Impasse and Inspiration
“I thought that was the end of the road,” Tom told me. “I just couldn’t see any way to make this deal.” What turned it around was a point he recalled from our seminar: the difference between bargaining and deal-making. In bargaining, we ask ourselves: What do I need to get out of this negotiation? It’s the traditional “power” approach to leverage the best possible price at the other side’s expense. In deal-making, we shift our focus from the tactical to the strategic: What does the other side need that they might not have considered? And: Is there a way for me to meet their needs by opening new possibilities in the deal?
So Tom set price aside—for the moment—and started thinking like a deal-maker. After asking many complicated questions, now he posed a simple one: “By the way, what’s your production cycle?”
And the manufacturer replied, “In the summer, things are really slow. We have to shut down one of our three assembly lines and lay off a quarter of our workforce. Then we hire back in the fall.” As Tom probed further, he discovered that the best of the laid-off workers invariably found jobs elsewhere. Which meant the company had to hire new people each September and train them, at an annual cost of hundreds of thousands of dollars.
Tom said, “What if you produced our entire order during your slow season instead of monthly, and then we warehoused the items until we needed them? If you could keep your good workers year-round, wouldn’t that save you more than a 20 percent discount?”
It would and it did. Tom got the price he needed to compete, and the Taiwan supplier found a way to boost profitability while selling its clocks below production cost. Our client broke the deadlock through creative deal-making—first by exploring mutual opportunities, then by putting himself in the supplier’s shoes.
In the 20th century, effective negotiation was characterized by zero-sum toughness. But today’s complex, global economy requires ever more collaboration and creativity. And that’s where we come in.