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The way a person communicates determines the outcome of a negotiation. For instance, during sales negotiation, proper communication techniques are vital. People negotiate daily either among peers, employees and their employers. For instance, sale persons usually negotiate with customers to share interests. Winning in a negotiation requires one to use the various techniques (Dima & Vlăduţescu, 2012, p. 15). This work covers the techniques that I would use for my first car purchase to improve the outcome of the negotiation.

Starting a negotiation requires an individual to have all the facts right about the issues to be negotiated. The car I am about to purchase is from one of the leading companies. The company’s price is slightly higher compared to prices of the car with same qualities from other dealers. It has a fixed price for the car, but sales are made through an agent who earns a commission depending on how much above the fixed price it sales. This means that the person I will converse with has better negotiating skills. The company offers after-sales services but only if you negotiate for them. Keeping all these facts in mind forms my goals of negotiation (Judge & Robbins, 2015 p 226).

All the negotiations are to be done on the company premises, where the face-to-face mode of communication is to be used. My key agenda is not to make the sale agent lose but to have a win-win situation. I would be the first to quote the price because I know the company’s marked price and the price at which the sale agent wants to sell the car. The price I quote will be the average of the two prices which would make me dominate and have some influence in the conversation. I would maintain confidence by keeping eye contact throughout the negotiation period (Judge & Robbins, 2015 p 226).

Moreover, having a good relationship with the company is another important aspect. The company offers after-sale services, such as discounted maintenance fee and spare parts. They arrange with an insurance company, besides providing basic mechanical training to its customers, which is arranged by the sales agent. The fact that it is the first car purchase, all the services offered by other companies will be necessary. I would table all them and take advantage of the time to myself, but use silence to understand the reasoning and response of the other party. I would ensure that my tone, words, and body language are appropriate not let the other side to feel that I am arrogant (Dima & Vlăduţescu, 2012, p. 16).

Furthermore, negotiations need the parties to offer best alternatives. Letting the sale agent to know that there are alternatives for me, such as considering buying from other companies, would be helpful. Additionally, appreciating the option from the other party, such as giving a lower price, but withdrawing certain services, and offering cheaper models of cars would mean that I care for both sides. Sticking to the particular car would show my steadiness and ability to stand firm in my decisions (Judge & Robbins, 2015 p 226).


In negotiations, the way to arrive at the desired outcome is important as the results themselves. I have used an integrative approach to maintaining the relationship for more transaction. The bargaining approach used involves integrative negotiation strategies. The parties involved in the negotiation are the company, the buyer, and the agent. The company benefits in this case by ensuring that the sale of the car is above its marked price. Nonetheless, the company will continue selling the spare parts as the buyer is interested in their discounted services, and their brand is reputable, which is an advantage. The primary interest of the agent is the commission and more sales while the buyer is interested in purchasing the car at a lower price. The buyer will also benefit from the after-sale services at a reduced cost, thereby indicating the benefit of negotiations in avoiding exploitation.

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  1. Dima, I. C., & Vlăduţescu, Ş. (2012). Persuasive communication in logistic negotiation. International Journal of Economical Research3(1), 14-21.
  2. Judge, T. A., & Robbins, S. P. (2015). Essentials of organizational behavior. Upper Saddle River, NJ: Pearson.
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