A major banking institution realized that although many customers inquired about new products, the conversion rate was too low.
After the sales staff attended our tailor-made negotiation workshops, they asked me to work with them in small functional teams. The participants all brought up real customer situations. In a series of sessions, both on the client’s premises as well as off-site, we went over the important issues related to the challenges they faced vis a vis their customers. The objective was to bring in new customers, ensure their satisfaction, and achieve higher profits for the bank.
The procurement department of a fast growing hi-tech company, could barely keep up with an increasing number of suppliers.
Later, I created a simple guide for the buying processes and procedures. We then formulated together a global purchasing strategy and a practical detailed processes based on which the procurement department could provide the best service for the benefit of the entire organization
A Pharmaceutical company looking to Increase the productivity of their sales reps scattered across the country,
serving drugstore chains and HMO’s.
Towards the end of the year they took part in a series of workshops in order to sharpen their skills, and use more sophisticated techniques to reach excellence in negotiations with major chains, and HMO’s.
A local broadcaster’s team of content managers were under pressure to lower costs of content bought from large studios around the world.
Their Content Department is highly experienced and knowledgeable in choosing the type of shows, films and series most adequate for their audiences, from large studios and other content owners. But they lacked the necessary business skills when buying and negotiating the terms. So we entered the picture and taught them
a more strategic and professional approach, leading them to achieve a significantly better performance.
A company risked failure when the deal of a lifetime became deadlocked.
I helped the client’s negotiating team prepare a new plan in advance of the next round of negotiations over a deal that was crucial for both sides. We worked closely all along the way. At the critical stages of the process, I personally took part in some of the meetings and discussions with the other party. The process had been stuck for quite some time, and I led them to a successful conclusion, far beyond the initial goals set by
the client. The final agreement combined price, terms, and conditions, which were formulated to everyone’s satisfaction by identifying the true interests and priorities of each one of the parties.
When people think of negotiation, the image that comes to mind involves two sides at a table, lawyers in the background, and a contract waiting to be signed. But most negotiating we do happens in far more ordinary places - a short phone call, a text message, even an evening conversation in the kitchen.
Asking for a raise, discussing terms when accepting a new job, or talking through a role and its responsibilities - these are negotiations, even if no one calls them that. How the request is framed, the timing chosen to raise it, and how well the other side is heard shape the outcome as much as the number itself.
Every conversation about price, payment terms, delivery schedules, or fixing a problem is an opportunity for negotiation. Even a purely practical exchange - like scheduling an installation - contains elements of give and take, priorities, and clear communication.
Perhaps the place where negotiation is least recognized, yet it is present constantly: who picks the kids up from activities today, where to go on vacation, who is responsible for which household tasks. These are conversations where two sides try to reach an agreement that works for both, much like any business negotiation.
It is easy to agree, in principle, with an idea like listen to the other side or look for a solution that works for both parties. The difficulty begins when that idea must be applied under pressure, with emotion involved. Real, familiar examples turn an abstract principle into something concrete that can be recognized and practiced. When someone sees themselves in an example, the lesson stays with them far longer than a theoretical definition.
Once you start paying attention, negotiation moments turn up inside almost any conversation involving two interests that are not perfectly aligned. A common early sign is a slight unease before a conversation - a signal that something there requires aligning expectations. Another sign is a situation where each side wants something a little different from the other. Once that is recognized as a negotiation, rather than just a conversation, it becomes possible to walk into it more deliberately.
Not every conversation, but far more than people usually assume. Whenever two sides try to reach an agreement serving interests that are not perfectly aligned, a negotiation is effectively taking place.
Everyday examples are close to everyone's experience, making them easier to relate to and apply lessons from. Once a principle is understood in a familiar setting, it becomes easier to carry into a business context.
Absolutely. The core principles of listening, identifying interests, and aligning expectations are the same in both worlds, even when the language and context differ.
