Persuasive Speech Idea Checklist

A persuasive speech idea has to state a fact, value, or policy in order to get your listeners change their views or to convince them to act or to agree with your opinion and solutions. This checklist will help you turning public speaking ideas into speech topics to persuade and not just to inform.

1. Determine who your listeners are. Because the more controversial your speech topics are the harder you have to convince them.

2. Figure out the social-economic status of your audience. Age, males, females, ethnicity? What is their political, educational, religious status? Do they have background knowledge about the speech topic? What are their needs and interests?

3. Note down why the topic interests you and what your clear opinion is.

4. What is attitude of your public towards your persuasive speech idea? Why do they have to agree or act? Can you make the topic more relevant to them?

5. If you state a Fact Claim then prove that your claim is the best. Why do I think something is true or false? Provide evidence, hard facts, statistics, new figures, illustrations, quotations, definitions.

If you state a Value Claim then appeal to the morality and values of your listeners. Why do I like or dislike something? Why do your listeners have to agree that something is right or wrong, moral or immoral, valuable or worthless? Why do you want to convince them? Offer examples the public will recognize, try to find common ground on related subjects and expert testimonies, and compare your idea with oppositional ideas.

If you state a Policy Claim then persuade that there is a problem and get the audience to agree with your solution. Appeal to human needs, to reason and to emotion. Summarize the present situation, the causes and the negative effects everybody will recognize. Then present your solution to solve the problem.

6. Find out and set the goal of your persuasive speech idea. Formulate it in a single phrase.

Fact claim: I want to persuade that the aging population has negative effects on the economy.

Value claim: I want to persuade that metal detectors in schools violate the rights of students.

Policy claim: I want to persuade the public that arranged marriages should be outlawed.

7. Now turn your goal into an effective persuasive speech idea statement that is clearly identifying your message: The Aging Population Hurts The Economy, Metal Detectors In Schools Violate Students' Rights and Arranged Marriages Should Be Outlawed are examples of catchy persuasive speech idea statements.

Writing an RFP (Request for Proposal)

A while back, a potential client provided me with some general details of the writing work he wanted me to do for his company. Then he asked me to send him a proposal.

Proposal?! I panicked as I tried to confirm with him what he meant by that since I had never done one before, at least not as a freelancer.

I must've not really wanted to pursue this opportunity since I didn't bother to do research or follow up with the company after submitting a contract instead of a proposal. A little time passed, I came across an article on writing RFPs (Request for Proposal). Ding! The light bulb went on. This guy verbally gave me his RFP and wanted a written response.

When a company needs a project to be completed by a contractor or outside source, they write a RFP. This is a formal document describing the project, how the contract companies should respond, how the proposals will be reviewed, and contact information. Often, the company documents the submission guidelines to make it easier for them to compare responses. There are no specific standards or guidelines for creating the RFP, but government agencies usually strict standards they follow when conducting the proposal process.

Outside companies read the RFP and write a proposal (a bid) explaining how they can best provide and meet those needs. When writing the proposal, the company should closely follow the guidelines established in the RFP to avoid being removed from consideration for the potential project.

A typical proposal contains:

• Executive summary - summary of the entire proposal
• Statement of need - why project is necessary
• Project description - How project will be implemented and evaluated
• Organization information
• Project schedule
• Budget
• Conclusion

My situation was an informal version of all this. The client gave me a high level overview of what I might do for him. If I knew then what I know now, I would've written up a description of the client's needs and how I would complete the work in meeting those needs.

Small businesses would likely do a proposal in between the one I got and the complex government required ones. Most small businesses will be prompted to write a proposal when approaching a client. The client may ask you to submit a proposal outlining what you can do for them. In this case, write a proposal including the elements of a typical proposal and keep it short and to the point especially if the client is not a large company.

There are examples of RFPs and responses peppered throughout the Web, but which one you can learn from depends on the type of work involved. A proposal can be two pages or as big as a book. Rely on your favorite search engine and do the research to create an unbeatable proposal.

How Much Are You Worth: Consulting Fees

How much is your time and expertise worth? Its the age old challenge for consultants: how much do I bill my clients? Sadly, there is no set in stone answer, however, here are some tips that will help you establish your rates.

First, lets look at your client's needs. Why are they hiring an outside consultant, when they have employees? There are several reasons why your client is interested in hiring you as a consultant:

a) third party opinion - employees know where their bread is buttered, so they are less inclined to go against the current direction of the company. As an outsider, there is no concern with offering a different opinion. Your independent opinion can provide a much needed, focused perspective your client's company needs.

b) you are cheaper - this is what is normally the hardest for new consultants to understand. How can you command $75/hr when your client has reps working for $20/hr. It normally ends up with the consultant charging a lower rates. No more!

The employee:
$20.00 Hourly rate
$ 7.00 Fringe Benefits @ 35%
$10.00 Overhead rate at 50% (computers, office space etc)
$37.00 Total effective pay rate

Hours per year: 2080... Annual salary $76960

The contractor:
$75.00 Hourly rate

Hours per year: 480 (12 weeks, 3 months worth of work).... Cost of completing the project: $36000

Your client gets the project completed quicker, and you end up saving them over 50%.

c) expertise in a specific area - you clearly can bring something that no other person on their team can. That's why they called you. As the expert in your chosen field, you can meet your clients needs with quickness and efficiency.

d) motivated to get job done on time, and likely, on budget - your work becomes your reputation. If you take too long, or go over budget, you wont see any future business from your client. However, provide the customer with what they need, under promise and over deliver, and not only will you retain your client for future business, you will get referrals. That's motivation that no employee has.

Now that you know what is motivating your client, you have the groundwork to start to establish your rates. As show in the second reason for hiring a consultant, while your hourly rate may appear to be more than their employees, it actually works out to be less expensive. Any fears or unease that you have in commanding a hire rate than their employees should now be eased. However, how much more can you charge?

Who is your competition?
Establish what their rates are, and then confirm what can they offer. Can you honestly provide more services, better customer service and come under budget or on time? If your competitors can provide more than you, you'll find that you may only be able to compete with a lower rate. However, if you can offer more, and have the proven results to back up that claim, you can justify a higher rate.

One key factor to remember is that if you charge a lower rate than your customer, you open yourself up to clients who will demand more of your time (it doesn't cost them as much as your competition). This may lead to finishing projects past due and scheduling conflicts with other clients. So while you may be able to charge an extra $40 per hour for example, you may end up losing clients, and worse, having client demands cut into your personal time.

If you bill a higher rate, you may surprisingly find that you get better clients, and more referrals. If you can justify a higher rate, your clients will be very specific with you in terms of what their needs are (saving you time). Clients who are willing to pay a higher rate, will referral other clients who are willing to pay a higher rate.

Your rate will impact the amount of business you receive. One term successful consultants learn very early is to understand the concept of value billing. Instead of billing by the hour (which many of your clients will be leery of), consider billing by the project.

By negotiating an amount the client will pay based on the project, you can establish milestones at which payments will be made, and provide added motivation to get the job done and the client signed off quicker. If the project is going to take you 10 hours, consider negotiating an amount for 1.5 to 2x your normal hourly rate. If you get the job done in 5 hours, you get paid the full amount, not for 5 hours. The client is happy because they know what the cost ceiling is, and most importantly, the project is delivered early.

Another benefit of value billing is that you can set up milestones whereby you can get paid. If you advise your client that the project will be completed in say, 6 weeks, and comprise of 3 phases, you can receive payment from them when each phase is complete. Finish early, you get paid early and your client is happy. Finish behind schedule and your client isnt paying for work that isn't complete yet.

This method helps to improve your cash flow. This is key for any self employed consultant.

So, how much are you worth now?

Cross Cultural Negotiations

Cross cultural negotiation is one of many specialized areas within the wider field of cross cultural communications. By taking cross cultural negotiation training, negotiators and sales personnel give themselves an advantage over competitors.

There is an argument that proposes that culture is inconsequential to cross cultural negotiation. It maintains that as long as a proposal is financially attractive it will succeed. However, this is a naïve way of approaching international business.

Let us look at a brief example of how cross cultural negotiation training can benefit the international business person:

There are two negotiators dealing with the same potential client in the Middle East. Both have identical proposals and packages. One ignores the importance of cross cultural negotiation training believing the proposal will speak for itself. The other undertakes some cross cultural training. He/she learns about the culture, values, beliefs, etiquette and approaches to business, meetings and negotiations. Nine times out of ten the latter will succeed over the rival.

This is because 1) it is likely they would have endeared themselves more to the host negotiation team and 2) they would be able to tailor their approach to the negotiations in a way that maximises the potential of a positive outcome.

Cross cultural negotiations is about more than just how foreigners close deals. It involves looking at all factors that can influence the proceedings. By way of highlighting this, a few brief examples of topics covered in cross cultural negotiation training shall be offered.

Eye Contact : In the US, UK and much of northern Europe, strong, direct eye contact conveys confidence and sincerity. In South America it is a sign of trustworthiness. However, in some cultures such as the Japanese, prolonged eye contact is considered rude and is generally avoided.

Personal Space & Touch: In Europe and North America, business people will usually leave a certain amount of distance between themselves when interacting. Touching only takes place between friends. In South America or the Middle East, business people are tactile and like to get up close. In Japan or China, it is not uncommon for people to leave a gap of four feet when conversing. Touching only takes place between close friends and family members.

Time: Western societies are very ‘clock conscious’. Time is money and punctuality is crucial. This is also the case in countries such as Japan or China where being late would be taken as an insult. However, in South America, southern Europe and the Middle East, being on time for a meeting does not carry the same sense of urgency.

Meeting & Greeting: most international business people meet with a handshake. In some countries this is not appropriate between genders. Some may view a weak handshake as sign of weakness whereas others would perceive a firm handshake as aggressive. How should people be addressed? Is it by first name, surname or title? Is small talk part of the proceedings or not?

Gift-Giving: In Japan and China gift-giving is an integral part of business protocol however in the US or UK, it has negative connotations. Where gifts are exchanged should one give lavish gifts? Are they always reciprocated? Should they be wrapped? Are there numbers or colours that should be avoided?

All the above in one way or another will impact cross cultural negotiation and can only be learnt through cross cultural training. Doing or saying the wrong thing at the wrong time, poor communication and cross cultural misunderstandings can all have harmful consequences.

Cross cultural negotiation training builds its foundations upon understanding etiquettes and approaches to business abroad before focusing on cross cultural differences in negotiation styles and techniques.

There are three interconnected aspects that need to be considered before entering into cross cultural negotiation.

The Basis of the Relationship: in much of Europe and North America, business is contractual in nature. Personal relationships are seen as unhealthy as they can cloud objectivity and lead to complications. In South America and much of Asia, business is personal. Partnerships will only be made with those they know, trust and feel comfortable with. It is therefore necessary to invest in relationship building before conducting business.

Information at Negotiations: Western business culture places emphasis on clearly presented and rationally argued business proposals using statistics and facts. Other business cultures rely on similar information but with differences. For example, visual and oral communicators such as the South Americans may prefer information presented through speech or using maps, graphs and charts.

Negotiation Styles: the way in which we approach negotiation differs across cultures. For example, in the Middle East rather than approaching topics sequentially negotiators may discuss issues simultaneously.

South Americans can become quite vocal and animated. The Japanese will negotiate in teams and decisions will be based upon consensual agreement. In Asia, decisions are usually made by the most senior figure or head of a family. In China, negotiators are highly trained in the art of gaining concessions. In Germany, decisions can take a long time due to the need to analyse information and statistics in great depth. In the UK, pressure tactics and imposing deadlines are ways of closing deals whilst in Greece this would backfire.

Clearly there are many factors that need to be considered when approaching cross cultural negotiation. Through cross cultural negotiation training, business personnel are given the appropriate knowledge that can help them prepare their presentations and sales pitches effectively. By tailoring your behaviour and the way you approach the negotiation you will succeed in maximising your potential.

The Art of Negotiation in 535 words

I want to get better at negotiation, but where to start? UK Amazon currently has 2332 books on negotiation. Google indexed nearly 4 million relevant (yeah right) pages. All I need is a simple, straightforward model that I can put to use now.

Phased by the glut of information, I went within and remembered the wise teachings from a senior manager in my early working life. So, come closer, listen up, because he was very wise indeed…

He said “Do you know your LIMits?”

“My what? said I cautiously, wondering if he was asking about my drinking capacity, driving speed or something equally off the wall.

Being worldlier than I, he noticed my confusion and helped me out.

“Lyndsay, if you want to be successful in life, you need to know your LIMits. Let me explain. What would you Like to have? What do you Intend to have? What Must you have? What are your LIMit’s?”

Slowly it dawned on me that he was talking the strange management language of mnemonics.

He wrote down the word for me like this.

L
I
M
I
T
S

And next to the letters he wrote

L – like to have: your number 1, top of the pile, best outcome
I – intend to have: your realistic, shoot for the stars but reach the moon outcome
M – must have: your bottom line. Deal is off if this is not met.

(The I,T and S are irrelevant, just convenient additions to prevent asking what your LIM are!)

Testing the Theory

And so ended his lesson. Off I scampered like the eager young graduate I was, itching to put this into practice. Thinking about a possible secondment opportunity I wrote the following:

Like – 10% bonus, new laptop, mentoring with new senior manager
Intend – 5% bonus, attendance at special course, return to new job after secondment
Must – same pay, relocation expenses paid, credit in my appraisal

The final deal I struck landed somewhere between Like and Intend, with a few perks I had not even considered, so I felt it was a success.

Why Negotiation Works

There are a couple of reasons why simple models are useful but often forgotten.

The LIMits negotiation model encourages flexible thinking in that there are 3 potential good outcomes. Compare this with the most common alternative - success or failure – and you can see there is only 1 measly good outcome. You don’t have to be a gambling pro to work out which approach is best! The secret of the LIMits model is if you don’t meet all the criteria for success, then the opposite is not failure, just a different outcome.

The other benefit of using the LIMits negotiation model is it forces you to prepare, gaining you vital spare capacity when you are in the thick of the negotiation. You will be clear about your position and better able to get that across.

Information overload

As I demonstrated, simple models are forgotten because we seek out newer, shinier ideas in books, the internet or from other sources. Reduce information overload by re-using what you already know or recycling an old idea into one that works today. Old knowledge is not always redundant.

So, negotiate that new job, better deal or contract. All you need is to know your LIMits.

Basic Principles Make You A Smarter Negotiator

The way that you conduct yourself in a negotiation can dramatically the outcome. I've been teaching negotiating to business leaders throughout North America since 1982 and I've distilled this down to five essential principles. These principles are always at work for you and will help you smoothly get what you want:

Get the Other Side to Commit First

Power Negotiators know that you're usually better off if you can get the other side to commit to a position first. Several reasons are obvious:

Their first offer may be much better than you expected.

It gives you information about them before you have to tell them anything.

It enables you to bracket their proposal. If they state a price first, you can bracket them, so if you end up splitting the difference, you'll get what you want. If they can get you to commit first, they can then bracket your proposal. Then if you end up splitting the difference, they get what they wanted.

The less you know about the other side or the proposition that you're negotiating, the more important the principle of not going first becomes. If the Beatles' manager Brian Epstein had understood this principle he could have made the Fab Four millions more on their first movie. United Artists wanted to cash in on the popularity of the singing group but was reluctant to go out on a limb because United Artists didn't know how long the Beatles would stay popular. They could have been a fleeting success that fizzled out long before their movie hit the screens. So they planned it as an inexpensively made exploitation movie and budgeted only $300,000 to make it. This was clearly not enough to pay the Beatles a high salary. So United Artists planned to offer the Beatles as much as 25 percent of the profits. The Beatles were such a worldwide sensation in 1963 that the producer was very reluctant to ask them to name their price first, but he had the courage to stay with the rule. He offered Epstein $25,000 up front and asked him what percentage of the profits he thought would be fair. Brian Epstein didn't know the movie business and should have been smart enough to play Reluctant Buyer and use Good Guy/Bad Guy. He should have said, "I don't think they'd be interested in taking the time to make a movie, but if you'll give me your very best offer, I'll take it to them and see what I can do for you with them." Instead, his ego wouldn't let him play dumb, so he assertively stated that they would have to get 7.5 percent of the profits or they wouldn't do it. This slight tactical error cost the group millions when the director Richard Lester, to every one's surprise, created a brilliantly humorous portrait of a day in the group's life that became a worldwide success.

If both sides have learned that they shouldn't go first, you can't sit there forever with both sides refusing to put a number on the table, but as a rule you should always find out what the other side wants to do first.

Act Dumb, Not Smart

To Power Negotiators, smart is dumb and dumb is smart. When you are negotiating, you're better off acting as if you know less than everybody else does, not more. The dumber you act, the better off you are unless your apparent I.Q. sinks to a point where you lack any credibility. There is a good reason for this. With a few rare exceptions, human beings tend to help people that they see as less intelligent or informed, rather than taking advantage of them. Of course there are a few ruthless people out there who will try to take advantage of weak people, but most people want to compete with people they see as brighter and help people they see as less bright. So, the reason for acting dumb is that it diffuses the competitive spirit of the other side. How can you fight with someone who is asking you to help them negotiate with you? How can you carry on any type of competitive banter with a person who says, "I don't know, what do you think?" Most people, when faced with this situation, feel sorry for the other person and go out of their way to help him or her.

Do you remember the TV show Columbo? Peter Falk played a detective who walked around in an old raincoat and a mental fog, chewing on an old cigar butt. He constantly wore an expression that suggested he had just misplaced something and couldn't remember what it was, let alone where he had left it. In fact, his success was directly attributable to how smart he was-by acting dumb. His demeanor was so disarming that the murderers came close to wanting him to solve his cases because he appeared to be so helpless.

The negotiators who let their egos take control of them and come across as a sharp, sophisticated negotiator commit to several things that work against them in a negotiation. These include being the following:

A fast decision-maker who doesn't need time to think things over.

Someone who would not have to check with anyone else before going ahead.

Someone who doesn't have to consult with experts before committing.

Someone who would never stoop to pleading for a concession.

Someone who would never be overridden by a supervisor.

Someone who doesn't have to keep extensive notes about the progress of the negotiation and refer to them frequently.

The Power Negotiator who understands the importance of acting dumb retains these options:

Requesting time to think it over so that he or she can thoroughly think through the dangers of accepting or the opportunities that making additional demands might bring.

Deferring a decision while he or she checks with a committee or board of directors.

Asking for time to let legal or technical experts review the proposal.

Pleading for additional concessions.

Using Good Guy/Bad Guy to put pressure on the other side without confrontation.

Taking time to think under the guise of reviewing notes about the negotiation.

I act dumb by asking for the definitions of words. If the other side says to me, "Roger, there are some ambiguities in this contract," I respond with, "Ambiguities . . .ambiguities . . . hmmm, you know I've heard that word before, but I'm not quite sure what it means. Would you mind explaining it to me?" Or I might say, "Do you mind going over those figures one more time? I know you've done it a couple of times already, but for some reason, I'm not getting it. Do you mind?" This makes them think: What a klutz I've got on my hands this time. In this way, I lay to rest the competitive spirit that could have made a compromise very difficult for me to accomplish. Now the other side stops fighting me and starts trying to help me.

Be careful that you're not acting dumb in your area of expertise. If you're a heart surgeon, don't say, "I'm not sure if you need a triple by-pass or if a double by-pass will do." If you're an architect, don't say, "I don't know if this building will stand up or not."

Win-win negotiating depends on the willingness of each side to be truly empathetic to the other side's position. That's not going to happen if both sides continue to compete with each other. Power Negotiators know that acting dumb diffuses that competitive spirit and opens the door to win-win solutions.

Think in Real Money Terms but Talk Funny Money

There are all kinds of ways of describing the price of something. If you went to the Boeing Aircraft Company and asked them what it costs to fly a 747 coast to coast, they wouldn't tell you "Fifty-two thousand dollars." They would tell you eleven cents per passenger mile.

Sales-people call that breaking it down to the ridiculous. Haven't we all had a real estate salesperson say to us at one time or another, "Do you realize you're talking $.35 a day here? You're not going to let $.35 a day stand between you and your dream home are you?" It probably didn't occur to you that $.35 a day over the 30-year life of a real estate mortgage is more than $7,000. Power Negotiators think in real money terms.

When that supplier tells you about a $.05 increase on an item, it may not seem important enough to spend much time on. Until you start thinking of how many of those items you buy during a year. Then you find that there's enough money sitting on the table to make it well worth your while to do some Power Negotiating.

I once dated a woman who had very expensive taste. One day she took me to a linen store in Newport Beach because she wanted us to buy a new set of sheets. They were beautiful sheets, but when I found out that they were $1,400, I was astonished and told the sales clerk that it was the kind of opulence that caused the peasants to storm the palace gates.

She calmly looked at me and said, "Sir, I don't think you understand. A fine set of sheets like this will last you at least 5 years, so you're really talking about only $280 a year." Then she whipped out a pocket calculator and frantically started punching in numbers. "That's only $5.38 a week. That's not much for what is probably the finest set of sheets in the world."

I said, "That's ridiculous."

Without cracking a smile, she said, "I'm not through. With a fine set of sheets like this, you obviously would never sleep alone, so we're really talking only 38 cents per day, per person." Now that's really breaking it down to the ridiculous.

Here are some other examples of funny money:

Interest rates expressed as a percentage rather than a dollar amount.

The amount of the monthly payments being emphasized rather than the true cost of the item.

Cost per brick, tile, or square foot rather than the total cost of materials.

An hourly increase in pay per person rather than the annual cost of the increase to the company.

Insurance premiums as a monthly amount rather than an annual cost.

The price of land expressed as the monthly payment.

Businesses know that if you're not having to pull real money out of your purse or pocket, you're inclined to spend more. It's why casinos the world over have you convert your real money to gaming chips. It's why restaurants are happy to let you use a credit card although they have to pay a percentage to the credit card company. When I worked for a department store chain, we were constantly pushing our clerks to sign up customers for one of our credit cards because we knew that credit card customers will spend more and they will also buy better quality merchandise than a cash customer. Our motivation wasn't entirely financial in pushing credit cards. We also knew that because credit card customers would buy better quality merchandise, it would satisfy them more, and they would be more pleased with their purchases.

So, when you're negotiating break the investment down to the ridiculous because it does sound like less money, but learn to think in real money terms. Don't let people use the Funny Money Gambit on you.

Concentrate on the Issues

Power Negotiators know that they should always concentrate on the issues and not be distracted by the actions of the other negotiators. Have you ever watched tennis on television and seen a highly emotional star like John McEnroe jumping up and down at the other end of the court. You wonder to yourself, "How on Earth can anybody play tennis against somebody like that? It's such a game of concentration, it doesn't seem fair."

The answer is that good tennis players understand that only one thing affects the outcome of the game of tennis. That's the movement of the ball across the net. What the other player is doing doesn't affect the outcome of the game at all, as long as you know what the ball is doing. So in that way, tennis players learn to concentrate on the ball, not on the other person.

When you're negotiating, the ball is the movement of the goal concessions across the negotiating table. It's the only thing that affects the outcome of the game; but it's so easy to be thrown off by what the other people are doing, isn't it?

I remember once wanting to buy a large real estate project in Signal Hill, California that comprised eighteen four-unit buildings. I knew that I had to get the price far below the $1.8 million that the sellers were asking for the property, which was owned free and clear by a large group of real estate investors. A real estate agent had brought it to my attention, so I felt obligated to let him present the first offer, reserving the right to go back and negotiate directly with the sellers if he wasn't able to get my $1.2 million offer accepted.

The last thing in the world the agent wanted to do was present an offer at $1.2 million-$600,000 below the asking price-but finally I convinced him to try it and off he went to present the offer. By doing that, he made a tactical error. He shouldn't have gone to them; he should have had them come to him. You always have more control when you're negotiating in your power base than if you go to their power base.

He came back a few hours later, and I asked him, "How did it go?" "It was awful, just awful. I'm so embarrassed." He told me. "I got into this large conference room, and all of the principals had come in for the reading of the offer. They brought with them their attorney, their CPA, and their real estate broker. I was planning to do the silent close on them." (Which is to read the offer and then be quiet. The next person who talks loses in the negotiations.) "The problem was, there wasn't any silence. I got down to the $1.2 million and they said, 'Wait a minute. You're coming in $600,000 low? We're insulted." Then they all got up and stormed out of the room.

I said, "Nothing else happened?"

He said, "Well, a couple of the principals stopped in the doorway on their way out, and they said: 'We're not gonna come down to a penny less than $1.5 million.' It was just awful. Please don't ever ask me to present an offer that low again."

I said, "Wait a minute. You mean to tell me that, in five minutes, you got them to come down $300,000, and you feel bad about the way the negotiations went?"

See how easy it is to be thrown off by what the other people are doing, rather than concentrating on the issues in a negotiation. It's inconceivable that a full-time professional negotiator, say an international negotiator, would walk out of negotiations because he doesn't think the other people are fair. He may walk out, but it's a specific negotiating tactic, not because he's upset.

Can you imagine a top arms negotiator showing up in the White House, and the President saying, "What are you doing here? I thought you were in Geneva negotiating with the Russians."

"Well, yes, I was, Mr. President, but those guys are so unfair. You can't trust them and they never keep their commitments. I got so upset, I just walked out." Power Negotiators don't do that. They concentrate on the issues, not on the personalities. You should always be thinking, "Where are we now, compared to where we were an hour ago or yesterday or last week?" Secretary of State Warren Christopher said, "It's okay to get upset when you're negotiating, as long as you're in control, and you're doing it as a specific negotiating tactic." It's when you're upset and out of control that you always lose.

That's why salespeople will have this happen to them. They lose an account. They take it into their sales manager, and they say, "Well, we lost this one. Don't waste any time trying to save it. I did everything I could. If anybody could have saved it, I would have saved it."

So, the sales manager says, "Well, just as a public relations gesture, let me give the other side a call anyway." The sales manager can hold it together, not necessarily because he's any brighter or sharper than the salesperson, but because he hasn't become emotionally involved with the people the way the salesperson has. Don't do that. Learn to concentrate on the issues.

Always Congratulate The Other Side

When you're through negotiating, you should always congratulate the other side. However poorly you think the other person may have done in the negotiations, congratulate them. Say, "Wow-did you do a fantastic job negotiating that. I realize that I didn't get as good a deal as I could have done, but frankly, it was worth it because I learned so much about negotiating. You were brilliant." You want the other person to feel that he or she won in the negotiations.

One of my clients is a large magazine publishing company that has me teach Power Negotiating to its sales force. When I was telling the salespeople how they should never gloat in a negotiation, the founder of the company jumped to his feet and said, "I want to tell you a story about that." Very agitated, he went on to tell the group, "My first magazine was about sailing, and I sold it to a huge New York magazine publisher. I flew up there to sign the final contract, and the moment I signed it and thanked them, they said to me, 'If you'd have been a better negotiator, we would have paid you a lot more.' That was 25 years ago and it still burns me up when I think about it today. I told them that if they had been better negotiators, I would have taken less." Let me ask you something. If that magazine publisher wanted to buy another one of his magazines, would he start by raising the price on them? Of course he would. However harmless it may seem, be sensitive to how you're reacting to the deal. Never gloat and always congratulate.

When I published my first book on negotiating a newspaper reviewed it and took exception to my saying that you should always congratulate, saying that it was manipulative to congratulate the other side when you didn't really think that they had won. I disagree. I look upon it as the ultimate in courtesy for the conqueror to congratulate the vanquished. When the British army and navy went down the Atlantic to recapture the Falkland Islands from the Argentineans, it was quite a rout. Within a few days, the Argentine navy lost most of its ships and the victory for the English was absolute. The evening after the Argentinean admiral surrendered, the English admiral invited him on board to dine with his officers and congratulated him on a splendid campaign.

Power Negotiators always want the other parties thinking that they won in the negotiations. It starts by asking for more than you expect to get. It continues through all of the other Gambits that are designed to service the perception that they're winning. It ends with congratulating the other side.

If you let these five principles guide your conduct when you're negotiating, they will serve you well and help you become a Power Negotiator.

Business: Keys To Negotiating Well

Whether it's buying a car, asking for a pay rise, saying 'no' to a friend or renting an apartment - at some stage in our lives we all are going to need to know how to negotiate. Yet, so few of us know the basic skills before embarking on life changing purchases or decisions! These 8 keys will assist you negotiate well.

1. Know the outcome you want.
Do you want a win-win outcome where both parties benefit? Or a win-lose outcome where someone (presumably the other party) is not happy with the result?

It is important you know what type of outcome you want because that will affect the long term relationship you have with the other party. Win-win outcomes are beneficial where you have an ongoing relationship. For example, when you negotiate a pay rise, you don't want your boss to feel he/she is the 'loser'. However, if you are buying a car from a car lot, you may not be so concerned about whether the car salesperson feels as though they 'won' in the negotiation!

2. Know your 'position'.
How important is this deal to you? How much do you need it? Could you walk away from the deal? What alternatives do you have? What is your "bottom line" and what (if anything) are you prepared to concede? You should not start negotiating until you have thought through and considered all of the consequences for all of the different outcomes that may eventuate.

3. Know your counterpart's 'position'.
Try to work out what is important to them in the deal. When you know that you have an advantage. Try not to reveal what is important to you! Keep a poker face and play your cards close to your chest.

4. Work out different scenarios ahead of time.
Being caught by surprise will NOT strengthen your position! Think through all the different possibilities which may eventuate and plan for each and every one of them. It is useful to brainstorm and write down on a piece of paper what could possibly happen. For example, if they said, "XYZ" - I would respond with, "ABC". This way you can be prepared for just about anything that may happen.

5. Know yourself.
Know your own weaknesses. If you are a more gentle personality your natural aversion to conflict may toss you into concessions that aren't necessary! If this is you, learn about yourself and take counter action. If you are overly stubborn and never give way to minor points, know this about yourself. Your stubbornness, holding out for 100% your own way, may cause you to lose a really great deal!

6. Back up your position with logic.
If you negotiate from a purely emotional position, emotion will sway you from your position. Fear of loss, sense of failure, conflict, pressure, sentiment! All can be applied to sway you from sticking to what you really want. When negotiating for a pay rise know what similar companies are paying for similar work. When placing an offer on a house substantiate your lower offer with the costs of repaving the driveway, renovating the bathroom, retiling the entrance….or whatever you see needs doing. This is a much stronger position than plucking a number out of thin air!

7. Work out what you can concede.
Find something in the deal that for you will not be important but for your counterpart may be of significance. This will be like gold to you! A 'sweetener' can be what clinches the bargain in your favour. You will need to be poker faced and pretend this is a big deal to concede! Save this item for the final offer you make.

8. Have an exit strategy.
If everything goes against you, you will be saved by your contingency planning! If you don't feel in control, stop talking. Immediately!!! Make sure you are listening to the other person. If you are doing most of the talking the chances are you are doing most of the conceding. Offer to break the meeting and reconvene at another time when you have been able to consider what has already been put forward.

Skillful negotiation takes time and practice. Armed with these basic skills it doesn't matter how reticent you may feel towards negotiating an outcome you want! By applying these keys you will be well positioned to improve your negotiation skills and feel more empowered when approaching tricky situations.

How to Negotiate Effectively

You may be thinking, "Gary, I am a mom, housewife, or stay-at-home dad, so why do I need to know how to negotiate effectively?"

I'm glad you asked.

The truth is everyone needs to negotiate. Surprisingly, almost everything we do the moment we get up in the morning until we go to bed involves some type of "negotiating".

I know, you are saying that I have lost my mind, but no, seriously, we do negotiate –continuously.

Let's say, you are 18 years old, live with your parents, yet work. So, you wake up at 6 am, and begin a negotiation with your younger brother, who is already in the very bathroom that you need in order to take a shower and get ready for work.

To avoid arriving late to work, you quickly offer to pay $5.00 to him to leave the bathroom immediately so that you can take a shower.

Next, you head into the kitchen to negotiate with your mother over your preference for orange juice and toast for breakfast, while she is counter-negotiating a complete meal of oatmeal, eggs, milk, and sausage.

Who wins this negotiation is anyone's guess.

The point is that all of us constantly negotiate. For example, we negotiate – or should -- with our car mechanic to lessen the cost of maintenance and repairs.

Soooo …. to help you succeed in your negotiations, I have prepared this special article that will outline the tools and knowledge you need to succeed.

First, you need to know “what is a negotiation.” Simply put, it is the exchange of ideas with the intention of changing relationships, agreements, or viewpoints.

Negotiation requires …

1. Calmness
2. Understanding of people
3. Preparation before the negotiation (preferably written)
4. Strategy for success (you need to know what the other side wants from the negotiation)

Remember that negotiation requires that you give something of perceived value in order to receive something of value.

Negotiation may be giving up something today for a later advantage.

Here is a short list of non-aggressive negotiation strategies:

Know what you want

Know what the other side wants

Note the "feelings" of your opponent

Verbally accept the opponent's viewpoint

Give your opinion and ask for opponent's opinion

Give positive comments and ask for positive comments

Respect differences of opinion

Verbally express "how" the two sides are similar

Strive to reach “mutual” benefits

Build a strong relationship for future negotiations

Be sure to note …

…the tone of your voice.

…how you pronounce your words.

…your own body language.

…your opponent's body language.

Finally, remember that you should always keep the relationship positive so that you can return and negotiate another day.

National and Cultural Negotiation Style

Cultural and national negotiation styles reflect communication behaviors and the priorities of that culture. Priorities such as trust, teamwork, non-confrontational situations, and openness are all along a sliding scale with each culture. The communication behaviors of each culture reflect these priorities and can dictate how a culture will engage in negotiations. Often, Japanese and other Asian negotiators will plan a social event and dinner before any real negotiations occur. Likewise, Americans place an emphasis on taking clients out to dinner and a round of golf. Engaging in this type of activity builds trust and opens the line of communication between the two parties. Using persuasive techniques to “connect” with another person can lead to trust and the sense of a relationship being built. The negotiation styles of these two cultures mesh well, thus allowing them to understand the priorities of each other’s culture.

Once a relationship has been built on trust, the negotiators can begin sharing information. This level of openness is highly dependant on the level of openness for that country. This stage in negotiations require each party to fulfill their end of reciprocation – which can sometimes make one party feel like they are being confronted - but if done correctly can develop “quick trust” (Brett, 207). Quick Trust develops when two groups share information and allow the other party to see their weak side. Obviously developing trust is important, however some cultures simply may not be comfortable with divulging information quickly.

Getting Down to business: Using Culture to Persuade Arguably one of the most important factors in negotiation is an understating of the culture in which you are engaging in negotiations. Cultures vary in their openness and in the time that business in conducted. Terms of agreements should be taken into consideration; for example, Italy has a 90-day billing cycle versus the “normal” USA 30-billing cycle. These cultural norms are very important for understanding how to succeed in negotiating on a global scale. Building relationships is the key for building trust among partners or potential clients. Trust can become an all encompassing factor when it comes time to make a final decision, the understanding of what is expected and following through will allow negotiations to flow smoothly.

The Art of Haggling

Did you know that at one time in this country that there were no fixed prices on anything. You would go into a store and find an item you needed then you would begin the process of negotiating the price. This might seem foreign to us today, but it use to be the rule. In a later article I'll talk more about the history of price negotiation in this country, but today I want to give you some pointers about how to negotiate well.

To begin with you can negotiate the price on just about any item today. You would be surprised at just how many stores will gladly talk to you about a price reduction, but before we get to the techniques of negotiation,we need to remember some simple rules of negotiation.

First never negotiate the price of an item that you do not intend on buying. It is unfair to the seller and to other shoppers who are serious about a purchase. Secondly, be reasonable and not greedy. The seller needs to make a profit to stay in business so don't make outrageous price reduction demands. He will be easier to work with if he believes that you are being fair and not just trying to cheat him. Thirdly, please be patient and courteous at all times. Remember that your goal is to get the best deal you can, so go slow enough that the seller believes that you really care about the item in question.

Now on to the techniques of negotiating. If you take my advice and go slow, this part will be much earier. Ask the seller about the item and let him tell you what he knows. Show genuine interest in the item and if you are not all that interested after he has told you about it, then thank him for his time and dismiss yourself. Most sellers will appreciate this approach more than an abrupt exit and also remember to always ask for some type of card so you can be sure of who you talked to should you want to see the item again. If after he has shown you the item and you are still interested, then clarify the asking price.

Occasionally the seller will allow for a modest discount with as simple a request as "Is that the lowest that you can go" on your part. If the seller offers a price reduction and it is suitable to you, then complete the transaction and leave. Should the seller need for someone else to approve a price reduction, then wait patiently for them to arrive.

Do not appear to be impatient or irritated. When the person arrives who can give you a price reduction, be sure to immediately thank them for taking their time to help you. Ask them about the item and remember they are not aware of what you have discussed with the other person. So do not assume they are aware of what you are requesting. Do not use complaints as the basis of your request and use the same approach as you did with the other person. If a price can be agreed to, then you leave happy and they have made a sale.

But let's say that you are unable to get the reduction you desire, then thank them for their help and ask if the item may be available at a lower price in the future. This lets them know that you are interested in the item and not just trying to get something for nothing. Finally remember that not all attempts will be successful and you do not have to get a reduction on everything you buy. So pick your items carefully and be consistent. You'll be surprised at just how many things can be purchased for a reduced price. I hope you the best of luck in the future as you use these simple rules.

Negotiating Skills: Ask For More Than You Expect To Get

It creates some negotiating room, and you might just get what you’re asking for.

Whether playing the role of buyer or seller in a sales transaction, asking for more than you expect to get is a classic opening position in negotiations.

In the audio book, “Sound Advice on Negotiating Skills,” author Roger Dawson says, “Henry Kissinger called this the key to success at the bargaining table.” It’s simple, notes Dawson, but there are many profound reasons for doing it.

“It creates some negotiating room that makes it easier to get what you really want,” says Dawson. “It creates a climate where the other person can have a win with you.” This climate can prevent negotiating deadlocks, especially when dealing with an egotistical negotiator, according to Dawson.

“When you’re selling, it raises the perceived value of your product or service,” says Dawson. However, some salespeople are so eager to reach agreement that they soften their opening negotiating position. “They hope that by doing this the client will appreciate how generous they’ve been,” says Dawson. “The danger in this is that the client may instead think, ‘If they’ve given us this much, we can get a lot more; let’s be tough negotiators.’”

The solution, says Dawson – a renowned speaker and author of the book, “Secrets of Power Negotiating for Salespeople” – is to “ask for more than you expect to get, but imply some flexibility so that you can encourage them to negotiate with you.”

How to Change Somebody's Mind

Believe me, it’s not easy! And sometimes, it doesn’t work at all.

But while researching my book on how to produce more memorable writing, I stumbled upon these “mind changing” ideas from multiple sources.

Remember, I’m a writer, not a psychologist. So the methods shown here come mostly from writers and speakers who’ve successfully altered perceptions through presentations and persuasive reports.

1. Wear the other person’s shoes – Ask questions to find out why someone holds a completely different view from yours.

2. Ask that person to amplify his/her position – Are your opponent’s views based on actual data, or on disputed or second-hand information that might be challenged?

3. If that person’s views are based on data, is the source of that data credible?

4. What common positions do you hold? Politicians can often win a hostile audience by first discussing values everyone shares. If we can agree on common goals, perhaps readers/listeners will follow us when we lead them down new pathways.

5. Can some position be compromised? In negotiations, I often give away a small point in order to show willingness to arrive at an agreement.

6. Point out your side’s best points. Remember the fence-painting episode from "Tom Sawyer"? Tom makes his task seem so appealing his friends offer him all sorts of prizes if he’ll let them participate.

7. Speaking of “good points” – Sometimes negotiation can become a “listing” contest. Can you reinforce your position by listing a number of positive things about your proposal? Example: “Ten reasons you should vote for Proposition A.”

Negotiating Skills Will Get You Ahead

Negotiating skills can help you manage lots of different kinds of life situations, both at work and in your personal relationships. Here are a few examples of where these skills can help you build an even better life for yourself:

1. Many family situations require negotiating with others. Deciding which movie to see, planning how to spend money, choosing a vacation spot, and many other decisions work best when you have these skills.

2. Being a good negotiator enables you to get what you want more often without resorting to becoming aggressive or pushy. Negotiating with others is more effective than simply demanding what you want or just caving in.

3. You will be more successful in the workplace if you know how to negotiate. These skills enable you to stand up for yourself and get what you want more often without harming relationships with bosses and coworkers.

4. Negotiation skills increase your personal effectiveness in any group situation, such as volunteer groups, the PTO, and church or synagogue groups.

5. Knowing how to negotiate lessens the chances that others will take advantage of you.

6. Negotiating a fair solution makes you feel good about yourself and increases others’ respect for you.

What Successful Negotiators Do

What exactly is negotiation? It is a set of skills that anyone can learn. When researchers have observed the behavior of negotiators, they learned that the most successful negotiators do the following things:

1. They plan ahead. Successful negotiations are rarely spontaneous. Taking the time to analyze the situation and think through your strategy is perhaps the most important element of negotiating success. This is true whether you are negotiating an important contract for your employer or negotiating your vacation plans with your family. Example: Anthony wants to begin running again to get into better physical shape. He became a new father 18 months ago and has had no time to exercise. He anticipates that Belinda, his wife, will resist any discussion of his wanting to take time for himself, since the responsibilities of parenthood are so time-consuming. For a while, he avoids the subject, fearing that it will turn into an argument. Then he starts to feel angry and resentful. He decides to negotiate with Belinda and begins by making a list of his needs and wants, as well as her needs and wants.

2. They are willing to consider a wide range of outcomes and options rather than rigidly insisting on a specific result. Negotiators who are most successful are open-minded and avoid being locked in to one outcome. They are willing to consider many possibilities and combinations of options.

Example: Lisa is feeling very stressed by the long commute to her job. She was thinking of resigning until she decided to make a list of other options. She came up with several alternatives: working from home two days a week, working part-time rather than full-time, working flexible hours to avoid rush hour traffic, and working from home every fourth week.

3. They look for common ground rather than areas of conflict. Pointing out areas where you and the other person are already in agreement conveys an attitude of cooperation and lessens any feeling of opposition.

Example: Sandy wants her next car to be a Volvo because of their reputation for safety. George wants a sports car. She says, “Let’s talk about what we agree on. First, we both agree that the car has to have a strong safety record. Second, we want to buy a new car, not a used one like last time. And third, we’ve set our price range as $40,000 or less.”

4. They discuss the key issues in order of priority. Have a clear idea of what the two or three key issues are and which is the most important. Start with the most important issues and proceed to those that matter less. If you can reach agreement on the most important things, the lesser issues will most likely be easier to resolve. Example: Carol wants her next family vacation to be something really special—either a Caribbean cruise or a trip to San Francisco. She and her family have visited relatives or stayed at home for the past few years. She wants the family to have an experience they will always remember before Todd, their adolescent son, grow ups and moves away. She sees the key issues as follows: (1) There are only three years left before Todd leaves. He is not likely to join us for a vacation after he finishes school; (2) It is important to have an exceptional vacation at least once in your life; (3) If we plan ahead and save the money, we will be able to afford the cost of such a trip.

5. Skillful negotiators avoid behavior that the other person is likely to consider annoying. This includes any of the following kinds of behavior: having an aggressive or intimidating manner, using sarcasm, using negative body language, or talking loudly. Not only do skilled negotiators avoid such behavior, they work hard at conveying an attitude of cooperation, reasonableness, openness, and friendliness. Example: Jed is negotiating the details of his new job with his new employer in the Chicago area. When Jed moves from Memphis to Chicago to begin work, he wants Sarah, his new boss, to give him three paid days off to get settled in his new apartment. Sarah is resisting the idea. Jed says, “I thought you would be more understanding about what it takes to get settled. A reasonable person would see that this is a small request.” This sarcastic remark is likely to create some doubts in Sarah’s mind rather than convince her to give Jed what he wants.

6. Good negotiators avoid participating in a defend/attack spiral. You know what this sounds like:

A attacks B

B defends herself and attacks A

A defends herself and attacks B

B defends herself and attacks A

We’ve all experienced being caught in one of these spirals and know how nonproductive they are. Rather than perpetuating such a process, the successful negotiator puts a stop to it by choosing not to say anything that would be perceived as aggressive or defensive.

Example A

Jim: “I can’t believe you are being so rigid.”

Anne: “Rigid! You should talk! You are completely bull-headed.”

Jim: “Right! You should try listening to yourself. You are impossible.”

Example B

Jim: “I can’t believe you are being so rigid.” Anne: “You’re not happy with what I’ve asked for.” Jim: “You’re damn right! You have to consider what I want.” Anne: “Tell me more about it, then. I’ll be happy to listen.”

In example A, Jim and Anne dig themselves in deeper with each statement. In example B, Anne blocks the defend/attack spiral and makes it possible for communication to resume.

With practice, you can learn to use these simple skills to get more of what you want in life—without coming across like a bully. In fact, these skills help you reach agreements that are more likely to satisfy both parties while maintaining a positive relationship. Try them in your work life or at home—they work equally well in either setting.

A One Stop Financial Solution

Amy Wright, 34, was extatic when her realtor showed her the three bedroom townhome overlooking the lushious golf course. It was exactly the home she was looking for. The interior was sunny and bright, with a newly remodeled kitchen, spacious bedrooms, and the perfect little study area to set up her new home office. It had a spectacular pool and a lovingly tended flower garden. Best of all—the seller had to move immediately, so the home was a steal and miraculously within her budget! Amy was already making moving preparations when suddenly, a devastating blow paralyzed her plans. Her credit application for a mortgage had been denied. She couldn’t understand how this had happened—just a year ago, her credit had been almost perfect! The last year had been a little tight, and sure she had a few late payments here and there…but she had no idea it was so bad that now she couldn’t even get the home of her dreams.

Ms. Wright found herself in the predicament that hundreds of thousands of Americans are suddenly finding themselves stuck in: more debt than they can handle, a sinking credit score, and all of their financial dreams slipping away. With no chance of getting approved for a loan, more bills than a paycheck can manage, and collection agencies hounding delinquent borrowers with phone calls, it is no wonder that financial problems are a top cause for anxiety, stress-related insomnia, and even divorce. Many American consumers don’t know where to turn when their financial problems get out of hand, and don’t know how to battle such corporate giants as major credit card companies or credit bureaus to start making their credit wrongs right. To make matters worse, all kinds of internet scams, fraudulent credit repair companies, and money-hungry “debt relief” programs have made consumers wary of turning anywhere for help.

Amidst all of these truly leery companies, however, there are a select few that can genuinely assist their customers in climbing out of debt, and directing them towards the financial solutions they desperately need. One such company is Credit MD, a company that has earned its reputation by handling its customers with honesty, sincerity, and expertise. You can immediately distinguish Credit MD from the many illegitimate credit repair companies out there because they never make false promises that hey cannot keep. The credit specialists at Credit MD have been trained to be clear and distinct about exactly what options are available to their clients, and what kind of success they can expect.

Credit MD, a credit specialist will assist customers in selecting an appropriate financial option, even if the customer has no idea where to start. After a thorough consultation, the credit specialist works with the customer to come up with a uniquely tailored financial solution that will help restore the customer’s credit. As an affiliate company with many other lenders and credit services, Credit MD, offers a full array of credit options for customers that are in desperate need of financial relief. Among these options are sub-prime personal and business loans, credit cards, credit repair services, and debt consolidation and settlement plans.

The loans and credit cards Credit MD offers are specifically designed for customers with less than perfect credit. Getting approved through these lenders presents customers with the opportunity to start rebuilding good credit. Many customers can get approvals through Credit MD’s affiliate lenders even if they were denied by other companies on the internet.

A recent study found that more than 3 in 5 consumers have negative information in their credit report, and nearly half of the studied reports contained errors. Many of the errors were serious enough to prevent the individual from qualifying for credit! To further entrap customers suffering from such erroneous credit reporting, dozens of highly dishonest “credit repair” agencies have reared their heads across the country. Dan Walsh was one their victims. “They told me they would make my credit perfect, and take all of the negative items off”, he said. Instead, he got charged almost $5,000 with very little change to his report. Many of these credit agencies employ inexperienced associates and charge exorbitant fees to desperate customers. Credit MD has a fully experienced attorney that works on their credit repair cases. All of this is done at an astonishingly low cost, and absolutely free in some cases. There is never an up front cost to the customer, a feature that few, if any other credit repair companies can match. In fact, Credit MD refuses to even take cases unless they genuinely feel that they can significantly help the customer. Now that’s credibility.

For customers sinking in debt, bankruptcy often seems like the only resort. But sometimes a last minute debt consolidation or debt settlement can save the deep impact the damages from a bankruptcy can cause. Credit MD assists customer in exploring these options, as well as several others, such as home improvement loans and home equity lines. Although there are many other companies on the web offering similar services, beware of internet scams and companies that ask for upfront payments or credit card information.

Even if you just want to know what your credit report has to say about you, Credit MD is an excellent financial resource for any customer seeking to explore their financial options or seek debt relief. Credit MD outshines its competition with premier customer service. They don’t have annoying automated telephone systems, or lengthy hold times. It is easy to get in touch with an enthusiastic credit specialist promptly—a huge relief in today’s busy world. With so many online scams, it’s important to know a company that has qualifications and a reputation you can trust. For more information, call Credit MD at 1-877-512-7334 or visit their website at www.creditmd.com

Just Ask!

Ask and you shall receive & knock and it shall be opened &send an email and see what happens.

As a student of personal finance you are probably familiar with the advice to negotiate with your credit card companies to get a lower interest rate. Why stop there?

There is hardly anything that can't be gotten for less than what is being asked if you are smart and creative about asking.

Since you are reading this on a computer, let's start there. Got AOL?

I called AOL and they gave me two months of free service. Here is how it went...

AOL: How can I make your online experience more enjoyable? (I should have said give me 6 free months!)

ME: Well first, I was wondering how long I have been a member of AOL.

AOL: April 1995

ME: That's a long time. What would happen if I got a new computer and they offered me a free year of AOL.

AOL: Your account would be credited for that year.

ME: Well, since I've been a valued customer for such a long time could you give me 3 or 4 free months?

AOL: I'd like to ...can you hold?

ME: Sure

AOL: My supervisor has authorized me to give you 2 free months. Is that OK?

ME: Sure.

AOL: Leo, let me ask you... is the reason you called today to get some free months?

ME: Well, I really wanted to find out how long I'd been a member but YES, since I've been a loyal customer. Thanks!

You'll notice that FIRST, I established how long I had been a member. Even if I knew the answer to the question I would still have had him look it up so HE knew. Seven years as an AOL member established that I was a VALUED (valuable) customer. This is when I asked for the free months. If he had said "no" I would have asked to speak to his supervisor but he did that for me.

I'm not sure who said it but I like the lesson "never accept a NO from someone not empowered to give you a YES!"

Got Road Runner? I got this idea from one of my subscribers. Locally, Time Warner is offering new subscribers a special six month rate of $29.95 instead of the normal $49.95.

She was already a Road Runner subscriber but she called and asked for the $29.95 rate since she was a "valued customer". They said yes and she saved $120 for a five-minute phone call.

Have you been with your Internet Service Provider for a while? Call up and ask them for a few free months. If they are reluctant, you might drop hints about trying another service.

In one of my seminars a student commented that she would be afraid "they" would laugh at her if she called and asked for a discount. 1) They probably won't and 2) So what if they did? If they are laughing, ask them if that was a yes or no and then ask to speak with their supervisor say you are upset about the laughing and as a valued customer you'll get your discount! That or have one of your teenage kids make the call they don't take no for an answer do they?

If possible, before you are in a position to negotiate, review your assets and what, if anything, can you offer to them?

Being a long time customer is an asset and they don't want to lose you. Have a friend who wants to buy the same thing? Bringing a company two sales at one time is an asset. Having influence over a large group who might want to buy what they are selling is a big asset. Paying cash can be an asset.

At this writing I have 7700 subscribers to my e-zine. If I see a product on the Internet that I think might be helpful to them I'll contact the seller. I introduce myself and invite them to visit my website to establish some credibility.

I'm writing to propose a joint venture that could benefit the merchant, my subscribers and sometimes me. I explain that I would consider endorsing their product or service to my list if it is as good as advertised. If they believe in their product they usually will offer me a FREE review copy of it.

In the last month I've gotten $1532 in value (products and services) using the assets I've developed.

Can't come up with any assets right now? A former auto salesperson told me his simple 8-word sentence for getting discounts "Is that price the best you can do?" Again, if you get a "no" from anyone other than the owner or manager in the case of a mega-retailer ask, in the nicest way possible, if they could check with the owner/manager to make sure that is the best price.

In this live scenario it never hurts to be prepared to leave if they won't deal. Mention you saw the same product somewhere else imply you are going to buy one today from someone.

My students have given me many examples of negotiating discounts at places as big as Wal-Mart simply by asking the manager. The worst they can say is no.

In my live seminars I recommend never buying a NordicTrac from NordicTrac. You'll find lots of them in next to new condition in the classified section of the newspaper. Make your calls and be sure to mention that there are a lot of them for sale. This raises strong doubt in their mind that they will be able to sell at the price they want and makes them more receptive to a lower price.

Negotiating can be fun. It doesn't have to be nerve-wracking. Merchants are used to it and you should get used to it too! Good luck and let me know how it goes for you.