Negotiation
You always meet again
Whether it’s a financing discussion, the purchase of machinery or lease negotiations – business success often depends less on the arguments themselves than on the way in which negotiations are conducted. Those who conduct themselves skilfully and understand their counterpart’s interests gain a strategic advantage.
Successful negotiation is not a talent, but the result of careful preparation. Yet this art is rarely taught – neither at school nor in vocational training. Anyone wishing to secure better terms must learn the techniques for themselves. The decisive factor is the attitude with which you approach the discussion: uncertainty is just as contagious as calmness and confidence.
The first step is analysis
What exactly do you want to achieve? Set yourself specific goals: a minimum goal that you absolutely want to secure, and a maximum goal that is ambitious but realistic. Your room for manoeuvre lies between these two. If you define your goal only vaguely, you leave the outcome to chance. Thorough market knowledge also provides confidence. What are competitors asking for? What alternatives are there? The more you know, the more confident you will appear. Also, set your “point of no return” – the moment at which you will walk away from the negotiation if no agreement is in sight. If you know your limits in advance, you remain capable of acting, even under pressure.
The start of the conversation is crucial
The very first few seconds set the tone for the rest of the discussion. An open smile, a firm handshake, a brief chat – all of this builds trust. On the other hand, if you get straight down to business too soon, you risk neglecting the relationship. The venue can also determine success or failure – make the most of your home advantage. Start by discussing the purpose of the meeting and ask about your counterpart’s expectations. This openness creates transparency and makes it easier to reach an agreement later on.
Structured argumentation
Successful argumentation is not a verbal duel, but a structured process. Do not present all your arguments at once; instead, build them up – from the less important to the key points. Focus on the benefits for the other party. Particularly in price-driven negotiations, emphasising quality, reliability or service can make all the difference. Stay calm, even if your counterpart is putting pressure on you. A sharp tone creates resistance. Discuss the matter with enthusiasm, but without coercion – too much pressure leads to defensive reactions.
Body language speaks louder than words
“You cannot not communicate” – this applies in no situation more than in negotiations. Your posture, facial expressions and gestures are constantly sending signals. An upright posture, open arms and a friendly expression convey confidence and a willingness to engage. Also observe your counterpart’s body language: crossed arms, averted gaze or nervousness reveal where you stand. Those who can read non-verbal signals recognise opportunities and risks sooner than through words.
Avoid linguistic uncertainties: Words such as “perhaps” or the subjunctive weaken your position. Speak in the indicative: “I suggest" instead of “I would suggest”. This comes across as decisive and authoritative.
Assess your bargaining power realistically
Many people underestimate their own position and overestimate that of the other party. Yet salespeople, bank advisers and landlords are also under pressure to succeed. Ask yourself: why is it in their interest to do business with me? Recognise your bargaining power and use it with tact. Those who rely solely on yielding will, sooner or later, be taken advantage of. Conversely, those who insist on confrontation risk losing trust. The aim is to take a tough but fair approach. Long-standing relationships are valuable, but must not lead to complacency. Check regularly whether old terms still apply.
A change of perspective: Thinking from the other person’s point of view
As well as facts, the ability to put yourself in your negotiating partner’s shoes is crucial. What are their interests, and what constraints do they face? If you understand the other party’s motives, you can tailor your own arguments accordingly. Particularly in agriculture, where long-standing business relationships are the norm, the rule is: “Tough on the issues, fair in your dealings.” Negotiations are not battles, but joint problem-solving. Both sides want to feel, after the negotiation, that they have struck a good deal. This only works if you do not view the other party as an opponent, but as a temporary partner.
Structuring and directing negotiations
Summarise interim results during the discussion. This allows you to maintain control and demonstrate leadership. Emphasise common ground – this encourages agreement. If the discussion starts to move forward, avoid making hasty concessions. Any concession should be tied to a reciprocal gesture. A compromise reached too early signals weakness and invites new demands. If you realise that no agreement is possible, withdraw in good time – professionally and respectfully. This preserves the tone and leaves the door open for future discussions.
Conclusion
Successful negotiation is a skill – one that can be planned, learnt and practised. Preparation, clear objectives, empathy and self-confidence are the cornerstones. The art lies in balancing interests without losing sight of one’s own. Because ultimately, the saying holds true: you always meet again. Those who negotiate on equal terms and respect their counterpart not only achieve better results – they also lay the foundation for stable and trusting business relationships.
