Bet­ter results in purcha­sing & sales nego­tia­te

For opti­mal nego­tia­ti­on results, we com­bi­ne years of indus­try exper­ti­se with the latest sci­en­ti­fic fin­dings. NAS­HER accom­pa­nies you in all stra­te­gic nego­tia­ti­ons: from mono­po­ly nego­tia­ti­ons to game-theo­re­ti­cal com­pe­ti­ti­on nego­tia­ti­ons.

Dr. Oliver Mäsch­le — Head of Con­sul­ting

“Prof. Dr. Jack Nas­her is one of the world’s lea­ding experts on nego­tia­ti­on.”

Advan­ta­ges of our orga­niza­tio­nal con­sul­ting for nego­tia­ti­ons

Arrange-a-potential-meeting-1

Free poten­ti­al ana­ly­sis

Free iden­ti­fi­ca­ti­on of poten­ti­al befo­re the start of the col­la­bo­ra­ti­on

FROM-THE-PRACTICE-1

Per­for­mance-rela­ted com­pen­sa­ti­on

Fee with signi­fi­cant per­for­mance-rela­ted com­po­nent

SUCCESS-NETWORK

Indus­try exper­ti­se

Use of seni­or indus­try experts

enthusiasm3

Crack­ing mono­po­lies

Suc­cessful nego­tia­ti­on even in the absence of com­pe­ti­ti­on

SCIENTIFIC-1

Sci­en­ti­fi­cal­ly sound

Use of methods with demons­tra­b­ly bet­ter results

The chall­enge

Lack of resour­ces for the most important nego­tia­ti­ons

Lar­ge-volu­me stra­te­gic nego­tia­ti­ons only take place on an irre­gu­lar basis. As a rule, the­re is a lack of ope­ra­tio­nal capa­ci­ty for tho­rough pre­pa­ra­ti­on and the­re is often a lack of rou­ti­ne for imple­men­ta­ti­on. The Nas­her team sup­ports you in your most important nego­tia­ti­ons with exper­ti­se and man­power.

Your nego­tia­ti­on con­sul­ting team

Per­so­nal sup­port­ers for bet­ter results

Our team of nego­tia­ti­on experts com­ple­ments each other per­fect­ly. We have experts with years of expe­ri­ence in the most important sec­tors and pro­duct groups. We feel com­for­ta­ble in any nego­tia­ti­on envi­ron­ment: from inte­rest-based mono­po­ly nego­tia­ti­ons to game-theo­ry-opti­mi­zed com­pe­ti­ti­on nego­tia­ti­ons.

Get the best nego­tia­tors on your team wit­hout detours

Step by step to the best nego­tia­ti­on advice

Negotiation - types of negotiation

1. agree­ment initi­al con­sul­ta­ti­on

Arran­ge an initi­al mee­ting with the nego­tia­ti­on expert for your spe­ci­fic case. spe­ci­fic case.

Arrange-a-potential-meeting-1

2. iden­ti­fi­ca­ti­on of the poten­ti­al

We ana­ly­ze your data free of char­ge, deri­ve the nego­tia­ti­on poten­ti­al and out­line the cour­se of the pro­ject.

Start-negotiation-traning-1

3. start nego­tia­ti­ons

We start the nego­tia­ti­ons tog­e­ther and levera­ge the iden­ti­fied poten­ti­al.

Lea­ding inter­na­tio­nal media report about us

Glo­bal­ly reco­gni­zed exper­ti­se

Our inter­na­tio­nal net­work

Our indus­try exper­ti­se

Bene­fit from our expe­ri­ence in your indus­try

Auto­mo­ti­ve

The lea­ding indus­try in Ger­ma­ny is cha­rac­te­ri­zed by a very high degree of matu­ri­ty when it comes to nego­tia­ti­ons. On the one hand, inten­se com­pe­ti­ti­on gua­ran­tees purcha­sing a high level of nego­tia­ting power when awar­ding new con­tracts. On the other hand, the sales depart­ment knows how to oppor­tu­ni­sti­cal­ly exploit cum­ber­so­me appr­oval pro­ces­ses and regu­lar tech­ni­cal chan­ges. In this indus­try, you have to mas­ter the full ran­ge of nego­tia­ti­on methods in order to achie­ve your nego­tia­ti­on goals.

Semi­con­duc­tor

The semi­con­duc­tor indus­try is cha­rac­te­ri­zed by high­ly com­plex pro­duc­tion pro­ces­ses, limi­t­ed capa­ci­ties and inter­na­tio­nal play­ers. This makes nego­tia­ti­ons in the semi­con­duc­tor sec­tor par­ti­cu­lar­ly dif­fi­cult. In this indus­try, the focus is on inte­rest-based nego­tia­ti­ons with bila­te­ral part­ners — with a gre­at deal of inter­cul­tu­ral sen­si­ti­vi­ty.

Con­s­truc­tion

No other indus­try has to con­t­end with cost explo­si­ons after the con­clu­si­on of a con­tract as much as the con­s­truc­tion indus­try. The­r­e­fo­re, the focus in con­s­truc­tion nego­tia­ti­ons must be on the con­tract in addi­ti­on to the pri­ce. Tech­ni­cal chan­ges must be anti­ci­pa­ted and nego­tia­ted at an ear­ly stage. Pen­al­ties, pay­ment dates and other typi­cal points of con­ten­ti­on must be nego­tia­ted at the opti­mum time in order to rea­li­ze a suc­cessful pro­ject.

IT & Soft­ware

The IT & soft­ware envi­ron­ment is a ven­dor mar­ket. The chan­ge cos­ts in orga­niza­ti­ons for chan­ging soft­ware that is alre­a­dy in use are pro­hi­bi­tively high. The pro­vi­ders under­stand this and fleece their cus­to­mers with mono­po­ly pri­ces. Tra­di­tio­nal tech­ni­cal pri­ce plau­si­bi­li­ty methods are inef­fec­ti­ve here. Only tho­se who know the pro­vi­ders’ pri­ce struc­tures insi­de out and under­stand the incen­ti­ves of top manage­ment can achie­ve out­stan­ding results in this mar­ket with inte­rest-based nego­tia­ti­ons.

Phar­maceu­ti­cals

Pri­ce pres­su­re in the phar­maceu­ti­cal indus­try is noti­ce­ab­ly lower than in other sec­tors. This is due, for exam­p­le, to patents, strict regu­la­ti­on and strong strong pre­fe­ren­ces of end con­su­mers. The focus of nego­tia­ti­ons is the­r­e­fo­re often on other topics. This is whe­re crea­ti­ve nego­tia­tors can suc­cessful­ly enlar­ge the pie and con­clude high­ly pro­fi­ta­ble inte­gra­ti­ve deals.

Con­su­mer Elec­tro­nics

A glo­bal sup­pli­er base and inten­se com­pe­ti­ti­on are just two of the cha­rac­te­ristics of the con­su­mer elec­tro­nics indus­try. Here, nego­tia­ti­ons are fought with all per­mit­ted means. In this envi­ron­ment, the focus is on com­pe­ti­ti­ve nego­tia­ti­on methods that enable opti­mal pri­ces in a high­ly com­pe­ti­ti­ve mar­ket.

Auto­ma­ti­on & Engi­nee­ring

A high level of tech­ni­cal under­stan­ding is requi­red in mecha­ni­cal engi­nee­ring and the auto­ma­ti­on indus­try in order to nego­tia­te suc­cessful­ly. Sup­pli­ers gene­ral­ly offer very dif­fe­rent tech­ni­cal solu­ti­ons. In order to avo­id fal­ling into a mono­po­ly trap, seve­ral tech­ni­cal solu­ti­ons must be made com­pa­ra­ble. In this envi­ron­ment, it is not the short-term pro­cu­re­ment cos­ts but the life cycle cos­ts that are decisi­ve for sus­tainable nego­tia­ti­on suc­cess.

Public Pro­cu­re­ment

Public pro­cu­re­ment law is both a cur­se and a bles­sing for nego­tia­tors. High demands on pro­ces­ses, trans­pa­ren­cy and equal tre­at­ment make prag­ma­tic nego­tia­ti­ons impos­si­ble and mer­ci­less­ly punish care­less mista­kes. Howe­ver, with tho­rough pre­pa­ra­ti­on and expe­ri­ence, com­pe­ti­ti­ve and pri­ce pres­su­re is maxi­mi­zed in the­se struc­tu­red award pro­ces­ses. Public pro­cu­re­ment is also the most sci­en­ti­fi­cal­ly rese­ar­ched sec­tor. Here in par­ti­cu­lar, sci­ence offers many inno­va­ti­ve oppor­tu­ni­ties for opti­miza­ti­on.

Metal Parts

Suc­cessful nego­tia­tors in this indus­try use a varie­ty of tech­ni­cal plau­si­bi­li­ty methods and always keep a clo­se eye on the mar­kets for raw mate­ri­als and pri­ma­ry mate­ri­als. Due to the high inten­si­ty of com­pe­ti­ti­on, you need to be firm in game-theo­re­ti­cal nego­tia­ti­on methods and the cor­re­spon­ding coun­ter-stra­te­gies.

Moul­ded Parts

Expe­ri­en­ced nego­tia­tors in the injec­tion mol­ding indus­try know all the tech­ni­cal details about gra­nu­la­tes and resins, cavi­ties and through­put times. Strong raw mate­ri­al sup­pli­ers on the one hand and high­ly com­pe­ti­ti­ve cus­to­mer mar­kets on the other put injec­tion mol­ders in a sand­wich posi­ti­on. Nevert­hel­ess, by kno­wing and exploi­ting the weak points of the other side, out­stan­ding nego­tia­ti­on results can also be achie­ved in this sec­tor.

Logi­stics & Trans­por­ta­ti­on

Nego­tia­tors in the logi­stics indus­try often encoun­ter high­ly com­plex issues. Dif­fe­rent tech­ni­cal con­cepts of con­tract logi­stics pro­vi­ders have to be made com­pa­ra­ble with each other or the time and finan­cial impli­ca­ti­ons of dif­fe­rent sea rou­tes have to be cle­ar­ly unders­tood. For­t­u­na­te­ly, sci­en­ti­fic methods from mathe­ma­tics and data sci­ence, cou­pled with years of expe­ri­ence, offer solu­ti­ons for your nego­tia­ti­on suc­cess.

Ser­vices

None of the cate­go­ries men­tio­ned here is as hete­ro­ge­neous as the nego­tia­ti­on of ser­vices. Some­ti­mes you nego­tia­te the hour­ly rates of audi­tors, some­ti­mes you nego­tia­te com­plex deve­lo­p­ment ser­vices from engi­neers. In addi­ti­on to the hour­ly rates, the con­tract and a sui­ta­ble frame­work for cost con­trol after the start of the pro­ject play a decisi­ve role in the suc­cess of the nego­tia­ti­on.

Free Nego­tia­ti­on Type Test

What type of nego­tia­tor are you?

Find out in just 5 minu­tes whe­re your strengths and poten­ti­als lie.

Tog­e­ther with your result, you will recei­ve a video in which you will learn the most important things about your nego­tia­ti­on type. This way you will alre­a­dy bene­fit in the next nego­tia­ti­on.

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Prof. Dr. Jack Nas­her

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  • Per­so­nal indi­vi­du­al case con­sul­ta­ti­on
  • Con­sul­ting for com­pa­nies and orga­niza­ti­ons
  • Retail Advi­so­ry