How Barter Can Help Your Business Online or Offline (July 23 2007)         - claim this article

How Barter Can Help Your Business

Barter trade is a powerful instrument that represents a solution for companies with available stock or services. By accepting payment in trade money instead of cash, a business maximizes their efficiency by increasing stock turnover or billable hours. Using the trade currency earned, that company can pay for goods or services they want, without paying cash.

Making the Deal: Women as Negotiators (July 23 2007)         - claim this article

Negotiating is no game. It is not for the weak or the fragile. It takes assertiveness and someone who feels comfortable in the mano-a-mano world of business. Can women negotiate the deal as well as their male counterparts? Absolutely! In some cases, they may even do a better job. Women have a definite edge at the negotiating table because of their instincts and natural power of persuasion.

Negotiating Tactics: Don't Let 'Good Guy - Bad Guy' Control the Sales Negotiation (July 23 2007)         - claim this article

Counter one of the classic negotiating gambits by addressing it directly.

You've assembled a brilliant sales proposal for a new client and when you arrive to the meeting to hammer out the final details, you suddenly find yourself sitting across the table negotiating with two people. One is a person with whom you've had contact during the sales process; the other is new - a purchasing agent.

Barter and Its Benefits (July 23 2007)         - claim this article

What is Barter?Barter involves 2 parties. Each party wants to trade with each other and instead of exchanging cash for products or services, the exchange is carried out with products or services that each possesses. That is, there is a trade of a product or service that someone has, in return for another product or service the other party has.

Managing Conflict, in Life & Work: Using Ancient and Modern Approaches (July 23 2007)         - claim this article

"Conflict" is a word that can have varying degrees of severity, meaning, and implication for each individual or circumstance. For example, the conflict that is experienced in our current, daily lives seems insignificant in comparison to the Samurai, or those in war, who faced death on a regular basis. However, it is still important to extrapolate the significant lessons that have been derived from such severe scenarios, as these notions are still applicable in the conflict that we experiencein the workplace and life today.

Just Ask! (July 23 2007)         - claim this article

Ask and you shall receive & knock and it shall be opened &send an email and see what happens.

As a student of personal finance you are probably familiar with the advice to negotiate with your credit card companies to get a lower interest rate. Why stop there?

Do You Want a Paycheck or a Passion? 10 Qualities Managers are Looking for in Hiring You (July 23 2007)         - claim this article

Based upon my research of over 300 managers in the last two years, I have found what qualities are most important to hiring managers.

Resolve Conflict In 6 Easy Steps - The BEDROL Method (July 23 2007)         - claim this article

The principles of Negotiation can work for you in any situation, but often people ask me, "Well, its often a fact that conflict happens unexpectedly. What if I don't have time to prepare? Can negotiation skills be used on the spur of the moment?" The answer is YES. The principles of Street Negotiation were created and battle-tested on the streets and it's power lies in its ability to be used to resolve any conflict anytime. Conflict can be resolved in six easy to learn steps, acronymed as BEDROL(TM). That is: Back-up plan, Emotional control, Defusing their anger, Reframing, Options, and Letting them choose their fate.

Managing the Sales Negotiation Process (July 23 2007)         - claim this article

How many times have you heard:

• "You've got to drop your price by 10% or we will have no choice but to go with your competition."
• "You will have to make an exception to your policy if you want our business."
• "I know that you have good quality and service, but so do your competitors. What we need to focus on here is your pricing."
• "I agree that those special services you keep bringing up would be nice, but we simply don't have the funds to purchase them. Could you include them at no additional cost?"

Every time you hear statements like these, you're in the middle of a difficult sales negotiation. How you handle that negotiation will determine whether or not you close the sale and how profitable that sale will be. In order to give you a real edge every time, I have listed below some key points taken from my sales negotiation training seminar.

Negotiating Technology Contracts (July 23 2007)         - claim this article

Have you ever tried to negotiate a deal for software, computer equipment, or consulting services with a technology company? The task can be daunting. Unfortunately, the sales forces of most IT companies are armed to the hilt with techniques to get the best deal for them, and not necessarily the best deal for you. And even worse, most of us computer folk (like myself) have never been trained in the art of negotiation, so it can be difficult to spot a snake in the grass. Before you begin negotiating a technology deal, know what you're getting in to.

How To Communicate Using Space (July 23 2007)         - claim this article

What Is Proxemics?

The study of the communicative aspects of personal space and territory is called proxemics. Everyone is surrounded by an invisible zone of psychological comfort that follows us everywhere we travel. This protective bubble acts as a buffer zone against unwanted touching and attacks. Our comfort zone varies depending on who we are talking to and the situation that we are in. The amount of space that we use while interacting with others can play a significant factor in the type of interaction we have with that person.

Negotiating Skills: Ask For More Than You Expect To Get (July 23 2007)         - claim this article

It creates some negotiating room, and you might just get what you're asking for.

Whether playing the role of buyer or seller in a sales transaction, asking for more than you expect to get is a classic opening position in negotiations.

What Are The Four Types Of Negotiating Outcomes? (July 23 2007)         - claim this article

Negotiating outcomes are the types of results that can happen at the end of a negotiation. All negotiations end up with one out of four possible outcomes: one party wins and the other loses, both parties lose, they get stuck in a stalemate, or both end up winning. Obviously, the goal in a cooperative negotiation is for both parties to walk away with their needs being satisfied. Familiarize yourself with the four different negotiating outcomes and make it your goal to aim for a mutually-beneficial outcome.

Power Pricing - Getting the Right Price for Your Products and Services (July 23 2007)         - claim this article

There's an old joke about the New York City blackout. Power was out everywhere, and the electric company couldn't figure out what was wrong or how to fix it. Finally, they decided that the only one who could solve the problem was a long-retired worker who knew the system inside and out. He came out to the power plant, looked around, picked up a hammer and tapped one of the generators.

Where to FIND the BEST Employees -- (July 23 2007)         - claim this article

Obviously, you might logically say, "that is good!" You would most certainly be on track feeling good about everyone in your area having a job. Getting everyone working and being more self-sufficient is our logical goal.

Avoiding and Accomodating in Negotiation (July 23 2007)         - claim this article

The avoiding approach to negotiating is characterized by losing, leaving, and withdrawing. No commitments are made, and behavior is impersonal. Use this approach when you would get hurt by staying or when you want to change the ground rules. It is useful when issues are trivial and is helpful when the other side has much greater power. Its disadvantage is that the problem is left unresolved, and this can result in nothing getting done if too many problems are swept under the rug. In the avoiding approach, at least one of the parties displays a subtle reluctance or unwillingness to resolve the issues. This approach is of little use for those working with organizations as it strains relationships and prevents the building of trust between the parties involved. Using this approach can also increase the other party's resistance to negotiation.