There is no easy solution to the complexities of a business-to-business deal. But in an economy that demands greater revenues year after year, there is tremendous room for growth for organizations willing to rethink and redefine how they approach negotiation. 

At Nalco, the decision was made to choose a solution that would not only tackle the concerns listed above but would also turn a seemingly soft skill, as negotiation is so often tagged, into a hard skill (defined as a measurable and repeatable business process). Nalco set out to build both KAM and organizational competency that would build courage, reduce variance in outcome and produce measurable impact, one deal at a time.

You can make this happen by:

• Creating a corporate-wide strategic negotiation strategy, ensuring everyone agrees on where they want to go.

• Standardizing your strategic negotiation process and language, ensuring everyone agrees on how they’ll get there.

• Completely integrating the selling and negotiating processes.

• Putting more power in the hands of the deal makers to make decisions; align internal negotiation to support and advance them, not slow them down.

If you'd like to read more about Nalco and their results, request the ROI case study now.