It was not very long ago that the United States Postal Service was the only means by which to ship physical packages in the US. While this service had been invaluable, its quality had progressively declined over the years. Letters were lost, packages were damaged and customer service was nearly non-existent. This opened the door for private corporations to pick up the slack.
FedEx was hardly the first private parcel delivery service but it quickly became the market leader. With regional, national and international services, FedEx has been filling the need for a reliable way to send packages. Over the years it has expanded its reach through acquisition of similar companies as well as adding retail locations.
FedEx’s success has been due to the satisfaction of both its customers and employees. When a customer hires FedEx, they know their package will be delivered on time. And the company’s competitive employee benefits and professional work environment have created an army of loyal employees that are fully dedicated to the company’s mission.
Combined with an intense focus on the quality of their work and a close relationship with customers, FedEx has become synonymous with quality and dependability.
The Big Screen
FedEx’s commitment to quality and excellence is typified by the movie Cast Away, starring Tom Hanks. This movie, released in 2000, tells the story of Chuck Nolan, a systems analyst for FedEx. His job of resolving problems and improving service sends him on a trip to Malaysia. During the flight, a storm hits and the plane goes down. Chuck finds himself washed up on the shore of a deserted island with nothing but a few damaged packages.
After four years on the island, Chuck resolves to make an escape. Building a raft from material he scavenged from the area, he is rescued by a passing cargo vessel. The only possession he manages to save is an unopened and, as yet, undelivered FedEx package. The final scene of the movie shows Chuck delivering that package, late but still intact.
The most surprising aspect of this movie is that FedEx paid absolutely nothing for the product placement. In fact, upon hearing of the plot of the movie, FedEx was reluctant to give its approval. After reading the script, however, the company realized what a great marketing opportunity this movie really was. FedEx had become so well known for its dedication to service and reliability that an entire movie was built around it.
Lesson #1: A Culture of Excellence
FedEx gained its reputation through a culture of excellence, from top to bottom. While there are multiple aspects to this company, they are all overseen by a main office that focuses on keeping the machine running smoothly.
Even the character portrayed by Tom Hanks had the responsibility of analyzing the entire system and improving its functionality. This dedication to excellence is part of why FedEx is as powerful as it is today.
FedEx strives to offer the best possible experience to all its constituents. From corporate employees to delivery personnel and even retail location customers, FedEx has become known as a corporation which never settles for mediocrity. This commitment to quality is so pervasive that it has become a part of the entire brand itself.
When a customer sees the FedEx logo, they know they are dealing with a company that will do what it promises, no matter what challenges it faces.
Lesson #2: Driven to Improvement
Here is another little known fact about FedEx: when the fax machine became a standard, FedEx’s business declined by 50%. FedEx had a choice: fold or evolve. It studied the market and made a simple realization – not everything can be faxed.
FedEx redesigned its model to focus on documents that required a live signature and packages. Then it catapulted itself to the top of the food chain by making deliveries fast and reliable.
FedEx has never stopped trying to improve what it does. Every step of the process is constantly analyzed and there are employees who exist only to refine and improve the way in which people send and receive packages.
One reason why FedEx has been so effective in accomplishing this is because it really listens to it customers. The company understands how important customer satisfaction is and strives to give customers exactly what they want. From its inception, FedEx saw a need and filled it, and then it kept working hard to fill that need in a better way.
Lesson 3: Checks and Balances
All of FedEx’s improvements, however, would do little good if they were not constantly monitored. Before it was rebranded as FedEx, the logistics of the company was overseen by FDX. Over time, it acquired a few more logistics companies and formed FedEx Global Logistics.
This portion of the company was created to oversee the vast operations of all the subsidiary organizations. Creating this allowed the company to consolidate the entire command infrastructure to better ensure that constant improvements were implemented correctly.
There are redundant processes in place to track even the smallest package. If a package is at risk of being misdirected, alarms go off. Think of your own business. If you were about to miss an appointment, what systems are in place to let you know and allow you to correct the problem?
The FedEx Test
Every business can learn a lot from FedEx. Nearly every business can be improved in many ways and there are a few simple questions that can help get a smart business owner on the path to FedEx’s level of success.
1. Is work delivered on time? Delivering packages on time is one of the most important elements in the success FedEx has enjoyed. When work is promised on a given deadline, customers and clients are relying on that promise.
No matter what it may be, all deadlines need to be followed as strictly as possible. This will help build a reputation for dependability and will create a group of loyal customers.
2. Is the quality consistent? Customers need to know that a company will always produce the same quality of work. It is imperative that quality be a main focus of any business.
Fluctuations in quality are the surest way to lose any loyal customers. If clients and customers cannot rely on consistent quality they will turn to a competitor who is more reliable.
3. Is improvement ongoing? Every business can be improved. Redundancies can be consolidated, procedures can be simplified and processes can be refined.
Constantly improving a business is an important aspect of long-term success. Markets will always change and customers will always want more. Improvement is something that should be a part of your daily operations and every employee needs to be engaged.
4. What do the customers think? The best barometer of success and satisfaction is your customers. If a business is not listening to its customers then all improvements are simply theoretical.
Offering incentives to encourage customers and clients to fill out surveys and questionnaires is one of the easiest ways to find out how they feel about your business and what they would like to see in the future.
Not up to writing a survey? Then pick up the phone and call your last 5 customers. Be friendly and ask them what they thought of your service. Avoid interrupting them. Listen, take notes, and do not argue. If you get a poor review, apologize and make it right.
Putting your business to the FedEx test is a great way to find out how to turn a good business into a great one. These simple questions will often reveal weaknesses in your company while offering suggestions for improvement.
By following the lessons of FedEx, smart business owners can set themselves up for long-term success based on a reputation for excellence and a solid base of loyal customers.
The ending of one year and the beginning of another is a natural time to take stock of all that was accomplished in the past 12 months, and more excitedly, to dream and plan on the great promise of the New Year.
In this spirit, below are a few of my favorite quotes regarding dreaming, planning, goal-setting, and "Going for It!”
"You see things; and you say, 'Why?' But I dream things that never were; and I say, 'Why not?'"
- George Bernard Shaw
(My comment: reflects the essence of the entrepreneurial spirit)
"What is not started today is never finished tomorrow."
- Johann Wolfgang von Goethe
(My comment: the "fierce urgency of now" must always inform and drive us. We live in too fast-moving a world, too merciless a marketplace, to in any way dawdle or delay.)
"Success is not final, failure is not fatal: it is the courage to continue that counts."
- Winston Churchill
(My comment: The most accomplished executives and entrepreneurs that I have worked with have impressed me as much with their fortitude and resiliency as they have with their “glamorous” attributes - brilliance, connections, salesmanship, etc.
"Really great people make you feel that you, too, can become great."
- Mark Twain
(My comment: This is the essence of leadership in modern, collaboration-driven organizations. The best managers build alignment and focused energy around shared goals and objectives.
"Goals are dreams with deadlines."
- Diana Scharf Hunt
(Our comment: The great ones dream it and do it NOW!)
Happy New Year, and may 2015 be the best year of all of our lives!
Today I thought it would be helpful if I detailed what I do at the end of December each year. This works very well for me, and I hope it will for you too.
1. Look back at the past year
The first thing I do is look back at the past year. I start with the annual goals that I set at the beginning of last year. Which goals did I accomplish? Which didn't I?
Next I go through each of my monthly goal documents. Fortunately my team and I create monthly goals each month. Seeing what our goals were in March 2013, for example, is very interesting. Perhaps more importantly, when I go through the monthly goal documents, I see just how much we accomplished this past year.
2. Be grateful
In viewing last year's annual and monthly goals, I'm never fully satisfied. That's just my personality, since I set aggressive goals that are hard to attain. So, chances are (and it's true again this year) that I didn't accomplish everything I had hoped for during the year.
But rather than focus on that, I always take a moment to be grateful for that which we DID accomplish. I think about all the hard work and all the great things we did do in 2013. I also like to think about how much better the company is now than it was 12 months ago.
3. Look ahead
Next I like to revisit my long-term goals. That is, where do I want my company to be in 5 years? Importantly, since I do this exercise annually, I simply pull up my answer to this question from last year. I decide whether my long-term goals have changed, and why. I then document my new 5-year goals.
I then work backwards to figure out what I must accomplish next year. I start by asking what I need to accomplish in 2014 to make it a great year and to put me on the path to achieving my long-term goals.
I think about financial metric goals such as the revenue and profits I'd like to generate in 2014. And I look at the business assets I must create in 2014. I think about what new products I must create in the coming year. I assess how many new clients I'd like to bring on. I document how many new employees I should recruit hire, and train in the next twelve months. And so on.
4. Plan out the year
I then start mapping my 2014 goals in a Gantt chart so I know exactly what has to be done and when. I document what I must accomplish in January, in February, and so on. Sure, I'll never get this exactly right, and during each month next year, I'll adjust my precise monthly goals. But this exercise gives me a great handle on what's possible to achieve in 2014.
A lot of what I've described herein is goal planning; setting goals, trying to achieve them, and then assessing your results. Importantly, goal planning takes practice. That is, the more often you set goals, try to achieve them, and then assess results, the better you get at setting goals that you actually can achieve.
As a result, every year I set and assess goals, I get better at planning out the next year, understanding what I can and cannot accomplish in 12 months, and maximizing my productivity so I build a great company. I hope you are able to do the same for your company. So plan out your long-term goals and 2014 goals now, and I wish you the best of success in achieving them!
December is a natural time to reflect upon the accomplishments of the past 12 months, and to set goals and objectives for the New Year.
In doing so however, most of us think too much about next year, and too little about our longer term and multi-year business horizons.
There are some benefits to this, I mean who can really forecast market and competitive conditions and customer wants and needs beyond just a few months these days?
And, given high rates of personnel turnover endemic to our ever-increasing “low switching cost” workplace, it can feel even more difficult to do so from a “bottoms-up” resource and organizational chart basis.
But forecast we must.
Because it is only through thinking and planning long-term that we access the reflective cores of our minds and spirits to “come up with” breakthrough business ideas simply inaccessible from the “reactive” present.
• How to better leverage our company’s intellectual and brand assets to develop new products and services
• How to lay the ground work for new marketing campaigns, targeting new customers in new markets (with more favorable competitive conditions)
• How to expand globally
• Rethinking our companies’ organizational charts (and rewriting job descriptions)
• How to access outsourced and virtual pools of human talent to scale quicker and more cost-effectively
• Re-languaging our organizations’ value propositions (More pithily describing the features and benefits of our product and service offerings)
• Redrafting our mission and vision statements (and by so doing re-motivating and re-focusing ourselves and our organizations)
• And perhaps most importantly, defining with a laser like precision The Exit Plan for our organizations and for everyone in it (and getting out of No Man’s Land!)
Figuring out how to pursue opportunities and how to overcome challenges like these is almost always best done with a Start at the End approach: visioning out to the future and working backward from there.
How far to look out? I think Three Years is best.
It is long enough to get to that space of the “unbounded future” (reflect on being three years older than you are right now), while being short enough that the projects and action items arrived at very much need to be “gotten after” right away.
So, let’s all use this special time of year to reflect longer term on our more idealistic and on our bigger opportunities…
…the pursuit of which will transform our sometimes humble and prosaic day-to-day work into something far more profound.
Happy Holidays to You and Yours!
When you're selling something to anyone, be it a prospective investor or prospective customer, there are two main types of selling techniques to employ: emotional selling and logical selling.
In emotional selling, you appeal to the buyer's emotions. For example, if selling a sports car, emotional selling would have the prospective buyer visualize how they will feel when they press down on the accelerator and surge forward, and how the wind will feel in their hair when they put the sun roof down, etc.
Logical selling would appeal to the buyer's logic. A more logical sales pitch, for example, would include factors such as why this sports car is better than others (perhaps better gas mileage, better warrantee, etc.) and why the prospect should buy from this dealer (perhaps better pricing, better service, etc.).
The most effective form of selling is generally to use both emotional selling and logical selling. This holds true for "selling" to investors, even very sophisticated ones.
For example, even the seasoned venture capitalist has emotions. Painting the picture that your company will be the next Facebook or Google will excite them. Getting them to think about how they will feel (the prestige among friends, colleagues, etc.) from being an early investor in such a huge success can prompt action.
However, while emotional selling is helpful, the primary selling technique to motivate most investors is logical selling. Specifically, you need to prove to them why your venture will succeed and how they will get a solid return on their investment.
To win over such investors, your logical selling argument should be packed with irrefutable market research. When you present investors with third party research (i.e., research published by sources other than yourself), they gain the confidence that your venture is in fact worthy.
So, what market research should you conduct to logically prove your case to investors? Here are the eleven core areas to answer:
1. Industry Sizing
Investors need to understand precisely how big your market is. Because if your market is too small, their opportunity for returns might also be small. So, start by determining your market size.
2. Key Market and Industry Trends
Investors also need to know the key trends in your market. For example, if the market is currently small, but it's growing rapidly, this might excite investors. Or if new government regulations have prompted industry changes that support your success, they need to know.
3. Details on Your Top Competitors
Having competition is generally a good thing; it proves that customers are buying solutions like the ones you offer. Importantly detail the strengths and weaknesses of your competitors so you and your investors know what you're up against.
Importantly, you don't have to be better than your competition in every single area; ideally you're better in the areas customers care about most.
4. Website Performance of Top Competitors
In nearly all industries, the web is a great source of leads. Understanding and detailing your competitors' performance on the web gives great insight into them and online opportunities that exist for you.
5. Link Profiles of Top Competitors
Understanding the other websites that link to your competitors is also helpful. You may want to contact and/or partner with similar companies/websites, or use their link profiles to identify other websites to contact to link to you.
6. Web Traffic to Top Competitors
Among other things, understanding the website traffic of your top competitors will show their traffic trends. For example, is one competitor's traffic rising or decreasing? Do they experience seasonal fluctuations? Etc.
Likewise, understanding which keywords are driving their traffic alerts you to the keywords for which you should focus on ranking.
7. Social Media Profiles of Top Competitors
Social media can tell a lot about a competitor. Do they have a large Facebook following? What about Twitter, or Pinterest, etc.? Understanding their social media profiles alerts you to the types of customers they are serving, and how customers perceive them, among others.
8. Detailed Identification of Key Customer Segments
Customers are the key to any company's success, and investors want to know exactly who your customers are. Importantly, identify the distinct customer segments you are or will target.
9. Demographic Profiles of Customer Segments
Once you detail which customer segment(s) you will target, you must detail their demographic make-up. For example, what gender are they, where do they live, how much money do they make, etc.? If you serve business clients, demographic variables also include the size of their company, what their title is, etc.
10. Ancillary Needs of Key Customer Segments
The final step in assessing your customers is to determine what else they might be buying before, during and/or after purchasing from you. This will help in further understanding their needs, and alert you to potential business partners to contact.
11. Financial Research
Financial Research gives great credibility to your financial model and the potential financial returns to investors. Here you should research and present your industry's average financial metrics, such as average industry costs, profit margins, etc.
In summary, when selling to investors, particularly savvy investors, be sure to appeal to their emotions. But remember that logical selling will generally be more effective. So rigorously conduct your market research so you can present facts and logic that convinces them to invest in your company. Not only will the research prove the viability of your business to investors, but it will give you great market and competitive intelligence that allows you to gain more customers and grow faster.
The other day on my drive to work I heard a song on Pandora. The song was called "Just the Girl." And it's by the band 'The Click Five.' I'd never heard of the band nor the song, but one of the lyrics caught my attention:
"She laughs at my dreams. But I dream about her laughter"
This line caught my attention because it reminded me of two extremely important mindset principles for entrepreneurs.
1. You must separate yourself from people who laugh at your dreams
"She laughs at my dreams." Imagine hanging out with someone who laughed at your dreams. Do you think that would help or hurt you? Clearly it would hurt you. And I think it would be near impossible to achieve your dreams when surrounded by such negativity.
In fact, motivational speaker Jim Rohn once said, "You are the average of the 5 people with whom you spend the most time." This is absolutely true. When you hang out with successful people, the conversation is generally optimistic. You hear what the others are achieving, how they are overcoming obstacles, etc. And you adapt their positive thinking and can-do attitude which prompts your success.
Alternatively, when surrounded by negative people, you hear how they primarily talk about their struggles, how they blame others for their problems, and so on. You get brought down, and you start thinking negatively too. The result: you never achieve your goals.
So, the first lesson here is to separate yourself from losers and hang out with winners. There are many ways to achieve this. One of the easiest is to find and attend local business and entrepreneurial events. Another is to find a mentor or assemble a Board of Advisors. In each of these cases, you'll soon be spending time with winners, and their success and mindset will rub off on you.
2. The Law of Attraction
The Law of Attraction is basically defined as this: you get what you think about most. So, if you're constantly thinking about what can go wrong in life and/or your business, things will go wrong. But, if you constantly stay positive and think about success, you'll achieve success.
"But I dream about her laughter." In this line, the singer is thinking positively. He's dreaming about her laughing; so that is what he'll attract/get.
In your business, you do this by setting goals for what you want to achieve. Then, think about achieving your goals and do it often. Visualize yourself achieving the goals too. Doing so is proven to dramatically improve your success.
Looking at the line as a whole -- "She laughs at my dreams. But I dream about her laughter" -- you can see how clever it is. Even though she's a negative influence in general, he turns it into a positive.
Even more clever is for you to surround yourself with successful entrepreneurs. Their mentality and success will rub off on you. And set your goals and dream about achieving them. When you do these things, you'll start achieving a lot more success. You'll achieve your goals and start creating even bigger and bolder ones.
Suggested Resource: As you just learned, the way you think as an entrepreneur is absolutely critical to your success. In fact, it's arguably the most important factor in your success. Check out our Millionaire Mindset program to learn how to improve the way you think so you achieve more entrepreneurial success.
Thanksgiving is the quintessential American holiday.
It acknowledges the best qualities of our blessed land - hard work, diversity as strength, and a focus on solutions not problems.
Whenever I am feeling down about America’s prospects in this brave new world of ours, I reflect on Thanksgiving’s timeless lessons.
As every schoolboy and girl knows, Thanksgiving traces its origin from a 1621 Pilgrim harvest feast to celebrate surviving an extremely difficult first winter in the New World.
The Pilgrims owed their survival to the goodwill of the Wampanoag Indians - the original inhabitants of the area - who taught them how to grow corn and how to fish in the very unfamiliar New England soil and seas.
As a gesture of thanks and goodwill, the Pilgrims invited the Wampanoags to sit down and break bread in a spirit of friendship and camaraderie.
What a story! First, let's reflect on the guts, tenacity, sense of adventure, and just “never say die” hard work and perseverance of the Pilgrims.
Think about it - if they can make it then with their oh-so limited 17th Century resources, what can we do / where can we go with our virtually limitless 21st Century ones?
And let's reflect on that happy day of brotherhood and be justifiably proud of the powerful diversity of modern America.
Doubt me? Then spend a Saturday with me and my 7 year-old son’s AYSO soccer team.
With its Hawaiian coach.
Its son of Ethiopian refugees star player.
And its African - American, Mexican - American and suburban white kid players all happily frolicking in a melting pot scene not to be duplicated anywhere in the world.
Soccer with my sons is a welcome break from what I am sad to say has become a bad, gossipy vice – keeping up with the “news.”
Between the dire talk of tepid economic recovery, government gridlock, perpetual Mideast crisis, disease scares, and impending environmental doom, if you don't catch yourself you can't help but feel sorry for yourself, the country, and the planet.
It is 99% bunk.
Both the world and America have NEVER offered more opportunities for a larger percentage of
us to live affluent lives, to do self-expressive, remunerative work, and to be amazed daily by the wonders of modern technology than it does right now.
On Thursday, let’s give thanks for all that and more.
Happy Thanksgiving to you and yours!
Every day I see entrepreneurs trying to find that right balance between keeping their intellectual property and business models confidential while sharing and promoting themselves to the investors, partners, and customers whose interest they so very much need to pique.
My bias generally falls strongly on the side of transparency - both because it is a virtue unto itself - and because it takes a lot of effort in our “everything end up on the Internet for all to see” age to truly maintain confidentiality.
However, I have a more fundamental reason why I generally advise entrepreneurs and investors not to worry all that much about confidentiality.
Supply and demand.
Quite simply, there very few entrepreneurs out there with the “right stuff” to actually build profitable businesses.
And those that have it are on balance, either too busy, too rich, and/or my favorite just too ethical and decent that 999 times out of 1,000 as opposed to the problem being someone of substance stealing a business idea, that the far more likely reality is a vast and unrelenting sea of apathy toward it.
Now, this does not mean that there is no place for confidentiality in modern business.
But the reason why it is important is usually more subtle than the fear of idea theft.
You see, for the vast majority of companies without eight figure+ R & D budgets, the reason why confidentiality is important has to do with the under-appreciated context of mystique.
Oxford defines mystique as "a fascinating aura of mystery, awe, and power surrounding someone or something."
I would combine this definition with one of my favorite lessons from my long ago MBA marketing class - namely that in a modern marketplace there is zero difference between "actual" and "perceived" value.
So, in these contexts, the value of non-disclosure derives not so much from the threat of a nefarious competitor stealing an idea as it does from how the aura of confidentiality bestows on an idea that “fascinating aura” that draws people and resources to it.
And from this aura flow many wonderful things: brand equity, pricing power, and marketing effectiveness being chief among them.
Now for those who say that this is quite the cynical view of things, I would encourage them for the next seven days to not take in any entertainment media - no movies nor television nor Internet - nor to appreciate the lovely design of an iPhone, and certainly to not gaze fondly on an elegantly dressed and coiffed woman or man.
In other words, to suffer for just one week like the terribly poor, extraordinarily unfortunate and very mystique - deprived people of North Korea must unconscionably suffer through every day of their lives.
And then come back and tell me that mystique doesn’t matter.
So let’s appreciate mystique - that beautiful elixir of the modern marketplace – for its own sake as the incredible gift and blessing it is.
And as marketers, as salespeople, as product designers, as entrepreneurs let’s gracefully use confidentiality and discretion to help create it.
In April 2012 the Jumpstart Our Business Startups Act (called the JOBS Act) was passed and signed by President Obama.
The JOBS Act Opens Up Equity-Based Crowdfunding
The key goal of the JOBS Act was to make it possible to raise funds from investors through certain crowdfunding sites in exchange for equity in your company.
To clarify, there are many sites online where you can raise Crowdfunding today. But on these sites, the money you raise is either in the form of donations or are in expectation of rewards; you were previously unable to raise equity via Crowdfunding.
The JOBS Act Today
While the JOBS was signed in April 2012, it did not allow for equity-based Crowdfunding...until the SEC approved certain regulations.
The first major regulations were approved last month, on September 23, 2013. Specifically, on this date, the JOBS Act removed the ban on general solicitation.
General solicitation is the act of telling people, with whom you do NOT have a pre-existing relationship, about the opportunity to invest in your private company. This had not been allowed for 80 years prior to September 23.
So now you can tell the world that you're raising equity funding. You can shout it from the rooftops, tell people about it who are leaving a library, post it on Facebook and Twitter, and so on.
The JOBS Act Tomorrow
However, there is still one BIG limitation the JOBS Act has not resolved. That issue is that, as of today, you can only raise equity Crowdfunding from accredited investors.
While the full definition of "accredited investor" is slightly more detailed, it generally means that the investor is sophisticated and has a net worth (excluding the value of their primary residence) exceeding $1 million and/or has annual income greater than $200,000 in each of the two most recent years or (or $300,000 if including their spouse).
As you can imagine, the vast amount of people who might want to invest even a small amount in your company are NOT accredited investors. That's where Title III of the JOBS act comes in; we hope that sometime in early 2014 the SEC finalizes Title III and legalizes equity-based Crowdfunding to non-accredited investors.
In the meantime, you CAN raise rewards-based Crowdfunding and equity-based Crowdfunding from accredited investors. And hopefully within a few months, the Crowdfunding opportunity will be even bigger.
Suggested Resource: Do you want Crowdfunding? If so, don't try to raise it from scratch -- the 14-step blueprint already exists. Get the Crowdfunding blueprint here.
Negotiating is one of the most powerful skills you can use regardless of your business type.
Not only are there ample negotiating opportunities when buying, selling, or managing for growth; being able to negotiate well can mean the difference between reaching your desired outcome or not.
Make it a habit to negotiate all important items and it will add up in a major way. For example, think of what it would do to your bottom line to reduce expenses by 10% across the board!
Below are 7 "sneaky" negotiations tips. There not "sneaky" in that they're not deceitful or lying (which I do NOT recommend). Rather, they are techniques that you probably are not familiar with, don't do as much as you should, and which DO work.
Tip #1: Schedule the Negotiation Close to a Deadline
Ideally, you can schedule the negotiation close to the other party's deadline by which they need a completed agreement. This will put you in a more powerful position, because they are more motivated than you.
You would know their deadline by gathering research about them in advance. Scheduling the negotiations later also gives you more time to do further research and prepare for the meeting so you'll be even more effective when the time comes.
If you are the buyer, keep the end of the week, month, or year in mind. They might have internal goals and quotas in their company and will be willing to give away more in order to reach them.
Tip #2: Don't Get Emotionally Attached Inside
There are two main ways to get overly attached. The first is attachment to outcomes. The reality of negotiating is that any time you go into one, you may have to walk away, or only get part of what you wanted.
Be willing to do your best and then accept whatever outcome takes place. Fact: when you play the game you will lose some of the time. But when you cling to outcomes too much, you lose more of the time.
Be willing to walk away. This brings us to the second way to get too attached...by reacting to the other party, their attitude, and what they say (which may be designed to get you to react). Stay calm and patient, no matter what they do. Your calmness will help you think clearly and also make you appear more powerful.
Tip #3: Don't Look Too Attached on the Outside
If you're attached inside, it will probably show through your body language-so work on your inner game first. Then, pay attention to your physiology and what your posture is conveying.
Without even saying a word, you can give the impression that you're willing to walk away from the deal and that doing so wouldn't be a big deal for you. Think about how you would sit, stand, lean, listen, and the tone of your voice while speaking, and try to act the part.
You'll find that just paying attention to your body leads to it correcting itself and conveying the image you want. Try to get in the right state of mind before the negotiation starts, and check in with yourself throughout to make sure you're not slouching or appearing less confident.
In reality, you're sending messages through your body language that many salespeople or experienced negotiators are trained to read. The only question is whether to pay attention it to yourself or not. And the answer is "yes!" Try it and see.
Tip #4: Never Be the First Person to Name a Figure
For example, if someone asks you what your firm's hourly rate is, don't just react and answer it right away! You'll be tempted to blurt out something that is less than you wanted by the time the meeting is over.
You could respond by asking what their budget is for the project with which they need help. A low-anxiety way to turn it back on them is to respond with a clarifying question. Then, ask a second question like the one above to the other party that's aimed to find out what they can pay, or are willing to pay.
Tip #5: Always Ask for More than You Need
If you can't avoid naming the first figure, then make the best of it by asking for more than you need, to start the negotiations with plenty of room to come back down later if you must.
Sometimes the other party will accept this higher offer right away! These are the exceptions, but always do it anyway because you never know.
So if someone asks for your hourly rate, as mentioned above, you could answer with a higher hourly rate than you would typically bill. This also gives the impression that they are getting more value in the deal, as those who "typically" bill a higher rate more are usually seen as more competent professionals. (I would then suggest that if you get the deal, to work extra hard on it to make it worth the higher price.)
Tip #6: Never Take the First Offer
If you CAN get the other person to name the first figure, here's what to do-balk, then ask them to do better. I know a few guys who do this out of habit no matter how low the starting price is.
When they name their figure, try to look shocked or surprised. This does wonders to manage expectations for the same reason that starting with a lowball offer works. Then, even if it's a lot better than you expected, calmly and assertively (but not arrogantly) state "Is that the best you can do?" or "I think you'll have to do better than that."
Tip #7: Don't Get Suckered by the "Rules" Trick
Don't think for a minute that all contracts must be signed as-is. If the other party has a contract to sign, feel free to cross out anything you don't like in it. You can also add items you feel should be in there. Don't just sign away your chance to improve your outcome! It's all negotiable.
Some companies or salespeople will try to tell you that the contract can't be altered. Find out if this is truly the case by asking where it says that. Is it law? Is it company policy? Has an agreement ever been changed before? Who could approve it? Find this out and have them get permission from their manager if needed.
If the boilerplate language of the agreement really can't be altered, take this as a cue to go back and renegotiate one of the previous items by saying something like "Okay, well if I can't change this paragraph, lower the price by $X and you've got a deal."
There are dozens more negotiating and persuasion tips I discuss in "Getting What You Want." The key is for you to not only know these tips and tactics, but to use them in the daily course of running your business.