Tactics - One Hundred Plus Tactics

Over the years I started to track and add to a list of all the different tactics that were mentioned in materials I read and have seen used. I’m sure it’s not all inclusive. While it’s been many years since I’ve read Dr. Chester Karrass and Herb Cohen’s books, many of them I learned from them and you should read their books where they describe them in detail. As tactics are a two way street, you need to remember that most tactics a Buyer has at their disposal the Supplier also has, it might just be a different flavor.

Buyer Tactic	Supplier Tactic
Take it or leave it.	Same
Tell them they have to do better.	Offer a different product for less
Remind them of the competition.	Remind them of Demand for the Product
Set high targets or demands, then slowly give concessions.	Respond with low proposals and then slowly give concessions
Use "funny" money to make cost or concessions seem less.	Same
Be Patient, wait them out.	Delay until their options don’t exist
Tell them you can't go further or here's the maximum I can spend.	Tell them you can’t go lower.
Use the power of position	Use the power of position such as market leadership
Use the power of legitimacy	Use the power of legitimacy – standards
Use the power of precedent	Use the power of precedent – what others have agreed
Use the power of commitment	Use the power of commitment – such as availability of supply
Use the power of knowledge	Use the power of knowledge – Buyer needs and how their product of service meets them
Use the power of risk taking	Same
Use the power of effort or investment	Same
Use the power of size or volume	Same
Use the power of money	Use the power of money – Offer to do things like finance development
Use the power of status or prestige	Same
Use the power of future business	Use the power of availability of future products
Leverage power from existing business, and other relationships.	Same
Nibble at them, get numerous small concessions	Same
Use their prior performance record to get concessions.	Use Buyer’s prior performance to avoid concessions.
Ask to split the difference.	Same
Use all you team members to work different aspects of the attack	Start the attack in the sales prospecting phase to learn problem, needs, competition
Use deadlines.	Same
Create a "horserace" with them behind needing to do more to win.	Create a “horserace” for available Supply
Ask to Mirror terms to what they Buy with	Ask to mirror terms to what the Buyer sells with. Ask for terms requested by Buyer also be provided to Supplier
Create certain illusions, faking.	Same
	Intentional overload buyers with information.
Elevate to a higher authority.	Same
Walk away or apparently withdraw from the negotiation	Same
Describe what will happen if you can't reach agreement.	Same
Use limited authority to create multiple rounds of negotiations.	Require decisions go back to “Stakeholders” to get decision.
Ask for a number of cost options	Ask Buyer to define needs
Ask “What if" certain changes were made	Same
Show them the Total Cost.	Remind them of the Value, ROI
Cherry pick parts you like and take only them or negotiate the rest.	Bid all or none
Tell them what you need and why you need it (unique problem or need)	Tell them why you can’t give it
Use forms of reverse auction (go back with prices for them to beat).	Ask them to prove it
Create intentional deadlocks where they must concede to get the business.	Same
Set a target for them to meet to win the business	Tell them it’s the best you can do.
Play to the Negotiator’s needs or ego.	Same
Divide and conquer, break it into manageable pieces and negotiate each.	Same
Ask for a new counterpart.	Withdraw, have management suggest a new counterpart is needed on both sides
Leak information which will be to your advantage (e.g. competition)	Leak information which will be to your advantage (e.g. demand)
Put them on the defensive.	Same
Make them feel guilty for current or past treatment.	Same
Be unpredictable	Same
Use silence.	Same
Create smoke screens with key information disclosed by "shills".	Same
Be skeptical, demand proof, ask them to explain.	Same
Catch them while they are tired or weak.	Same
Create attempts at authority such as power seating positions	Same
Do things to distract them	Same
Flinch at their proposals	Same
Give them non-verbal signals to show displeasure	Same
Gasp in shock or surprise with what they said	Same
Set aside issues (to buy time or use when they have a greater effect)	Same
Start negotiating easy issues and get them used to agreeing	Same
For every concession ask for something in return.	Same
In conceding let them know what it's worth to both them and you.	Same
Withdraw an offer	Withdraw a proposal
Taper down concessions, give less and less the  longer it goes.	Same
Ask them why they won’t give it	Ask them why they need it
Learn to say no.	Same
Get the other side to act first (e.g. put their offer out first).	Same
Summarize any agreements with your favorable spin on them.	Same
Assume there was agreement.	Same (preumptive close)
Talk about the need for the relationship to be a win-win.	Same
Use timing to introduce information when it will have the most value.	Same
Work their emotions	Same
Let them save face	Same
Do things which will help them look good to their management.	Same
Show your knowledge of the subject matter and of them.	Same
Show your commitment to getting what you need.	Same
Sell your points to establish your position.	Same
Give them good reasons to agree	Same
Use examples, analogies, legitimacy, problems etc to drive points home.	Same
Use graphics to get their attention.	Same
Minimize the value of their product to you.	Minimize the value of their Purchase to you
Use conditional proposals and language to get agreement.	Same
Minimize the value of their concessions to you.	Same
Ask leading questions to drive them to a specific conclusion you want.	Same
Find our what is important to them (their hot button) and use it.	Same
Ask them to bid or propose in a specific format	Provide bid or quote information which won't allow easy direct comparison.
.	Offer something other than what they requested.
Offer to do things the supplier would normally do.	Offer to do things the Buyer would normally do
Set expectation that the price is all inclusive	Introduce add ons (e.g. plus shipping and handling)
Manage their expectations (early and often)	Same
Offer to be a reference account.
Ask for return for your loyalty, on-going business.	Ask for concessions because of their Support to you (above and beyond)
Leverage all relations you have with them (both sales and buying)	Same
Ask for concessions for giving a percent or all of your requirements.	Look for a commitment of percent or all of business to agree to concession.
Negotiate after the fact when the value is worth less.	Demand agreement on pricing before commencing work
Change the pace, the team etc.	Same
Use the "good guy, bad guy" routine.	Same
Try to intimidate them.	Same
Stonewall them.	Same
Link items so it must be all or none.	Same
Use contingent pricing.	Create contingent commitments.
Provide them with conditional acceptance.	Insist on being able to withdraw offer is not accepted within period (deadline)
Dilute the offer or acceptance with exceptions.	Same
Specify who, what where, when, how and how much	Bait and switch.
Get something for being first to act, first to buy, first to use, etc.	Look for a premium from providing them an advantage of being first to market.
For every extra they want to add, find deducts	Same
Tell them it's non-negotiable or will create significant delays.	Tell them it will require high level internal approval and create delays
Puff the significance of any concessions you make.	Same
Delay until they have too much invested	Delay until they have no other reasonable choices.
Make demands in multiple stages	Same
Ask how they do it, or show them how they do it	Same
Ask Best Pricing or Benchmark price commitment	Support prices with regulations like anti-trust, fair trade
Support positions with company policy	Same
Use features and benefits to downplay value	Use features and benefits to show value and substantate price
Negotiate in locations to your advantage	Same
Look at everything both ways	Same
Seek an ally on their team	Same
Don't make concessions until you know all the demands.	Same
Think of all concessions in terms of real money.	Same
Show how others have made the same agreement	Same
Agree on concepts first, then language	Same
Seek clear formulas, clear wording	Use terms, numbers and approaches they don't understand
Seek out alternatives to avoid impasses.	Same
Highlight your risks, their risks and the equity of the situation	Same
Address problems or concerns up front.	Same
Re-negotiate when everyone is happy	Same
Use incentives, penalties to drive behaviour or verify their confidence	Look for similar incentive of penalties to drive the Buyer’s behavior, or just say no,
Use the information on their needs and problems against them	Same
Use their specifications and representations against them	Use Buyer’s preferences and needs against them
Change to problem solving mode	Same
Set and control the meeting agenda	Same
Probe, Ask open ended questions, avoid focus on positions	Same
Seek out the yes person	Same
Ask for a last and final offer	Make a last and final offer
Issue an ultimatum	Same
Mix and combine tactics	Same

If you want to read about tactics here’s four books I’d recommend:

• Give and Take – The Complete Guide To Negotiating Strategies And Tactics – Chester Karrass

• The Negotiating Game – How To Get What You Want – Chester Karrass. These two Karrass books provide a great understanding of basic negotiation tactics.

• You Can Negotiate Anything – Herb Cohen. This book does a great job of understanding of power and leverage.

• Pocket Negotiator – How To Negotiate Successfully From A to Z – Gavin Kennedy. This is a compendium of both terms and tactics arranged in alphabetical order. Many tactics are similar to Karrass with different terms used.