Objectives – What are you getting out of this negotiation?

Goals are private, strategic –  and internally generated.  Objectives are specific to this negotiation. What does he have that you want – and what are you willing to give up to get it?



Objectives are quanifiable, tactical – and tailored specifically with a specific counterparty in mind.

Customize your objectives and identify the constraints for this counterparty and negotiation.

Constraints  – What is blocking you from negotiating as effectively as you’ld like — insufficient information, tight budget, lack of authority, or adverse regulations? What’s constraining your counter-party?  Constraints are a fact of life — start managing them.  

Resources – Negotiators focus so much on cash and valuation that they are blind to other negotiable variables – like brand, technology, supply chain and even industry knowledge.  Make sure you’re not giving away valuable assets for free — or as part of some vague “relationship-building” effort.

Relationship – Win-win outcomes are not cost-free.  You have to take longer to plan them, longer to negotiate them, work hard at building the relationship – and even harder at maintaining it.  If it makes sense to your business, then do it right.  If it doesn’t make sense, then know your limits from the beginning.   

Variables — In Part 1 we looked at big-picture, internal goals.  Now we turn that outward by distilling our overall goal system down into a number of specific deal points (i.e.: our “list of demands” ) that we’ll actually ask for in a negotiation.  We want something specific from the person across the table, and part of our prep work will be compiling a detailed list of not only what we want, but how we want it (quality, quantity, shipping, delivery).  

Next: Setting Objectives –
the CRAVAT method

Back:  The GOBLINS Guide

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