This kind of dilemma is obviously not new. Business is cancelled every day. But companies that depend on long-term customer relationships have a particular need to avoid loss situations, as covering a bad deal can also cost a lot of future business. Some buyers resort to hardball tactics, even if the seller has done a job done from the sale. The premise is that asking for a concession costs nothing. Sellers can always say no. They will continue to make the deal. But many sellers, especially the inexperienced, say yes to the most insolent demands of customers. Smart buyers can attract experienced sellers themselves to deals based on emotions, not solid business acumen. So how do you protect your own interests, save the sale and preserve your relationship when the customer tries to eat your lunch? Curhan, Neale and Ross say many negotiators say the couple`s gift exchange resulted in “tickets.” In fact, Jim and Della`s material losses, as O. Henry describes it, are overshadowed by their deepest appreciation of their love. Losing means that all parties end up being worse off. An example of this would be a budget reduction negotiation, in which all parties will lose money.
The fierce debates over the budget in Congress in 2012-13 are an example of losers. Budget cuts are essential – the question is where they are made and who is being violated. In some loss situations, all parties understand that losses are inevitable and fairly distributed. In such situations, the results of the loss of tickets may be better than the winning results, because the distribution is at least considered fair.  Try to agree on a number of objective criteria that provide a framework for your discussion. This could include measures such as legal standards, market value, vision or contractual terms. The agreement on standards shows common values and a commitment to reach an agreement. Some sellers make the mistake of definitively accepting a topic without ensuring that the overall agreement is always useful. This plays into the hands of an aggressive client to try to get the whole loaf of one disc at a time.
It is difficult to withdraw a concession. Instead, temporarily close the problems. “We agree to do X, provided we reach an agreement on Y and Z.” When attacked, most people`s natural response is to defend themselves or oppose them. For a seller in a lawsuit, one of them will fuel an upward spiral of heated disagreements. The best answer, however counter-intuitive, is to keep the customer in touch for three good reasons. First, new information can increase the flexibility and the number of variables. Second, defenceless listening helps defuse any rage. Third, if you listen, you are not making concessions.