We represent a company that manufactures and exports computers. The potential customer we met proposed an order of 4000 computers at £550 per unit. £550 was suitable for us but quantity seemed to be a little low. Thus, we not only proposed a bigger order, but also a price of £600 per unit. After some indecision, the customer agreed on the condition that the order depended on the transport. About 5% for shipping costs seemed too high to the customer. We have argued that our product was a renowned product worldwide (the manual is available in translation in all main EU and Asian languages).
[...] That is why negotiation is at the center of human activities. What “really matters” does not lie in the main contract but in its appendices. The negotiator must in all circumstances keep for himself a ‘leeway', by providing for ‘overtures' in his speeches and his writings, by interrogative formulations, and even contradictory formulations. The attitude prescribed is that of the ‘assured pacifism' (T.C. KEISER, 1989), requiring a great listening faculty. The customer or buyer must be gradually brought to a creative association, one which is favorable to the two parties, allowing the exploration of new solutions. [...]
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