Consumer Credit Card Debt Relief Scams! Are They Real?

I have been in the credit card debt relief industry for just about 10 years now and have been in the financial industry for over 20 years. The point of this article is to give people a heads up on debt relief companies also known as debt settlement or debt negotiation companies. I will give you the pro's and con's of this process and what to watch out for when interviewing a company to help you get out of debt. Before I go on I want to let you know that this will be a rather long article and by the end of it my goal is to have you understand how the debt negotiation/settlement process works in case you don't already know and I would like you to understand the tactics of companies out there that do not truly have your best interest at heart.

First I would like to state that the process of debt negotiation as your means of consumer debt relief is not for everyone, some people are better suited for bankruptcy and others do not have the correct mindset to go through this process.

I would like you to first understand what debt negotiation is and how it works. The goal of a debt negotiator is to obtain a debt settlement for you on the current debt amount you owe your creditor. So for example you may owe one particular creditor ,000 so the goal of the negotiator would be to have you end up paying back say ,000. The two main benefits of going through this process are to save money on what you currently owe your creditors and to save time. By just paying the minimum payment with even a modest interest rate you will be looking at 30 or more years to become debt free, with a sound debt negotiation program you will be out of debt within 2-3 years or sooner depending on your current financial situation.

Consumer Credit Card Debt Relief Scams! Are They Real?

Now you must understand these are great benefits but as with anything in life there are drawbacks, nothing is perfect and this consumer debt relief procedure is no different. For starters your creditors will not be willing to negotiate a debt settlement at all if you are current with your monthly minimum payments. They would prefer you to stay on their credit treadmill for the next thirty years and pay them back over four times the balance in interest alone. So you must fall behind on your payments to put the creditors into a position where they will be willing to settle. Once you stop paying them the ball game changes completely and they will then be willing to talk in terms of negotiating a settlement.

So obviously for some people the beginning of this process will have a negative effect on their credit score. For those who are already falling behind then the negative effect will be no different than it already is. Unfortunately for some people this will be the deterring factor that keeps them from going into debt settlement making them a slave to their creditors for the next thirty years. The good news is that this negative effect does not last forever, in fact once the settlements start coming through your credit score will begin to rebound and go back up. The reason being over 30% of your credit score according to MyFICO is based on how much debt you owe. But if you are stuck in a bad debt situation even if you are current with your payments your score is probably not all that good in the first place, and besides when stuck deep in debt your focus should be on how to get out of debt as quickly as possible, not on your ability to accrue future debt.

Now by falling behind on your debts you must understand that these creditors are just not going to roll over and play dead, they will be calling to try and collect the debt. For some this is not a problem at all, for others it is, that is why I stated above this process is not for everyone and the consumer must be in the correct mind set. From my years of helping people there is no rhyme or reason to how many calls you will receive some clients of mine barely get calls while others get them almost everyday. Something to keep in mind too is that no company has the power to legally stop the calls, so any company that tells you they can is flat out lying.

As you can see like I said earlier there are pro's and con's, but if you can accept the con's you will be quickly on the road to financial freedom and will save a lot of money in the process. Now to get to the meat of the matter and why I named this article "consumer credit card debt relief scams".

We here in America over the past couple of years have been experiencing a very negative downturn in our economy. Thus putting many consumers in a compromising position financially, leaving boat loads of people stuck in credit card debt. So naturally this opened up a much larger market for debt negotiation. Many fly by night companies have been popping up all over the country, many of which are ex mortgage brokers who sold people bad loans and helped them get into this sticky position in the first place. Now I use the word scam which can take on a few meanings, while yes there are some companies out there that are flat out scams and have no intent on doing any work for you at all, most of the times that is not the case. Instead many companies simply do not give people all the facts on how debt negotiation works nor do they truly put them on a plan for success, which I will explain in a minute.

One common issue that most consumers have with debt settlement companies is they do not fully tell them about how the process works, instead they sugar coat things and just preach about the great benefits. I have spoken to countless amounts of people who have signed up with companies and were under the impression that they were going to stay current with their creditors and will never receive any calls. So needless to say this became a huge problem once they began.

Another major problem a lot of these companies have is deceiving people into the kind of savings they will be getting on their debts. Some companies will say they will save you 70% of what you owe. Now while they may get settlements that low what their opting not to tell you is how much you will be saving after you have A) paid them their fees, and B) paid back the creditors. Honest companies will tell you what your true savings will be. If you will save somewhere between 40-50% of what you owe including their fees and paying the creditors than that is pretty darn good. Plus many of these companies will try and guarantee a certain amount of savings, if you hear this run for the hills. NO one in this industry can guarantee a certain amount that is why it is called DEBT NEGOTIATION! They are negotiating to get a settlement for as low as they can get.

Then there are the companies who will let you pay whatever you can to get on their program. These are the worst because they do not truly have your interest at heart and know they are setting you up to fail and not succeed. You must understand to achieve the type of savings I stated above this process should take no more than three years, preferably two or less. And the bottom line is some people simply cannot get it done in that time frame and should realistically be looking into bankruptcy. What these unscrupulous consumer debt relief companies will do is put you on a program for 4 or more years and basically accepts whatever payment you can afford. Knowing full well you are not going to be saving much of anything and will more than likely fail off the program, all they care about is getting the fees and that is it. An honest company will diligently review your budget with you and make sure this is something that you can manage, as well as fully explain to you both the benefits and drawbacks of doing this. And let you make the conscience decision as to whether this is the best consumer debt relief method for your situation.

Another very good way to evaluate a company is to make sure they are registered with the BBB (Better Business Bureau) and that they are in good standings with very few complaints. And if there are complaints make sure they were resolved to the clients liking.

Consumer Credit Card Debt Relief Scams! Are They Real?
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Like I said I have been in this business for almost 10 years now and currently I work for an outstanding company with a great track record and an amazing record with the BBB, the FSLC. If you want an honest evaluation of your situation to see if this is the right method of consumer debt relief for you than follow the link below in the signature file and fill out an application. I will go over in great detail how this process works and whether you are a good candidate. I hope after reading this article you feel more educated as to how this process works and what to look out for when you are interviewing companies to potentially help you out.

Steve Bis is a senior debt analyst and research assistant with the FSLC which deals primarily in consumer credit card debt relief

Overcoming Communication Barriers Between People

When you send a message, you intend to communicate meaning, but the message itself doesn't contain meaning. The meaning exists in your mind and in the mind of your receiver. To understand one another, you and your receiver must share similar meanings for words, gestures, tone of voice, and other symbols.

1. Differences in perception

The world constantly bombards us with information: sights, sounds, scents, and so on. Our minds organize this stream of sensation into a mental map that represents our perception or reality. In no case is the perception of a certain person the same as the world itself, and no two maps are identical. As you view the world, your mind absorbs your experiences in a unique and personal way. Because your perceptions are unique, the ideas you want to express differ from other people's Even when two people have experienced the same event, their mental images of that event will not be identical. As senders, we choose the details that seem important and focus our attention on the most relevant and general, a process known as selective perception. As receivers, we try to fit new details into our existing pattern. If a detail doesn't quite fit, we are inclined to distort the information rather than rearrange the pattern.

Overcoming Communication Barriers Between People

2. Incorrect filtering

Filtering is screening out before a message is passed on to someone else. In business, the filters between you and your receiver are many; secretaries, assistants, receptionists, answering machines, etc. Those same gatekeepers may also 'translate' your receiver's ideas and responses before passing them on to you. To overcome filtering barriers, try to establish more than one communication channel, eliminate as many intermediaries as possible, and decrease distortion by condensing message information to the bare essentials.

3. Language problems

When you choose the words for your message, you signal that you are a member of a particular culture or subculture and that you know the code. The nature of your code imposes its own barriers on your message. Barriers also exist because words can be interpreted in more than one way. Language is an arbitrary code that depends on shared definitions, but there's a limit to how completely any of us share the same meaning for a given word. To overcome language barriers, use the most specific and accurate words possible. Always try to use words your audience will understand. Increase the accuracy of your messages by using language that describes rather than evaluates and by presenting observable facts, events, and circumstances.

4. Poor listening

Perhaps the most common barrier to reception is simply a lack of attention on the receiver's part. We all let our minds wander now and then, regardless of how hard we try to concentrate. People are essentially likely to drift off when they are forced to listen to information that is difficult to understand or that has little direct bearing on their own lives. Too few of us simply do not listen well! To overcome barriers, paraphrase what you have understood, try to view the situation through the eyes of other speakers and resist jumping to conclusions. Clarify meaning by asking non-threatening questions, and listen without interrupting.

5. Differing emotional states

Every message contains both a content meaning, which deals with the subject of the message, and a relationship meaning, which suggests the nature of the interaction between sender and receiver. Communication can break down when the receiver reacts negatively to either of these meanings. You may have to deal with people when they are upset or when you are. An upset person tends to ignore or distort what the other person is saying and is often unable to present feelings and ideas effectively. This is not to say that you should avoid all communication when you are emotionally involved, but you should be alert to the greater potential for misunderstanding that accompanies aroused emotions. To overcome emotional barriers, be aware of the feelings that arise in your self and in others as you communicate, and attempt to control them. Most important, be alert to the greater potential for misunderstanding that accompanies emotional messages.

6. Differing backgrounds

Differences in background can be one of the hardest communication barriers to overcome. Age, education, gender, social status, economic position, cultural background, temperament, health, beauty, popularity, religion, political belief, even a passing mood can all separate one person from another and make understanding difficult. To overcome the barriers associated with differing backgrounds, avoid projecting your own background or culture onto others. Clarify your own and understand the background of others, spheres of knowledge, personalities and perceptions and don't assume that certain behaviors mean the same thing to everyone.

If you would like to get custom-made advice about your communication problems, please feel free to email me at martinmim21@hotmail.com All requests will be handled professionally and your communication problem will be handled in strict confidence.

Overcoming Communication Barriers Between People
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Martin Hahn Ph.D. is an industrial sociologist with more than 20 years experience in teaching, management consulting, and corporate training. The above article is an excerpt from the ebook titled 'Overcoming Communication Barriers between People and in Organizations'. His ebook on communication can be purchased at http://www.martinimhahn.com

Negotiation Skills for Business

Every time we engage in conversation with another individual we are generally negotiating a view, discussion or action. Everyone has different filters from which they perceive the world or their surroundings. These filters are developed throughout one's life as they grow from a child to an adult. Some of the main influences that can develop one's filters are parents, friends, family, social environment, religion, school and experience. As these filters are molded every individual brings a different view point to a negotiation or business discussion. Understanding the angle or view of an individual with whom you are negotiating is key to laying the foundation to work towards a viable solution.

One of the more widely known methods of understanding human negotiation psychology is the Thomas-Kilman Conflict Mode Instrument, also known as the (TKI). This model asserts that an individual's behavior falls along two basic dimensions: assertiveness - the extent to which the individual attempts to satisfy his or her own concerns and cooperativeness - the extent to which the individual attempts to satisfy the other's person's concerns. This instrument then places an individual into five different style methods when it comes to dealing with conflict.

The first negotiation style is competing. Competing is an assertive and uncooperative, power-oriented style. Most individuals that fall into this category tend to pursue their own interests at the expense of other's using whatever methods they can to win the negotiation. The next style is collaborating. Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with other individuals to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals to find an alternative that meets both sets of concerns. Collaborating between two individuals can take the form of exploring a disagreement to learn from each other's insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to their conflict.

Negotiation Skills for Business

The next style is compromising. Compromising is generally right in the middle of the assertiveness and cooperativeness dimensions. When compromising, parties look to seek a mutually acceptable solution that can benefit all parties involved. Compromising might mean splitting the difference, exchanging concessions, or seeking a common ground position. However, compromising can also mean that both parties are giving up something to meet on the middle ground and this is not always a positive.

Another type of style is avoiding. Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. The individual is generally side-stepping the true conflict at hand. They generally find ways to withdraw or postpone an issue to avoid a threatening or intense situation. The last style of the five mentioned in TKI model is accommodating. The accommodating style is generally unassertive and cooperative. Generally, an individual that has an accommodating style will neglect his or her own concerns to satisfy the concerns of others. An accommodating style will just accept the view or stance of others and does not try too hard to push their own objectives onto others.

Once an individual identifies what method of negotiation they often fall into, then they can begin to understand what some of their strengths and weaknesses may be during a negotiation. All the different styles or methods have different strengths and weaknesses associated with them.

Competing can be valuable at times when a decisive action is needed and that individual is not afraid to take control of the situation and make an immediate decision. However, some of the negatives of this style are that a lot of the competing individuals always fight for influence and respect. They may not even have the best solution or not know the answer but often push their opinion on others and act more confident that they feel. This style or method can also cause those around you to inquire less about information or opinions and everyone will be less likely to learn from the negotiation or conflicts.

Collaborating seems to be one of the more effective negotiation methods. The main strength of the collaborative style is that they generally find integrative solutions and adhere to the concerns of both parties because they understand that some items may be too important to compromise. This style can also be very good at merging insights from a variety of people with very different perspectives on an issue or problem. This method can also be viewed as a style that still is able to accomplish all their objectives without rolling over the other parties involved. They are able to gain commitment by incorporating everyone's concerns into a consensual decision.

The weaknesses in this style are fairly limited. However, every negotiation or conflict is different so there will always be times when one method will be better suited for that negotiation. The weakness in always collaborating during a negotiation is that it can take a lot of time and effort. There may be situations where you do not have the luxury of time and effort. Some negotiations don't require advanced solutions or the time it can take to understand the ultimate goals and viewpoint of every individual involved in the negotiation.

Everyone has heard the old saying that it is always best to compromise. However, when truly analyzing this method more in depth that may not always be the case. In a compromise all parties involved are giving up something to help the other achieve their goal. Even in a compromise where the results are considered to be Pareto optimal, individuals would still have to give up some of their ultimate goal to have all the others achieve the optimal position for all parties involved. This style can also lead some to unintended costly compromises of principles, values, long-term objectives, or company welfare. The main benefit of this style as many are aware is that it often satisfies the needs of all parties involved in the negotiation. It can also be a good way to achieve a quick resolution to a complex issue.

Avoiding generally has more of a negative connotation to it than some of the other negotiation styles. However, there can be at times, some advantages to the avoidance method of conflict. This can be a viable way to solve a conflict or negotiation if the potential costs of confronting a conflict outweigh the benefits of its resolution. It can also be used if an issue is not important enough to address and time will be wasted if the negotiation about the issue even begins to ensue.

Last but not least in the methods of negotiating is accommodating. Accommodating can often help a negotiation in the future because if one accommodates to others' needs initially they may be viewed very favorable right away by the others involved. Accommodators are also good at reading situations and can realize when they are wrong. They often can allow better positions or decisions to be considered, able to learn from others and demonstrate that they are caring and reasonable to others needs. However, if one is always accommodating then they may be sacrificing many of their beliefs or ultimate goals just to appease the other parties involved.

After one begins to understand the method or style he or she may fall into then it is time to understand the some of the steps needed to reach an agreement. The first step is to understand everyone's goals or objectives. After one is able to understand the other parties motives than they can begin to understand the needs of each individual and starting negotiating towards a common ground. A key in beginning to uncover an individual's needs and form a common ground is to start to ask some open ended questions.

After gaining a strong understanding of the other parties needs then we can begin to understand how closely their needs fall in line with our objectives. In a lot of situations you can start by gaining agreement on a collaborative effort to solve the problem and fulfilling each party's needs. Then once trust has been established and the other party understands that you are not only searching to obtain your own objectives but also helping them to reach theirs it will become easier to negotiate more of the greater details.

The next step after understanding the other party's needs and working towards a common ground is to start surveying the options available to you. An option can be a possible agreement or part of an agreement that can satisfy either party's objectives. By beginning to explore different options both parties will be able to see different solutions to the problem coming to the table. When you create different options you are create value to the negotiation and building blocks to move the negotiation further down the continuum.

Most of the best negotiations are those in which a number of options have been explored. The first resolution to a conflict is not always accepted and not necessarily the best option for all parties involved. The more options that are generated, the greater the chance that one of them will mutually and effectively satisfy the differing needs of all parties involved. Often, by understanding each other's needs, one can begin to formulate some possible ways to execute a strategy that better solutions and give you some more creative bargaining power.

The key behind developing options in a negotiation is to take organized approach at understanding each parties needs and creating a range of options that can fulfill most of them. To do this one must always come to a negotiation with an open mind. If you do not try to understand the other individual's viewpoints then you will never be effectively working towards a strategy that will fulfill both of your goals. The more options you begin to create, the more room or leverage you will have in that negotiation. To create these options you have to continually remind yourself of the needs and common grounds of the other party and also remember to take into account differences in perception or the filters that were mentioned in the beginning of this paper.

The next items to understand in creating options are timing and risk. Some individuals enjoy the rush of risk and have to make tough decisions in a limited amount of time while others cannot stand the idea of it. Everyone has a different tolerance for risk and they are also different on the speed in which they operate, take action and make decisions. When dealing with any of these scenarios in a negotiation the best action is to try and accommodate the timing involved in the decisions that have to be made.

According to Roger Fisher and Danny Ertel, authors of Getting Ready to Negotiate, when people have several of something, they value the last one somewhat less than those that came before. Fisher and Ertel also state that differences in the marginal value to each party, of some of the goods under negotiation, can create opportunities to improve the overall value they each receive. There is no guarantee that these value creating trade-offs will work in every negotiation. However, if one strives to create good options, prepare in advance, and carefully consider opportunities that create value, then possibilities will become available.

As described by William Ury in his book, Getting Past No, an independent standard is a measuring stick that allows us to decide what a fair solution is. Some common standards include: market value, fair and equal treatment, laws, precedents that have been established in the past. Standards can be utilized when one begins to work or negotiate with a new customer. By establishing certain standards it can help to form the common ground in the negotiation that was mentioned earlier in the paper. Without setting standards the negotiation can have no boundaries and will only make it more difficult to come to a viable solution.

Negotiations always differ in complexity and content. Understanding the different style or methods used by different individuals will help to identify their needs and wants. After understanding the needs and wants it is then time to form the common ground. Once common ground is established in the negotiation then it is time to present the options that will help all parties involved achieve their most viable solutions. Keeping an open mind and always trying to understand the argument from the other individuals' viewpoint will always help achieve the main objectives in a negotiation. A good quote by John Lubbock encompasses a lot about negotiations, "what we see depends mainly on what we look for." By keeping an open mind during any negotiation one may be able to find new possibilities that he or she did not even know existed.

Negotiation Skills for Business
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Works Cited

Roger Fisher and Danny Ertel. Getting Ready to Negotiate. Penguin Books. 1995.
K. Thomas and R. Killman, The Conflict Mode Instrument. (Tuxedo Park, NY: XICOM, 1974). Negotiation 6th Edition. Roy J Lewicki, David M. Saunders, Bruce Barry.
Ury, William. Getting past No. Bantam Books. 1993.

This article was written by Jeff Shjarback.
http://www.tradestock.net

How to Avoid the Four Most Common Sales Negotiation Traps

Do you want to increase your sales, profits and income? Improving your effectiveness negotiating may be the answer. Al­though there are no "silver bullets" for negotiation suc­cess, there are predictable mistakes that sabotage negotiation success. Knowing these mistakes in ad­vance and taking the action that top performing salespeople do to avoid them, can go a long way towards improving your negotia­tion effectiveness.

This article identifies the four most common sales negotiation mistakes and out­lines several approaches for mini­mizing or eliminating their impact on the negotiation outcome.

1. Failure to plan.

How to Avoid the Four Most Common Sales Negotiation Traps

People don't plan to fail in a negoti­a­tion, but they often fail to plan. Many sales­people walk into a negotiation virtually blindfolded. They have only a vague idea of what they want and an even vaguer idea of what the other party wants or needs.

S­o­lu­ti­on: Know where you're going and how you're going to get there before you start. Before each nego­ti­ation:

Schedule planning time. Identify for yourself, the buyer (or buyers), and the competition: Needs (must have) Wants (like to have) Currencies (things of value to the other party in the negotiation) Your best case proposal Options (listing alternative solu­tions that would be acceptable to both sides and what to do if no agree­ment is reached) Anticipate resistance, objections, and tactics. Identify internal obstacles and solu­tions. Visualize success.

2. Setting low aspiration levels.

Most salespeople take one of two ap­proaches when setting their initial aspi­rations for a negotiation. Some sales­people lower their expectations in antic­ipation of buyer resistance. While oth­ers have unrealistically high expecta­tions that aren't defensible which often leads to large conces­sions or unnec­es­sary lost sales.

Solution: You get what you expect, so expect what you deserve. Higher aspi­ration levels are generally a result of confidence and a great confidence build­er is preparation. Good prepara­tion can help salespeople discover a higher price that is realistic and de­fend­able.

A good technique for increasing your aspiration level is to add five to ten per­cent to every proposal and then defend your price to someone (e.g., manager, another salesperson). If you can defend your price, you in­crease the chan­ces of getting some, if not all, of the five to ten percent in­crease. If you can't de­fend your price, you'll need to do some more home­work.

Stating your highest but defendable price establishes the upper limits of your price, but gives you the flexibility to adjust it based on the buy­er's response and needs. Remember, it's easier to negotiate down than to negotiate up.

3. Negotiating price before the value of the prod­uct is established.

Discussing price before you've estab­lished the value of your product great­ly reduces the options available to create a win/win agreement. Talking price up-front usually results in a "single curren­cy negotiation." These negotiations are generally not in the salesperson best interest because the only thing to nego­tiate is price. The options facing sales­people in this situation is either meet the price de­mand or lose the sale.

Solution: Sell the value of your prod­uct before you negotiate price. Be­fore you discuss price, review and gain agree­ment on the buyer's needs and buying criteria. Simply say, "Be­fore I discuss the price, I'd like to review my under­standing of your needs. To begin with, you're interest­ed in X,Y and Z?" Be sure to get the buyer's agreement on his/her needs before you move on to the presenta­tion and price. This can even be ac­com­plished if you don't get an oppor­tunity to discuss your proposal with the buyer by starting your proposal with a review of the clients needs, and then presenting your solutions to the needs.

4. Not being ready to walk-away.

If you feel you "need to make a deal at all costs," that's usually what you'll do. Not being ready to walk away from a win/lose negotiation, is like surrender­ing uncondition­ally to the enemy. Your plight is left to the com­passion of the buyer and most of the time, sets a bad precedent for future negotia­tion.

Solution Don't negotiate if you're not ready to walk away. Before you negotiate, establish your walk-away price. This is the price or set of terms and conditions that absolutely must be met in order for your needs to be met. If your needs aren't met, it's not a win­/win negotiation.To give yourself co­nfi­dence and prevent your­self from being painted in a no-win corner, have a viable option to a ne­gotiated agreement. In your own mind, decide what's your best alter­native to making this deal. If you have a good alternative, (e.g., selling to another account, making up the lost revenue next week) it's easier to walk away from a bad deal.

If you've tried a number of options and still feel the pro­posed solution will not work for you, simply agree to disagree. One possible ending is to say, "thanks, but I can't make this work for us." Then give your rationale and keep the door open for future negotiations, as well as last-minute concessions by the other party. Re­member, when you walk, the pressure to make the deal falls back on the buyer. This pressure often leads to the buyer altering their demands and creating opportu­nities for a win/win solu­tion.

Negotiating successfully takes time, preparation and discipline. Avoiding the four mistakes and properly implementing the solutions outlined will help you win more sales while increasing profits and your income.

For more information on negotiation skills and selling go to: philfaris.com

How to Avoid the Four Most Common Sales Negotiation Traps
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Phil Faris is a business development consultant, coach, speaker and author. He is president of Phil Faris Associates a firm that specializes in helping organizations hire, train, develop, lead and retain the sales talent required to succeed in a competitive marketplace. For more information on how to increase sales, profits and customer loyalty go to: http://philfaris.com

Negotiation - Tactics, Tricks And Threats

Most successful negotiators recognise that the way people involved in negotiations behave does not always reflect their true feelings or intentions. We are going to look at negotiating tactics that may be used by you or on you. Whether or not you choose to use these tactics, it is vital to understand:

o Tactics work

o They can be being used on you, and can be used by you

Negotiation - Tactics, Tricks And Threats

o Once they are recognised as tactics, their effects are reduced, or eliminated

You may feel that there is no need in your particular case to negotiate or resort to tactics. in negotiation. This is a matter of personal choice.

In general, tactics are used to gain a short-term advantage during the negotiation and are designed to lower your expectations of reaching a successful conclusion.

There are many tactics available to negotiators. Here are some you may recognise.

Pre-Conditioning:

This can begin before you even get together, or start your negotiations with the other party. Let us take a sales example:

You telephone for the appointment and the other side says, aggressively:

"Don't bother coming if you are going to tell me about price increases. You'll be wasting your time and I will be forced to speak to your competitors".

When you do arrive you are kept waiting in reception for half an hour, without being told why. As you walk through the door into the other person's office they indicate for you to sit down, but they don't look up. Instead, they sit leafing through your competitor's brochure, in silence, ignoring your efforts to make conversation.

You are given an uncomfortable low chair to sit in that happens to be directly in line with the sun shining into the office. At this stage, how confident do you feel?

The Monkey On The Back:

Some negotiators have the irritating habit of handing their problems to you so that they become your problems. This is the "monkey on their back" that they want you to carry around for them.

A classic example is the person who says, "I have only got £10,000 in my budget".

This is often used tactically to force a price reduction. Here is what you can do.

When one side says "I have only £10,000 in budget", look concerned and say something like:

"That is a problem. As you are no doubt aware, the cost of our systems can be anything up to £20,000 and I really want to help you choose the best system that meets your needs. Does that mean that if one of our systems has everything you are looking for, but costs £20,000, you would rather I didn't show it to you?"

The "monkey" has been returned and they have to make a choice. If the objection is genuine and the budget figure is correct, you must try to look for an alternative that meets your needs as well as theirs.

If they genuinely can only spend £10,000 that is not a tactic but the truth. In dealing with tactics the first decision you must make is whether it is a tactic or a genuine situation. If it is genuine, you have a problem to solve, rather than a tactic to overcome.

The Use Of Higher Authority:

This can be a most effective way to reduce pressure in the negotiation by introducing an unseen third party and can also be effective in bringing the negotiation to a close.

"I need to have this agreed by my Board of Directors." "If they agree to the terms we have discussed, do we have a deal?"

However, be careful to use this device sparingly so that the other side does not begin to feel you have no decision making authority yourself.

One way of countering this tactic is to say before the bargaining begins: "If this proposal meets your needs, is there any reason you would not give me your decision today?"

If the other side still wishes to resort to higher authority, appeal to their ego by saying: "Of course, they will go along with your recommendations, won't they? Will you be recommending this proposal?"

Nibbling:

Negotiations can be a tiring process. As the point draws near when an agreement is likely, both sides exhibit a psychological need to reach agreement and get on with something else.

You are very vulnerable as the other side reaches for their pen to sign the order form or contract, to concede items that don't significantly affect the final outcome. "Oh, by the way, this does include free delivery, doesn't it?" or "Oh, by the way, the price of the car does include a full tank of petrol?"

Nibbles work best when they are small and asked for at the right psychological moment. Like peanuts, eat enough of them and they get fattening.

Good negotiators will often keep back certain items on their want list until the very last minute when the other party is vulnerable. Watch out for this.

The Good Guy And The Bad Guy:

You may have come across this tactic before or else seen it used in films or on television. This is a tactic designed to soften you up in the negotiation.

For example, you are negotiating the renewal of your service contract with the Buying Director and his Finance Director. You present your proposal and the Buying Director suddenly gets angry and walks out in disgust muttering to himself about how unfair you have been and how the relationship is well and truly over.

You pick up your briefcase and are being shown the door when the Finance Director smiles at you sympathetically and says:

"I'm terribly sorry about that. He is under a lot of pressure. I would like to help you renew your contract, but he really will not consider the price you have suggested. Why don't I go and talk to him for you and see if we can agree a compromise? What is the bottom line on the contract? If you give me your very best price, I will see what I can do".

The best way of dealing with this tactic is to recognise the game that is being played and assess exactly what the quality of the relationship is. You may be able to say something like:

"Come off it, you are using good guy, bad guy. You are a superb negotiator, but let's sit down and discuss the proposal realistically".

If you don't have this kind of relationship, stand firm and insist on dealing with the bad guy, or else bluff yourself and give a figure that is within your acceptable range of alternatives.

One way of combining good guy, bad guy. with higher authority is by saying things like:

"Well, I'd love to do a deal with you on that basis, but my manager refuses to let me agree terms of this nature without referring back and he refuses to talk to salespeople. Give me your best price and I will see what I can do"

Body Language:

It is important in negotiation to react verbally and visually when offers are made. You may have seen the more theatrical negotiators hang their heads in despair or accuse you of being unfair and souring a perfectly good relationship when you present your proposal. Human nature is such that we can believe and accept these outbursts against us and our negotiating position becomes weaker as a result.

Ensure the next time you are in a negotiation that you react to the other party's offer. If you show no reaction, they may be tempted to ask for more and more and you will lose the initiative in the negotiation. Also, it is almost certain that their opening offer is higher than the figure for which they are prepared to settle, so it is important that you clearly signal your unwillingness to accept the opening position.

If you reach the point below which you will not go, it is important that you show this with your body language. News readers, when they have finished reading the news, have a habit of picking up their script and tidying up their papers. This tells the world that they have finished their task and are preparing to leave.

Similarly, when you make your final offer, it can be very powerful to collect your papers together and indicate with your body that it really is your final offer. Put your pen away, sit back in your chair and remain silent. Look concerned and keep quiet.

If your voice says final offer but your body is saying let's keep talking, the other party will disregard what you say and keep negotiating.

The Use Of Silence:

During the negotiation, you may make a proposal and find the other party remains silent. This can be very difficult to handle and often signals disapproval to the inexperienced negotiator. Just as nature abhors a vacuum, so silence induces the need in people to talk.

If you have a proposal to make, make it and ask the other side how he or she feels about it. Having asked the question, sit back and wait for the answer. Whatever you do; don't change your offer as this could seriously weaken your position.

The Vice:

A common technique used by negotiators when presented with a proposal is to say:

"You'll have to do better than that."

The most powerful way of dealing with this is to ask them to be more specific. Whatever you do, don't weaken your negotiating position in response to the vice by giving anything away, too easily. This will only encourage repeat behaviour.

The Power Of Legitimacy:

People believe what they see in writing. We all assume that if a thing is printed or written down, it is non-negotiable. This is what can make price lists so powerful. If you have to present a customer with a price increase or you wish to encourage an early order to beat a price increase, show something in writing such as an office memo from your boss announcing the increase. This will have a far greater impact than just saying your prices are about to go up.

When presented with a price tag in a shop, ask to speak to the manager and make him an offer. You could be surprised at the results.

And Finally -The Low Key Approach:

Don't appear too enthusiastic during negotiations. Over-enthusiasm can encourage skilled negotiators to review their strategy and demand more.

If you are in a negotiation and the other side is not responding to your proposal, recognise this could be a tactic and avoid giving concessions just to cheer them up. Salespeople like to be liked and will often give money away in a negotiation, if the other side appears unhappy.

For example, if you are buying a car avoid saying to the seller things like:

"This is exactly what I'm looking for. I really like the alloy wheels".

Develop a low-key approach. Say things like:

"Well, it may not be exactly what I'm looking for but I might be interested if the price is right".

Copyright © 2008 Jonathan Farrington. All rights reserved

Negotiation - Tactics, Tricks And Threats
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Jonathan Farrington is the CEO of Top Sales Associates and Chairman of The Sales Corporation - based in London and Paris. Jonathan's personal site The JF Consultancy, - www.jonathanfarrington.com - offers a superb range of unique and innovative sales solutions and you can also catch his daily blog at The JF Blogit - www.thejfblogit.co.uk

Negotiation - Understanding Your Sources Of Power

One of the main differences between negotiators is how confident they feel when
negotiating. Typically, the more confident we feel, and the better we are prepared,
the more successful will be the outcome of our negotiations.

Personal power comes from many sources. To build up and increase our confidence
as negotiators we need to step back and analyse the sources of our personal power
and compare them with those of the people with whom we are negotiating.

Power is not absolute. In most negotiating relationships the power balance moves
with time as the negotiation progresses.

Negotiation - Understanding Your Sources Of Power

Here are just a few examples of sources of power:

Information Power:

Information power comes from having knowledge that will influence the outcome of
the negotiation. Planning and research can increase our information power, as can
asking the right questions before we reach the bargaining phase of the negotiation.

Reward Power:

Reward power comes from having the ability to reward the other party in the
negotiation. It could be the power a buyer has to place an order for goods and
services or the power a salesperson has to give good service and solve problems

Coercive Power:

Coercive power is the power to punish. This is seen most commonly in the buyer-
seller relationship, but can be a feature of other types of negotiation.

Situation Power:

Situation power is the power that comes from being in the right place at the right
time. A customer is desperate to place an order and you are the only source of
supply in the short term. Having an effective network and keeping in touch with
what is happening can increase your situation power.

Expertise Power:

Expertise power comes from having a particular skill which you can apply and which
can influence the outcome of the negotiation. Improving negotiation skills helps you
win better deals. Other areas of expertise could also help the outcome of the
negotiation.

And Finally - Referent Power:

Referent power comes from being consistent over time. If people see you as having a clear, consistent strategy as a negotiator, you will increase your referent power.
Having standards that you stick to and being consistent will help to increase your
referent power. In the eighties, Margaret Thatcher wasn't universally popular, but
was respected by many for being consistent in her views and behaviour. In the end
she failed because her approach was too rigid and she was unable to adapt to
changing circumstances.

Copyright © 2007 Jonathan Farrington. All rights reserved

Negotiation - Understanding Your Sources Of Power
Check For The New Release in Health, Fitness & Dieting Category of Books NOW!
Check What Are The Top Cooking Books in Last 90 Days Best Cheap Deal!
Check For Cookbooks Best Sellers 2012 Discount OFFER!
Check for Top 100 Most Popular Books People Are Buying Daily Price Update!
Check For 100 New Release & BestSeller Books For Your Collection

Jonathan Farrington is the Managing Partner of The jfa Group. To find out more about the author, subscribe to his newsletter for dedicated business professionals or to read his weekly blog, visit: http://www.jonathanfarrington.com