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What do you do if your negotiation with vendors requires building rapport using emotional intelligence?

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Negotiating with vendors often requires more than just a good understanding of numbers and contracts. It's about building a relationship, and that's where emotional intelligence (EI) comes in. EI is the ability to be aware of, control, and express one's emotions, and handle interpersonal relationships judiciously and empathetically. When you're sitting across the table from a vendor, being able to read the room, understand the other party's feelings and motivations, and respond appropriately can make all the difference in reaching a favorable agreement.

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Arun Kumar Singh

Results-Driven Sourcing and Product management professional | Leveraging expertise in Category Spend management…
Daniel Francisco Villa

Especialista em Supply Chain (FMCG) | Servi?os ao Cliente & Colabora??o Estratégicas | Especializa??o em Planejamento…
Juan Manuel García Polanco

Experto en negociaciones | Publicista | Guía en iniciativas estratégicas de crecimiento | Head of Growth (LatAm) -…

1 Build Trust

Building trust is the foundation of any successful negotiation. When dealing with vendors, show genuine interest in their needs and concerns. Listen actively, which means giving them your full attention and acknowledging their points. This demonstrates respect and can lead to more open and honest communication. When vendors feel heard and understood, they are more likely to trust you, which can facilitate a more collaborative negotiation process.

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Arun Kumar Singh

Results-Driven Sourcing and Product management professional | Leveraging expertise in Category Spend management, Negotiations, Procurement & Relationship building to forge partnerships focused on fostering value & growth
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Based on my personal experiences, A successful Strategic Vendor negotiation can not happen without mutual trust and respectful tone (Shedding egos & High handed attitude). Mutual trust in this context is an on going manifestation of healthy and honest communication ,shared interest and reliable progress on envisioned roadmap. There has been instances where high handedness led to either win-lose partnership which is unsustainable or no partnership where not only both the parties lost rather it was a possible value loss for our consumers. Mutual trust also makes you more capable to understand each other's challenges and bottlenecks which inturn also gives you an opportunity to make positive impact to the evolving relationship.

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Daniel Francisco Villa

Especialista em Supply Chain (FMCG) | Servi?os ao Cliente & Colabora??o Estratégicas | Especializa??o em Planejamento (PCP & Demanda e Inventários ), AI entusiasta | Mentor & Investidor na VITALA
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Building rapport with vendors require emotional intelligence. We need to start by establishing genuine connections and actively listening, as well as transparency and honesty are crucial, along with fulfilling commitments. Respect and courtesy that for me is excential throughout the negotiation process foster trust and collaboration. Ultimately, nurturing these relationships through empathy and integrity leads to successful outcomes

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Pedro Cunha

Customer Service | Opera??es | Comercial
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A constru??o do rapport permite avan?ar em empatia e confian?a durante uma negocia??o. Procure fazer isso com técnicas verbais, a partir do alinhamento da sua comunica??o (por exemplo, perceba se o cliente gosta de uma linguagem técnica, formal, informal, etc), e n?o verbais, como linguagem corporal e express?es faciais. Isso é um bom primeiro passo.

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2 Leverage Empathy

Empathy is a cornerstone of emotional intelligence and involves understanding and sharing the feelings of others. In vendor negotiations, use empathy to see the situation from the vendor's perspective. This doesn't mean you have to agree with them, but acknowledging their viewpoint can help in finding common ground. By validating their concerns and offering solutions that address their needs, you can create a win-win scenario that benefits both parties.

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Juan Manuel García Polanco

Experto en negociaciones | Publicista | Guía en iniciativas estratégicas de crecimiento | Head of Growth (LatAm) - Orion Worldwide
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Dado que las emociones amplifican las motivaciones, al ser capaces de identificar y conectarnos con las emociones de nuestra contraparte recopilamos información crítica sobre sus prioridades y preocupaciones. Las preocupaciones asociadas a la interacción social durante la negociación (aprecio, afiliación, autonomía, estatus y rol) son la raíz de las emociones negativas. Debemos dedicar un tiempo (como parte de la etapa de preparación) para considerar cómo pueden abordarse estas preocupaciones con el fin de comprender las emociones, como una palanca para estimular emociones positivas y para evitar vulnerar dichas preocupaciones.

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Pedro Cunha

Customer Service | Opera??es | Comercial
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Uma forma de ser empático é pesquisar com antecedência sobre o fornecedor/cliente e entender quais características se assemelha àquelas que você valoriza. Comece por aí a agendas. Ficará mais fácil seguir adiante quando um assunto valorizado por ambos foi discutido.

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3 Manage Emotions

Effective negotiation requires keeping your emotions in check. Recognize your emotional triggers and develop strategies to remain calm and composed, even when discussions become heated. This might involve taking deep breaths, pausing before responding, or even suggesting a break if tensions rise. By managing your emotions, you maintain clarity and prevent the negotiation from becoming personal, which can derail productive dialogue.

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4 Communicate Clearly

Clear communication is essential in conveying your negotiation goals and understanding the vendor's position. Use language that is straightforward and avoid jargon that may confuse or mislead. Ensure that your non-verbal cues—such as eye contact, facial expressions, and body language—align with your words. Miscommunication can lead to misunderstandings and mistrust, so strive for transparency and consistency in your interactions.

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Juan Manuel García Polanco

Experto en negociaciones | Publicista | Guía en iniciativas estratégicas de crecimiento | Head of Growth (LatAm) - Orion Worldwide
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El concepto de "Claridad" en la comunicación depende del tipo de personalidad del interlocutor. Debes estar en capacidad de identificar, muy rápidamente qué modelo de comunicación se adapta mejor a tu contraparte: - Directa y concisa, sin detalles innecesarios. - Información detallada, con procesos y explicaciones. - Sustentada en evidencias y datos numéricos. - Priorización y amplificación de emociones asociadas al ainformación. - Evitar sorpresas y modelos disruptivos. Brindar seguridad y confianza. - Etc.

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5 Adapt Flexibly

Negotiations can be unpredictable, so being able to adapt to changing circumstances is crucial. This may require adjusting your negotiation strategy on the fly or finding creative solutions to unexpected challenges. Your emotional intelligence can guide you in reading the situation and deciding when flexibility is necessary. Being adaptable shows the vendor that you are willing to work with them to overcome obstacles, reinforcing a cooperative relationship.

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6 Resolve Conflicts

Conflict is a natural part of any negotiation, but it doesn't have to be a roadblock. Use your emotional intelligence to address conflicts constructively. This involves acknowledging differing opinions, finding the underlying interests behind positions, and working towards a resolution that satisfies both sides. Remember that resolving conflicts in a positive manner can strengthen the relationship with the vendor, setting the stage for successful future interactions.

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Juan Manuel García Polanco

Experto en negociaciones | Publicista | Guía en iniciativas estratégicas de crecimiento | Head of Growth (LatAm) - Orion Worldwide
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No es la ausencia de conflictos lo que construye una buena relación (Personal o de negocios), sino nuestra habilidad para enfrentarlos de una manera saludable y constructiva. Un negociador efectivo ha desarrollado sus habilidades de administración, aceptación y verbalización (expresión) de la palabra NO.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Cesar Vallejos
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Remember this quote, arguably said to be from greek philosopher Plato: "Be kind for everyone you meet is fighting a hard battle” So in this context, you might be needing to understand what's under the surface of the persons with which you need to build rapport, and who may be struggling in their own personal battles. BTW: this is Jonathan Lighter's take on the quote: "The saying appears to have been coined in the 1890s by the Scottish writer Ian Maclaren."

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What do you do if your negotiation with vendors requires building rapport using emotional intelligence?

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1 Build Trust

2 Leverage Empathy

3 Manage Emotions

4 Communicate Clearly

5 Adapt Flexibly

6 Resolve Conflicts

7 Here’s what else to consider

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