This is the core philosophy behind Marks & Associates Consultative Negotiations Seminars.
The courses cover the four fundamental negotiating principles through an interactive mix of
discussion, case studies, and role plays. Bankers learn to:
A brief outline of the courses follows.
I. Negotiation Apprehension
Most bankers are apprehensive about negotiating. A real threat of failure causes anxiety and fear.Why do bankers fear negotiating?
II. Stages of the Negotiation Process
Every negotiation passes through five basic steps. To manage an effective negotiation, bankers must
understand the steps and be prepared to act in the bank’s interest during each step. We discuss
what to do during each phase to maintain control and effectively represent the bank.
III. Principles of Negotiating
These principles not only insure success in negotiations, but diagnose failed negotiations. If a banker
is at an impasse, he or she can review the principles to discover what is going wrong. Often,
corrective action will get the negotiation back on track.
IV. Discussion of Failed Bank Negotiations
Each banker presents a failed negotiation for discussion. We learn to understand why the negotiation
failed, and how it might have been saved. The purpose here is to use critical thinking about
negotiations steps during the process of negotiating.
V. Case: Bristol Corporation Negotiation
Bankers use their newfound understanding of the negotiating process to effectively maneuver in a
realistic negotiation. Post-case discussion highlights the correct use of principles and the missed
opportunities.
VI. Negotiating Styles
Bankers complete a negotiating styles-questionnaire before the training. We discuss the five primary
negotiating styles, and show where each can be used most effectively. Since good negotiators must
be fluent in all styles, we show bankers how to diagnose the setting, pick the most effective style and
use the style to get best results.
VII. Preparing a Negotiating Plan
Specific action items necessary for a formal bank-client negotiation are discussed. Bankers learn how
to analyze the bank’s position, assess the bank’s relative power, gauge the bank’s informational and
time advantage, and diagnose the client’s negotiating style and key interests.
VIII. Managing Emotion
Because conflict is often present in negotiations, it is important to learn how to manage emotions.
Preparation and the liberal use of breaks can help, as can the recognition of emotion, and the
probing of submerged barriers and concerns.
IX Dealing With Dirty Tricks
Most banking negotiations are above board and within the rules of fair conduct, but occasionally
dirty tricks do appear. When self-interest is involved, even good people may play unfairly. Sometimes
a third-party can insert itself and try to manipulate the banker.
X. Case Studies
A. Using newfound negotiating skills to effectively maneuver a realistic negotiation
B. Negotiating for the best deal – a win-win result
C. Dealing with emotion and dirty tricks
The most successful banking relationship are based on collaborative negotiations with both
parties working together for individual and mutual benefit. The company contributes business
goals and problems, and the banker adds financial resources and expertise. Through
collaboration both parties create opportunities and outcomes that are superior for both sides. 
Negotiations I is a two-day course covering the fundamentals of basic negotiating. On-site follow up
training within 90 to 180 days is recommended. Consultative Negotiations II is a two-day
course that draws on real negotiations experience of attendees. The course refreshes and
reinforces the key negotiating principles and hones negotiating skills for success in more advanced
negotiation situations.