When preparing for negotiations, it is necessary to consider what strength we will have at our disposal. Having an advantage allows you to get additional benefits. Often, negotiators refer to the network of contacts, pointing to a person with whom they have already cooperated in the past. Referring to acquaintances can facilitate the course of the meeting, confirming our credibility. On the other hand, having knowledge of a contractor can be extremely useful. If we find out that our partner cares primarily about maintaining the company’s ecological reputation, then we can propose pro-environmental solutions, and in return demand the implementation of our expectations. Not without significance are also the personality traits of the negotiator. Being ambitious, assertive and with high self-esteem, you can effectively resist the manipulation attempt of the other party and reach a satisfactory agreement. Strength in negotiations depends on three things: the position, knowledge and personality of the negotiator.

The position in the negotiations results from the way in which both parties perceive each other – so it is strongly related to perception and creating their own image. If one of the parties perceives his partner as a relentless and uncompromising negotiator, then sitting at the negotiating table, he will be ready to make concessions and reduce his expectations. Therefore, the contractor has an easier task – he will quickly achieve the desired goals.

The position in the negotiations depends on:

• the history of the company represented by negotiators – companies that have been operating on the market for several decades, enjoy greater recognition and trust, so they can dictate their terms,
• the size of the company, its turnover – large players usually achieve more in negotiations with small customers or suppliers,
• monopoly status – companies without competition can dictate the terms of the contract, because the contractor has no choice but to change, for example, the supplier or recipient of its products,
• power held – enterprises that can influence, for example, the decisions of local government, have a greater opportunity to exert pressure on their partner and expect one hundred percent implementation of interests,
• the degree of desperation – those who are in a difficult situation will be more willing to make concessions, 
• the perception of the company’s management board – a competent management board will increase the position of a given company in negotiations,
• providing a unique service – the company becomes a monopolist in a given area, so it can demand the implementation of its expectations in negotiations.

Nowadays, it is information, not money, that allows you to gain more strength in negotiations. It becomes important to achieve an advantage that arises as a result of having access to sensitive data, knowledge of the competition’s offer or knowledge of market mechanisms and current trends among customers.

The strength in negotiations results from the knowledge of negotiators in the field of:

• partner’s proposal,
• competitors’ offers,
• the subject of which is negotiations (e.g. knowledge of the technological process),
• trends in the business environment,
• the negotiation style used by the opponent,
• negotiation techniques.

Reliable data analysis makes it possible to determine the limit of concessions. Knowing your own offer shapes strength in negotiations.

Strength in negotiations also comes from personality traits. People who do not fit into the silhouette of an ideal negotiator have a difficult task, because the lack of appropriate predispositions to conduct talks makes it difficult to obtain a satisfactory agreement. Psychologists point to several personality traits that make it easier to negotiate:

• confidence
• high self-esteem,
• internal sense of control,
• moderate propensity to risk,
• perseverance in pursuit of the goal,
• ambition
• taking responsibility for the decisions taken,
• the ability to listen and formulate their own feelings and thoughts,
• assertiveness
• coping with stress,
• patience and common sense.

Partners subjectively evaluate each other. If negotiators believe that their negotiating forces are comparable, there will be an increase in confidence and a greater propensity for openness. People sitting at the table are more likely to share information about their needs and expectations. Negotiators will not hide behind their positions – it will be possible to work out a solution that will not require making great concessions from negotiating contractors.

Source: https://poradnikprzedsiebiorcy.pl/-kto-wygra-te-negocjacje-czyli-od-czego-zalezy-sila-w-negocjacjach

Projekt otrzymał dofinansowanie z Norwegii poprzez Fundusze Norweskie 2014-2021, w ramach programu „Dialog społeczny – godna praca”.