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We have already considered the importance of preparation and using that preparation to carry you to a successful conclusion. You now need to be absolutely clear about what is important both to you and to the other party.

The case study below illustrates how the importance of an issue can be assessed – and re-assessed. The crux of the negotiation is the realization that a ‘principle’ that at first seems so important that it is non-negotiable turns out to be nothing of the kind.

case study A UK-based supplier of weighing machines wanted to expand into France with a new system targeted at bakeries. They were in discussion with an agent who wanted exclusive rights to sell the product into the French market. This exclusivity was very important to the agent. Unfortunately, the chairman of the UK company always refused to consider giving exclusive rights to anybody on anything. To him it was a principle. The UK company was not geared up to sell to French bakeries, so there was a stalemate. Through the sales manager, common sense prevailed. The chairman was persuaded that what was ‘important’ to him was not important at all. The agent was given exclusivity for three years based on delivering a certain amount of business, and both parties benefited from the relationship.