April 9, 2014 at 11:04[video] How to avoid an unplanned rollback: analysis of 7 real-world negotiation situations
Since the topic of negotiations with customers and colleagues turned out to be interesting to Khabrovsk residents (48,000 video views per week), we decided to continue this topic.
Previous materials:
This time we asked Dmitry Kotkin, the head of the St. Petersburg School of ShiP negotiators, to analyze the situation in more detail. True, the situations are not so simple. More specific, about project work in IT, with difficult customers and colleagues.
We hope you find this useful. Video analysis 7 real situation - under the cut:
Work was carried out at the client - ordinary departure. The bottom line is data correction. 20 o’clock in the evening, the client says: “Well, I’ve gone, now I’ll lock you up so that the data are normal by morning, otherwise I’ll have to submit reports ...” How to react to this?
An employee has been working with a client for a long time - a project of support and sluggish development. The client’s leadership changed (before that, the management didn’t communicate in fact, only with a functional customer), and about a week after that, an employee who gets on the train that evening and goes on vacation calls me (the project manager) with tears “I’m new the gender does not let go until I do as he wants. And he wants nonsense, and to do this nonsense for several days. ” The train was 4 hours away ...
A sales employee did not specify the requirements for equipment and networks and their compliance with the client. The result - it is physically impossible to deliver in the horizon that the client saw (50 workstations in the office + about 30 stores). Specific trading equipment was also layered here - there were no drivers for our system at that time.
Opening a grocery grocery store (20 cash desks - for an understanding of volumes). Due to the fault of the Customer himself - there were problems with space, repairs, electricity, purchase of maintenance ... it was not possible to establish commercial equipment on the spot.
At hour X, the Customer completes the electricity and gives the team of repairmen and the central office for us: so that after 14 hours everything is finished, I say that tomorrow I will open the store for visitors. Aggravating conditions: the date was really spelled out in the contract with our financial responsibility, the customer's obligations were poorly written, there was nothing to cling to.
The customer (tasty, good, with a big name) wants the Nth amount of work. They were evaluated, sent by KP.
When defending KP at a meeting with the Customer (a wide circle of persons with the participation of a person who has the right to sign), the buyer says “so much money has been pledged” - 3.5 times less than we calculated, and obviously does not even cover the cost of the project . But either this way or nothing, because budgets are agreed. Add. introductory - the person who has the right to sign is silent at this moment and “scans” our team with interest.
Resources for preparing projects have already been invested, the project is very interesting and there is a desire to subscribe to it. But you still need to carry out with the declared budget, in extreme cases, with a 10-20% discount. But not at all 3.5 times less.
Usually experienced negotiators in such cases operate on the content of the project. “Do you need 3.5 times cheaper? Let’s then only do items 1,2,7 and 28, and the rest - when the money appears. ” Are there any other recommendations besides truncating the content of the project?
The representative of the Customer invited us to a closed tender, providing entry to it. As part of the preliminary negotiations, he declared his interest as "you do well for the company, I personally do not need anything." As a result, in a closed tender, they encountered other interested parties who pushed their contractor.
Our kung fu turned out to be stronger, the competition was won (although it had to fall below the value we were counting on), the contract was signed. The person who invited us asks for a meeting and reports that there are interests within the company and for the success of the project it is necessary to share ~ 25% of the budget.
In preparing the presentation of the project, all planned costs have already been budgeted, and 25% of the rollback is an unacceptable level of additional. expenses. If you agree, the project is unprofitable. Refuse - no longer possible.
The business of 1C-franchisee is very rigidly typed, formalized and painted with instructions, techniques and bestpractices. In addition, the product structure itself implies “typical implementations” in very similar business situations.
The consultant comes to the organization, and having heard only one key phrase (“For example, I have no goods in the warehouse, but there are pennies left on my card” - a typical situation with a typical solution for accounting) they don’t listen to customers. Because the situation for the consultant is typical, template. But the client is the first, he wants to be heard. And they answer him - give me money, let us go to the computer and do not interfere.
Friends, the analysis of such situations will be included in our new program “Formula of negotiations” , which starts on April 15. Among other things, we are just about to analyze the negotiation situations of the audience there.
Besides the fact that of course we will be glad to see you there, we will also be grateful for the feedback. We plan to analyze the situation according to the algorithm:
How interesting and useful are such reviews? What to add, what to deploy, etc. We will be grateful for the feedback.
Previous materials:
- Management Tools: A Need Formula or How Are We Squeezed?
- [video] 8 ways to resist the formula of need
- [video] How to put a person in place: 10 real questions about pressure in negotiations
- How to become a negotiator - an interview with Dmitry Kotkin
This time we asked Dmitry Kotkin, the head of the St. Petersburg School of ShiP negotiators, to analyze the situation in more detail. True, the situations are not so simple. More specific, about project work in IT, with difficult customers and colleagues.
We hope you find this useful. Video analysis 7 real situation - under the cut:
- “To freedom - with ready reporting!”
- “4 hours to make nonsense to the client”
- “Mission Impossible (with this equipment)”
- “Start work, after 14 hours the opening of the store”
- “Our budget is 3 times less”
- “Unplanned rollback”
- “If you have a hammer in your hands, then everything around you seems like a nail”
Situation “To freedom - with ready reporting”
Work was carried out at the client - ordinary departure. The bottom line is data correction. 20 o’clock in the evening, the client says: “Well, I’ve gone, now I’ll lock you up so that the data are normal by morning, otherwise I’ll have to submit reports ...” How to react to this?
The situation “4 hours to make the client the nonsense that he wants, not realizing that this is nonsense”
An employee has been working with a client for a long time - a project of support and sluggish development. The client’s leadership changed (before that, the management didn’t communicate in fact, only with a functional customer), and about a week after that, an employee who gets on the train that evening and goes on vacation calls me (the project manager) with tears “I’m new the gender does not let go until I do as he wants. And he wants nonsense, and to do this nonsense for several days. ” The train was 4 hours away ...
Situation “Mission Impossible with this equipment”
A sales employee did not specify the requirements for equipment and networks and their compliance with the client. The result - it is physically impossible to deliver in the horizon that the client saw (50 workstations in the office + about 30 stores). Specific trading equipment was also layered here - there were no drivers for our system at that time.
Situation “Start work, after 14 hours the opening of the store”
Opening a grocery grocery store (20 cash desks - for an understanding of volumes). Due to the fault of the Customer himself - there were problems with space, repairs, electricity, purchase of maintenance ... it was not possible to establish commercial equipment on the spot.
At hour X, the Customer completes the electricity and gives the team of repairmen and the central office for us: so that after 14 hours everything is finished, I say that tomorrow I will open the store for visitors. Aggravating conditions: the date was really spelled out in the contract with our financial responsibility, the customer's obligations were poorly written, there was nothing to cling to.
The situation “Our budget is 3 times less”
The customer (tasty, good, with a big name) wants the Nth amount of work. They were evaluated, sent by KP.
When defending KP at a meeting with the Customer (a wide circle of persons with the participation of a person who has the right to sign), the buyer says “so much money has been pledged” - 3.5 times less than we calculated, and obviously does not even cover the cost of the project . But either this way or nothing, because budgets are agreed. Add. introductory - the person who has the right to sign is silent at this moment and “scans” our team with interest.
Resources for preparing projects have already been invested, the project is very interesting and there is a desire to subscribe to it. But you still need to carry out with the declared budget, in extreme cases, with a 10-20% discount. But not at all 3.5 times less.
Usually experienced negotiators in such cases operate on the content of the project. “Do you need 3.5 times cheaper? Let’s then only do items 1,2,7 and 28, and the rest - when the money appears. ” Are there any other recommendations besides truncating the content of the project?
Unplanned Rollback Situation
The representative of the Customer invited us to a closed tender, providing entry to it. As part of the preliminary negotiations, he declared his interest as "you do well for the company, I personally do not need anything." As a result, in a closed tender, they encountered other interested parties who pushed their contractor.
Our kung fu turned out to be stronger, the competition was won (although it had to fall below the value we were counting on), the contract was signed. The person who invited us asks for a meeting and reports that there are interests within the company and for the success of the project it is necessary to share ~ 25% of the budget.
In preparing the presentation of the project, all planned costs have already been budgeted, and 25% of the rollback is an unacceptable level of additional. expenses. If you agree, the project is unprofitable. Refuse - no longer possible.
The situation “If you have a hammer in your hands, then everything around seems like a nail”
The business of 1C-franchisee is very rigidly typed, formalized and painted with instructions, techniques and bestpractices. In addition, the product structure itself implies “typical implementations” in very similar business situations.
The consultant comes to the organization, and having heard only one key phrase (“For example, I have no goods in the warehouse, but there are pennies left on my card” - a typical situation with a typical solution for accounting) they don’t listen to customers. Because the situation for the consultant is typical, template. But the client is the first, he wants to be heard. And they answer him - give me money, let us go to the computer and do not interfere.
In the end
Friends, the analysis of such situations will be included in our new program “Formula of negotiations” , which starts on April 15. Among other things, we are just about to analyze the negotiation situations of the audience there.
Besides the fact that of course we will be glad to see you there, we will also be grateful for the feedback. We plan to analyze the situation according to the algorithm:
- Description of the problem from the point of view of the theory of negotiations (“Colleagues, we are dealing with a diagnosis of No. 100508”)
- The first decision is how to get out of this situation without solving it directly
- The second solution - “coldrex for the negotiator” - is a symptomatic solution to the situation. How to solve the situation overnight / half an hour / standing at the blackboard, etc. May not be a solution in itself, but helps alleviate the suffering of negotiators
- The third solution is transformational. In principle, not applicable “one night, one hour before.” But it shows the student where to move in order not to fall into such situations in principle.
How interesting and useful are such reviews? What to add, what to deploy, etc. We will be grateful for the feedback.