Bearing in mind the need to avoid ‘piece-meal’ exchange of concessions in negotiation, it is essential to place all moves within a financial context...

Having established a financial context for the negotiating session, it is essential to take a structured approach to negotiating the price. Essentially, having calculated a...

Coming from a sales tradition where optimism rules, the NAM is inclined, even encouraged, to avoid all concept of risk in negotiation. However, in recognising...

Making a final offer in negotiation is often difficult, especially when the buyer feels that more is available ‘for the asking’. Indeed, to offer...

As the KAM moves away from simple selling to negotiation, he is taking a fundamental step in terms of influence on the company’s profitability....

Following the examination of the KAM’s effect upon his company’s profitability, we continue with an examination of how the KAM can also affect the...

A clear vision of the negotiation process can help the KAM to plan, manage and control profitable negotiation sessions with the buyer. The model...

Because of the increasing complexity and category perspective of the supplier/distributor interface, it is essential that KAM and Buyer learn to recognise when functional...

Coping with a buyer who refuses to listen to the presentation often causes problems/frustration for KAMs in negotiation. Indeed, a buyer who bluntly asks ‘what’s...

As the buyer seldom has sufficient time to plan for a negotiation session, it is important for the KAM to bear in mind that...