Universal Robina Corporation
“The content is very good—simple and direct. The examples used emphasized where the lessons can be, and should be applied.” –Emily Herrera, Senior Manager, Fujitsu Philippines
”In my line of work, a lot of negotiations with internal clients, suppliers, etc. happen. This is very helpful in making a win-win decision/strategy.” — Erica Esguerra, Marketing Manager, BP Philippines
 “Very informative! The best sales training I’ve had so far!”– Dante Caballero, District Sales Manager, Ceva – Sante Animale
 “I am impressed by the knowledge of the speaker on the topic. Well recommended! ” — Boyet Cueto, Senior Manager, Novartis Healthcare
“I look forward to attending other seminars of Mansmith. It was sure worth my time. ” — John Martinez, Sales Manager, China Bank
About the Speaker:
ROWEN UNTIVERO, Partner and Chief Sales Strategist
Former country manager of Alcatel, former general manager of provincial operations of Smart, former professor of the Ateneo de Manila University, rose from the ranks of different companies (P&G, Tupperware, Pocketbell).