Best 160 quotes in «negotiation quotes» category

Salespeople who think that it’s all about price aren’t required: If it can be sold on the internet at the lowest price, you can take the huge cost of a sales team out of the equation.

Salespeople need to “Earn the right” to become suppliers more than they ever did before.

Salespersons can win most of the negotiation battles with clients if they avoid saying an outright “No” even to impossible requests, pretend that you are trying before you say a “No” The art is to absorb all internal procedures and protocols & never let the insecurities reach the client till the last minute. Let the customer think that you have made the best effort.

Solving the problem means helping the customer to understand why you’re the best person for the job

that those men who at the commencement of a principality have been hostile, if they really need assistance to support themselves, can always be turned into supporters with the greatest ease. They will be tightly bound to serve the prince faithfully because they know it is very necessary for them through their actions to change the bad opinion which the prince had formed of them. Thus the prince always extracts more profit from them than from those who serving him in too much security, may neglect his affairs.

Sasha, the world is full of entities that people cannot negotiate with. But somehow people survive, don’t they?

The hallmark of futile negotiations is that each side regards [an] overarching reality as a problem for the people on the other side of the table, rather than one for everyone at the table.

The key to resolving international conflict with a positive outcome includes looking for a win-win situation, finding common ground, formulating proactive strategies, using effective negotiation and communication, and appreciating cultural differences.

The ability to close sales effectively has never been confined to the last few moments of the conversation.

The most important thing a man has to tell you is what he’s not telling you,” he said. “The most important thing he has to say is what he’s trying not to say.

There isn’t anything I can tell you that you don’t already know,” Melly answered. “Yes, but if we already know it then you’re not telling us anything new,” Bea said, thinking her way through the carriages of fear on the witch’s train of thought, “and if we don’t tell you what we know and what we don’t know, then you won’t know if you’ve actually told us something we don’t know, and what you don’t know we don’t know won’t hurt you.” Melly stared at Bea, her cigarette hanging from her lip in defeat. “Did that make sense?” Joan asked. “Yes,” Melly said slowly, “but it probably shouldn’t have done.

The lesson of this story is clear. The spirit of Sabinus always turns to its enemy for safety. It is not a spirit of self-reliance and strength in adversity. It represents the worst weakness of all: namely, cowardice. Instead of accepting the necessity of battle, Sabinus always sought to negotiate. His method was to trust a deceptive enemy at every turn. The result of such leadership was a disgraceful massacre. This is always the outcome, and will be the outcome for any country that is governed by such a spirit.

The commitment gap is the massive distance between “yes” and “maybe

The salesperson you’d ideally like to be and the salesperson you’d like to encounter as a customer should roughly be the same, shouldn’t they?

There were two elements to look for in any draft: one was the accuracy in reflecting the deal, and the other, its omissions. The difficult part was to find out what had been left out. Frank would start with "what if" and then go through the structure of the draft and see how it worked. . . . The process of asking questions was like playing pinball. He'd run the ball through the maze and see what lit up and what didn't. He would spend ten or fifteen balls through with me, and the agreement would start to take on shape, then three dimensions and life. When its inadequacies showed, he asked the inevitable question: Could we layer on another level of complexity to account for the omissions? Of course.

The thing about negotiations, not to mention the manipulation, is you can't go too far in any direction. Refusing once is good, twice is usually okay but a third is risky. You never know when the third person will stop playing and you end up with nothing.

The trick to negotiation was to hold all the cards going in and, even if you didn't, to try to look as though you did.

The Sun Tzu School Ping-fa Directive. Be strong and continually aware. Manage your strength and that of others. When essential, engage on your terms. Be observant, adaptive, and subtle. Do not lose control. Act decisively. Conclude quickly. Don't Fight!

Under (Lyndon) Johnson, the Senate functions like a Greek tragedy. All the action takes place offstage, before the play begins. Nothing is left for the participants but the enactment of their prescribed roles.

To be on the same page, we need to be in the same book.

We all need salespeople who deliver value that wasn’t there before they arrived.

We all need salespeople who help people with the same enthusiasm shown by a small child describing the best Christmas present EVER

We all need salespeople who understand the problem and can deliver a solution that works brilliantly for both sides.

We all need salespeople with humility, honesty, integrity, empathy and an old-fashioned work ethic that ensures the job gets done.

We cannot negotiate with people who say what's mine is mine and what's yours is negotiable." [The Berlin Crisis: Radio and Television Address to the American People (The White House, July 25, 1961)]

We shall have long meetings where Kiggs agonizes and Glisselda teases him. That's the pattern so far.

When we disagreed, I would state my case, but since Steve could think much faster than I could, he would often shoot down my arguments. So I'd wait a week, marshal my thoughts, and then come back and explain it again. He might dismiss my points again, but I would keep coming back until one of three things happened: (1) He would say "Oh, okay, I get it" and give me what I needed; (2) I'd see that he was right and stop lobbying; or (3) our debate would be inconclusive, in which case I'd just go ahead and do what I had proposed in the first place.

Willingness to meet halfway works well only if we are able to judge distance accurately.

This exchange is what an unconditional surrender sounds like. It is the ultimate form of diplomatic coercion. The city of Berlin had been turned into rubble. The defeated country was at the mercy of its enemy. Coercion was the means by which unconditional surrender was obtained. Under the circumstances, diplomatic prowess was meaningless. Only military superiority mattered. A few hours after the unsuccessful negotiation attempt, Chancellor Joseph Goebbels committed suicide. On the next day, 2 May 1945, Gen. Hans Krebs, Chief of the General Staff (OKH), also committed suicide. The above conversation is noteworthy for two things: (1) The Russian side had the power to exterminate the German side, and (2) there was absolutely no negotiation or diplomacy. Valeriano and Maness would do well to review the conversation between Krebs and Chuikov. In a future war the victorious side will dictate the peace to the defeated side in the exact manner described above. This stems from the nature of modern weapons. Such weapons are made to produce decisive results. They are made to engender capitulation and stop all arguments, all negotiations, all half-measures. Atomic bombs were used on Hiroshima and Nagasaki. The result was the surrender of Japan. Diplomatic power is weak when compared to atomic power. In fact, the illusions of diplomatic power must work against those states that favor negotiation over and above measures strictly undertaken to assure military success.

We all desperately need brilliant sales professionals far more than ever before – to help us, guide us, keep us informed and stop us from making diabolically stupid buying decisions.

We could not have found peace unless the desire for it was already here.

We're fascinated by the words--but where we meet is in the silence behind them.

We usually learn from debates that we seldom learn from debates.

When your pipeline is full – with business coming out of your ears – the notion of people asking for a discount will sound hilarious, because you’ll already be at capacity

Why do customers (and that includes you and me) find it so difficult to recall more than a couple of occasions when they felt that they were treated exceptionally by the salespeople who dealt with them?

You have no position from which to negotiate. Certain things will be done. You will comply willingly, your compliance will be forced, or we will act without you.

You need a team for war, not for negotiation.

You can always turn no into yes, and usually make people happy, but it's a lot harder – sometimes too late - to change yes to no.

Write like you speak with the 'rhythms of human speech,' as William Zinsser said, and in as few words as possible. Use action verbs to carry water.

Your target market are more bothered about whether what you sell will get them promoted, sacked, recognised, accepted, praised or laid.

[9/11] was not meant to be argued with. It wasn't part of any negotiation. No message was intended with it. It spoke for itself, which is unusual.

All training is negotiation, whether you're training dogs or spouses

Anger can be an effective negotiating tool, but only as a calculated act, never as a reaction.

After explaining why you're in trouble, ask the creditor if the company would be willing to accept a smaller amount. Start negotiations at about 30% of the total amount due, with the end goal of paying 50%.

You will only speak of your salary expectations, not your salary history.

Before a negotiation can proceed and be completed, what is outside the scope of negotiation needs to be agreed.

Any seasoned deal maker will tell you that spontaneous negotiation's a bad strategy; the ad hoc approach will leave you ripped-off, busted, conned, stiffed, outsmarted and generally holding the shitty end of the stick.

[During fee negotiations for singing in Vienna:] I'm not interested in money, but it must be more than anyone else gets.

Before you kill something make sure you have something better to replace it with.

Every day's a negotiation and sometimes it's done with guns.