INTRODUCTORY COURSE: Collaborative negotiation based on mutual interests

  • Introduction
  • Goals
  • Practical exercises (case study, analysis and evaluation)
  • The action – reaction cycle
  • Definition of negotiation
  • Definition of successful negotiation
  • Simulation
  • Discussion and analysis on simulated case
  • The seven elements of negotiation
  • Simulating collaborative negotiation
  • Practical exercises (case study, analysis and evaluation)
  • Managing a difficult negotiation
  • Failure of negotiation
  • Questionnaire – test.

ADVANCED COURSE: Difficult conversations – how to talk about what is really important

  • Challenge negotiation
  • Our difficult conversation (dimensions)
  • The three dimensions in difficult negotiation
  • The five step preparation to difficult negotiation
  • Identifying goals
  • The ladder of inference
  • Practical exercises: combined statements at the beginning of negotiation
  • The art of asking questions
  • Practical exercises: interactive listening
  • “My story”: framing and reframing
  • Transparency as a management tool
  • Operational stage: heading to a solution
  • Difficult conversations:
    • Preparation
    • Execution
    • Solution

ADVANCED TRAINING PROGRAM: Difficult conversations – how to talk about what is really important.

  • Adapting methodology to your professional environment
  • Negotiation in crisis situations
  • Simulation
  • The five levels of challenge in negotiation
  • Fundamentals of negotiation management methods in crisis situations (preparation stage)
  • Definition of crisis
  • High-risk negotiation
  • The power gap in negotiation:
      • Identifying and neutralizing tactics and manipulations in negotiation processes
      • Strategies
  • Breakout session upon request of attendees: discussion, analysis and solutions.


  • International and intercultural negotiation
  • The concept of culture and its meaning in negotiation
  • Key elements in cultural differences
  • Gap in cultural values
  • Pitfalls and failures in intercultural communication
  • How to deal with remote intercultural trade negotiations: modes, language, timing and identifying the right partner identification of the right partner.

Effective negotiation to increase profitability and customer loyalty

  • Acquiring a methodology to obtain relevant and updated facts and information from customers to avoid relying on intuition and personal experience;
  • Improve negotiation personal skills and interpersonal communication;
  • Effective and efficient management of relationships and dynamics with corporate partners and customers;
    Methods, techniques and negotiation processes to enhance and update professional skills;
  • Proper human resources management of use of technologies to achieve personal goals and improve performance;
  • Limiting damage and/or failures deriving from different approaches of salespeople in the same organization;
  • “External factors” (competitors) to successfully act, promote and compete: action assessment and coordination, timing and organizational dynamics.

CONTENTS: Purchasing as part of procurement activity

We start by analyzing the substantial difference between roles and responsibilities. Identifying the difference between “Purchasing” and “Buying”, which are perceived as synonyms in everyday language.

Analyzing the position of salespeople within the company: their involvement in explaining the reasons for purchase and the characteristics of goods/services.
The real gain for the company is procurement optimization, rather than sales, margins, profit or revenues.

How aware is the company of the role of the purchasing department in making profit?

  • a. Actual saving and margin increase depends on the purchasing department
  • b. The so-called “fuel” for the company (we can have the most beautiful/fast/powerful car in the world, but without “fuel” we are not going anywhere).

The “buyer” can purchase from any supplier (“off-the-shelf products”).
Conversely, the purchasing department establishes a relationship with suppliers of customized/niche and off-the-shelf products, and focuses on the importance of the relationship for the future.
The purchasing department usually manages varied and specific relations based on personal relationship and trust with all market segments. In this respect it may be compared to a diplomatic institution.

Buyers and purchasing department differ in their function and in the way they manage the business.