Friday, April 1, 2011
Wednesday, December 15, 2010
Yasir Farooq Usman invites you to Freelancer.com
Hi discrete.it.pakistan!
Yasir Farooq Usman invites you to join Freelancer.com!
Message attached:
My dear Friends. Hope you are fine. Some times in your life, when you\'ll be looking for some data entry operator, a scanning professiona, a translation service or other related tasks, you\'ll be finding some professional who may complete your tas
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This code is MYFRIEND which you can use at the end of the signup process when asked for a redemption code.
Follow this link now to sign up:
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Regards,
Freelancer.com Support
Yasir Farooq Usman invites you to join Freelancer.com!
Message attached:
My dear Friends. Hope you are fine. Some times in your life, when you\'ll be looking for some data entry operator, a scanning professiona, a translation service or other related tasks, you\'ll be finding some professional who may complete your tas
Freelancer.com is the largest micro-outsourcing site in the world, with over 1 million registered professionals ready to bid on your jobs and produce high quality work quickly and to budget. You can outsource anything, whether it be web design, graphic design, marketing or sales. The average job is under $200 which makes it very affordable for SMEs. Turbocharge your business today!
Alternately looking for work? We have the largest network of employers ready to hire just about any skill set.
Yasir Farooq Usman has also sent you a special coupon code which will give you *100 bonus points* when you sign up!
This code is MYFRIEND which you can use at the end of the signup process when asked for a redemption code.
Follow this link now to sign up:
http://www.freelancer.com
Regards,
Freelancer.com Support
Tuesday, October 5, 2010
Saturday, October 2, 2010
Bad Negotiation Habits: Break Them Today
Do You Have Any Of These Bad Negotiation Habits?
Bad Habit #1: Not Sharing Information. When negotiating, some buyers withhold information from suppliers. For example, a supplier may ask about the size of your budget. Some buyers refuse to share that, thinking that the supplier will inflate its prices to capture every bit of that budget money.
While you and your supplier may have a few opposing interests, the goal is for you to work together as partners - not opponents - at some point. This means that it may benefit you to share certain information at some point in the negotiation.
If a supplier knew the budget constraints you have, it may be able to recommend and/or customize a solution that works optimally for the amount of money you have available. Without knowledge of your constraints, your supplier is left guessing and may end up proposing a solution that is too expensive or not optimal for the budget you have.
Bad Habit #2: Overusing The Word "Honest." Some people use the word "honest" as a "filler" in their conversations. "Honestly, I never thought about that" and "To be honest with you, we don't have enough money to pay that much" are two examples of how "honest" is commonly used.
But when prefacing a statement with a "disclaimer of honesty," the other person may think that other things you've said were not honest. Trust is important in negotiation for a supplier to know that you will stand by your commitments when they improve their terms for you. Disclaimers of honesty don't build trust, they degrade it.
So, if you catch yourself about to use a disclaimer of honesty, use the word "frank" or "frankly" instead. For example, "To be frank with you, your price is substantially higher than we're able to pay."
For Bad Habit #3, go to http://tinyurl.com/284nqha
Bad Habit #1: Not Sharing Information. When negotiating, some buyers withhold information from suppliers. For example, a supplier may ask about the size of your budget. Some buyers refuse to share that, thinking that the supplier will inflate its prices to capture every bit of that budget money.
While you and your supplier may have a few opposing interests, the goal is for you to work together as partners - not opponents - at some point. This means that it may benefit you to share certain information at some point in the negotiation.
If a supplier knew the budget constraints you have, it may be able to recommend and/or customize a solution that works optimally for the amount of money you have available. Without knowledge of your constraints, your supplier is left guessing and may end up proposing a solution that is too expensive or not optimal for the budget you have.
Bad Habit #2: Overusing The Word "Honest." Some people use the word "honest" as a "filler" in their conversations. "Honestly, I never thought about that" and "To be honest with you, we don't have enough money to pay that much" are two examples of how "honest" is commonly used.
But when prefacing a statement with a "disclaimer of honesty," the other person may think that other things you've said were not honest. Trust is important in negotiation for a supplier to know that you will stand by your commitments when they improve their terms for you. Disclaimers of honesty don't build trust, they degrade it.
So, if you catch yourself about to use a disclaimer of honesty, use the word "frank" or "frankly" instead. For example, "To be frank with you, your price is substantially higher than we're able to pay."
For Bad Habit #3, go to http://tinyurl.com/284nqha
Can You Time Your Negotiation Techniques Right?
While the global economy teeters between growth and a double dip recession, this may be your last chance to use a few negotiation techniques that work extremely well in rough economic times. Here are three techniques that you can still use effectively before the economy truly does improve.
"Make The Supply Chain More Competitive." It can be a challenge to get direct materials suppliers to be excited about reducing prices and improving their terms for you. However, if your organization loses deals because customers consider its proposals "too expensive" and your supplier competes with the suppliers of your organizations' competitors, helping your suppliers see that slightly lower prices can result in significantly higher volume through more deal wins by your organization can make negotiation easier. This technique is extremely effective because you and the supplier are on the same team seeking mutual gain.
"Share In The Sacrifice." Suppliers are never happy to trim their profit margins solely just to make their successful customers even more profitable. However, if you can point to layoffs, salary reductions, and budget cuts in your organization as evidence that your organization isn't negotiating strictly out of greed, it can make suppliers feel more sympathetic than defensive.
"Forced To Consider Competition For Everything." Few things strain buyer-supplier relationships more than the threat to switch suppliers or competitively bid deals with current supply partners. However, the threat of competition is sometimes the only technique that motivates suppliers to reduce costs. In such situations, discussing how economic conditions have forced your organization to reevaluate market pricing for everything it buys can make aggressive negotiation feel less like a personal attack, thus limiting damage to the relationship.
"Make The Supply Chain More Competitive." It can be a challenge to get direct materials suppliers to be excited about reducing prices and improving their terms for you. However, if your organization loses deals because customers consider its proposals "too expensive" and your supplier competes with the suppliers of your organizations' competitors, helping your suppliers see that slightly lower prices can result in significantly higher volume through more deal wins by your organization can make negotiation easier. This technique is extremely effective because you and the supplier are on the same team seeking mutual gain.
"Share In The Sacrifice." Suppliers are never happy to trim their profit margins solely just to make their successful customers even more profitable. However, if you can point to layoffs, salary reductions, and budget cuts in your organization as evidence that your organization isn't negotiating strictly out of greed, it can make suppliers feel more sympathetic than defensive.
"Forced To Consider Competition For Everything." Few things strain buyer-supplier relationships more than the threat to switch suppliers or competitively bid deals with current supply partners. However, the threat of competition is sometimes the only technique that motivates suppliers to reduce costs. In such situations, discussing how economic conditions have forced your organization to reevaluate market pricing for everything it buys can make aggressive negotiation feel less like a personal attack, thus limiting damage to the relationship.
