Summary of "How to get what you want every time"

Key Strategies and Tips for Getting What You Want Every Time

BATNA (Best Alternative to a Negotiated Agreement)
- Know your best alternative before negotiating.
- Having strong alternatives gives you leverage and confidence.
- Use multiple bids or offers to increase your BATNA.
- Negotiate only when you have options, e.g., employees should negotiate when they have other job offers.
- Psychological power comes from knowing you don’t have to accept a bad deal.
Anchoring
- The first number set in a negotiation heavily influences the outcome.
- Always try to anchor high (or low, depending on your position) to shift the negotiation range.
- Use incremental moves strategically to show willingness to move but not too much.
- Don’t fear leaving money on the table; sometimes it’s better to anchor low and make the other party feel comfortable.
- Use Anchoring in both initial offers and counteroffers.
Multiple Equivalent Simultaneous Offers (MESO)
- Present two or three offers at once with different terms and prices.
- This helps reveal the other party’s priorities without directly asking.
- Allows flexibility and shows willingness to accommodate.
- Encourages collaboration to find a win-win solution.
- Can be used to combine the best parts of each offer into a new deal.
Reciprocity
- Give something first to encourage the other party to reciprocate.
- Trade concessions in small increments across multiple variables, not just price.
- Identify many variables (e.g., speed, risk, terms, financing) to create value and trade-offs.
- Use Reciprocity to maintain goodwill and build long-term relationships.
- Be aware that Reciprocity norms vary by culture.
Framing
- Position your offer as an investment rather than a cost.
- Frame negotiations around returns and benefits rather than expenses.
- Use data and examples to support your Framing (e.g., home improvements adding value).
- Reframe the other party’s offer to highlight costs or overhead to gain negotiating power.
- Effective Framing changes the perception and increases acceptance likelihood.

Additional Notes

Negotiation is not zero-sum; aim for mutually beneficial outcomes by understanding differing priorities.
Prepare thoroughly by identifying all variables you can adjust in a deal.
Use psychological insights and real-world examples to guide your approach.
Always have alternatives and don’t rush into deals without leverage.

Presenters / Sources

Speaker: Experienced business negotiator from acquisition.com
Mentors and real-world business experience
References: Harvard Business School (BATNA), London Business School, Journal of Personality and Social Psychology, Daniel Kahneman (Nobel Prize winner)